SR 01-22-2019 8A
City Council
Report
City Council Meeting: January 22, 2019
Agenda Item: 8.A
1 of 26
To: Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department, Budget
Subject: Ten-Year Financial Forecast
Recommended Action
Staff recommends that the City Council:
1. Review the FY 2019-20 through FY 2028-29 Ten-Year Financial Forecast and
direct staff to proceed with developing a fiscally sustainable budget strategy;
2. Renew grant funding for two years contingent upon available funding and
postpone the next grant cycle to begin FY 2021-22 for the Human Services Grant
Program; and
3. Receive public comment on federal Community Development Block Grant
(CDBG) and Home Investment Partnership Act (HOME) Program funds.
Summary
The City of Santa Monica has a decades-long legacy of prudent financial management
that is the foundation for the scope and quality of services to the community and a AAA
bond rating from all three national rating agencies. One of those, Moody’s, in
reaffirming that rating last year, cited Santa Monica’s “large and diverse tax base, strong
socioeconomic indicators, exceptionally healthy financial position and low lease
burden.” Maintaining this strong fiscal position in times of increasing economic
uncertainty is at the heart of the City’s commitment to being a sustainable city of
wellbeing.
The FY 2019-20 through FY 2028-29 Ten-Year Financial Forecast informs the Council
and community of the City’s current and projected fiscal status as the City enters the
FY 2019-21 Biennial Budget preparation process. Every six months, staff updates the
forecast to reflect known and potential factors that will have an impact on the City’s
financial position. This tool allows Council to understand the level to which revenues
can adequately cover ongoing initiatives, or more critically, to make course corrections if
necessary to avoid a shortfall.
2 of 26
The City’s shift to a reimagined, performance-based budget includes the transition from
a five- to a ten-year forecast model that will provide the necessary perspective to
allocate limited resources during a time of economic volatility, rising costs and
unprecedented changes in the ways municipal revenues are generated. To date, the
City’s five-year forecasting process has been crucial in establishing and maintaining not
only the City’s AAA credit rating, but avoiding crisis management through long-term
planning. A ten-year forecast will provide an enhanced tool to prepare for increasing
economic challenges coming from a future recession, flattening revenues, and steep
pension cost increases; understand the lifecycle costs of programs and technology; and
plan for significant investments in public infrastructure. Such a plan follows best
practices as recommended by the City’s internal auditor and the Government Finance
Officers Association (GFOA).
The forecast reflects the impact of Consumer Price Index (CPI) and labor cost increases
without new programs or staffing. Staff has completed a series of best to worst case
forecast scenarios, using for the most part current service and staffing levels, to provide
a range of impacts that the General Fund may be required to withstand. The following
table shows revenues over expenditures in the four forecast scenarios:
Scenario
General Fund Annual Revenues – Expenditures ($ in millions)
FY
19-20
FY
20-21
FY
21-22
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
FY
27-28
FY
28-29
Probable Case $1.1 ($4.9) ($11.6) ($16.9) ($20.8) ($24.7) ($29.0) ($32.6) ($36.3) ($31.5)
Best Case $8.7 $6.2 $1.4 ($1.7) ($3.7) ($4.9) ($6.8) ($7.7) ($8.5) ($0.8)
Recession Case $0.2 ($16.4) ($39.2) ($35.8) ($36.9) ($38.4) ($42.8) ($46.3) ($49.6) ($44.4)
Worst Case ($3.3) ($22.9) ($53.7) ($55.3) ($52.1) ($54.4) ($59.0) ($63.5) ($68.7) ($65.3)
It is important to note that these are, of course, projections. In previous years, the City
has consistently projected future shortfalls in the latter years of our five year projections.
This is not only because those figures have been based on fiscally conservative
assumptions, but more significantly because these warnings have guided City Council
to make prudent adjustments to expenses and revenues that have ensured continued
3 of 26
balanced budgets, and continued investment in maintaining and expanding public
infrastructure and augmenting financial reserves.
Again looking ahead, now with a 10-year time horizon, the staff and Council have
recognized that the greatest risk factor to the City’s fiscal health is the City’s unfunded
pension liability. Santa Monica is actually in better condition than most members of the
statewide California Public Retirement System (CalPERS) with a funding ratio of 75%
versus 71% system-wide. However, not only is the projected $467 million unfunded
liability the primary factor driving rapidly rising City expenses over the next ten years,
the likelihood of a recession in the years ahead could increase that debt load, driving
future costs beyond those currently projected. That is why the City has been one of the
handful of local agencies that have made substantial pre-payments of the debt,
amounting to a total of $77.5 million since FY 2010-2011.
Recognizing the continuing challenge of this issue, the City Manager established a
Pension Advisory Committee in October, 2018, made up of residents and City
employees, to discuss options for further management of the City’s pension obligation
and provide recommendations to the City Manager. After intensive study and discussion
of the sources, magnitude and alternative approaches to the pension challenge, the
committee framed a set of principles that were unanimously adopted by all 11 members:
Among the Committee’s principles was a recommended accelerated plan to pay down
the City’s current pension unfunded liability over 13 years, to conclude in 2032-33 (It
should be noted that the Committee members also recognized the potential that fiscal
emergencies might preclude making those payments in some years and they provided a
provision for such circumstances). The following table shows the impacts of these
additional payments on the General Fund’s financial projections scenarios during the
forecast period:
Scenario
General Fund Annual Revenues – Expenditures ($ in millions)
with 13 Years of Additional Discretionary Payments Towards Unfunded Liability
FY
19-20
FY
20-21
FY
21-22
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
FY
27-28
FY
28-29
Probable Case ($6.2) ($10.6) ($15.7) ($19.9) ($24.0) ($27.9) ($32.3) ($36.0) ($39.8) ($39.8)
Best Case $1.5 $0.5 ($2.6) ($4.6) ($6.8) ($8.2) ($10.2) ($11.1) ($12.1) ($9.1)
4 of 26
Recession Case ($7.1) ($22.0) ($43.2) ($38.7) ($40.1) ($41.6) ($46.1) ($49.8) ($53.1) ($52.7)
Worst Case ($10.5) ($28.6) ($57.8) ($58.2) ($55.2) ($57.6) ($62.4) ($66.9) ($72.2) ($73.6)
As can be seen in the first table above, even without additional payments towards
unfunded pension liability, annual expenditures will exceed revenues starting in FY
2020-21, the second year of the upcoming Biennial Budget. To eliminate out-year
projected shortfalls and also maintain a fiscally prudent level of General Fund reserves,
staff recommends a short term budget strategy that identifies services that can be done
in a more efficient way, or that may be eliminated, as well as a reallocation of resources
to Framework outcome areas that may require greater investment through tradeoffs, as
well as long term consideration of potential staff attrition, additional staff cost sharing of
retirement benefits and new sources of revenue, including those that will potentially be
identified as part of the City’s Economic Sustainability planning process.
A discussion of other funds and any potential changes in their financial status, including
the impact of additional payments towards unfunded pension liability, is also included in
this report. Generally, these funds are projected to have positive fund balances over the
course of the next biennial budget period.
Discussion
Economic Update
The current economic expansion continues as one of the longest in the post-World
War II era, and economic growth both on a national and State level is expected to
continue in the near term. However, there are signs that the growth rates have peaked,
and the economy is likely to experience a slowdown, and possibly a full recession,
sometime within the next few years.
The State budget has also expanded in recent years to attempt to correct long term
issues and build up reserves. Governor Newsom’s proposed State Budget for FY 2019-
20 allocates $13.6 billion to building budget resiliency, including increasing the
constitutionally required “Rainy Day Fund” by $1.8 billion to a balance of $15.3 billion by
the end of FY 2019-20. Also included are funds to pay down unfunded pension
5 of 26
liabilities, eliminate debts, and increase reserves to address emergencies and
unforeseeable events. However, the State budget situation is volatile given the
disproportionate dependence of State revenues on the wealthiest individuals and can
change quickly. Extensive new funding commitments and/or a moderate recession
present significant challenges to a balanced State budget.
Santa Monica’s economy remains relatively strong. However, there are signs of
moderation in the local economy’s growth rate. General Fund revenue growth is slowing
down after several years of strong increases. Average annual growth over the last three
years has been about 4% following growth rates of over 8% in the three years of
recovery following the recession.
Within this context, the City’s General Fund forecast continues to show modest revenue
growth averaging 2.3% annually over the next ten years as the City absorbs the impacts
of a changing economic landscape, present in the on-going shift to on-line sales from
brick and mortar and alternative transportation models. Also, as with the State and
national economies, the threat of a recession could significantly alter revenue
projections. More information on some of the City’s key revenue sources is provided
below:
Property values in the City remain the third highest in Los Angeles County for a
City with the 19th largest population. For the fourth consecutive year the
FY 2018-19 assessed value increase was within the range of 6%. Moderate
increases of 3.5-4.5% are projected over the next ten years.
Sales tax (both sales and use and transaction and use tax) growth is expected to
be modest, reflecting the continuing global shift of retail activity from brick and
mortar businesses to on-line businesses, a softening in auto sales, and an
overall slowing of the economy. City taxable sales are expected to grow by
slightly less than 2% annually over the next five years before recovering slightly
to an annual growth rate of just under 3% for the final five years of the forecast.
Tourism, which provides a major stimulus to the local economy by creating jobs
and producing revenues, continues to show strength. Transient Occupancy
6 of 26
Taxes have increased at an average annual rate of over 9% over the last seven
years. While the overall growth rate is expected to moderate to approximately
2.5% annually over the next few years as room rates stabilize, the recent addition
of two hotels with 260 new rooms to the lodging supply as well as another hotel
with 271 rooms expected to open around the beginning of FY 2019-20 will
continue to bolster City revenues. One area of uncertainty over the forecast
period is the impact that recent registration requirements for home share hosting
platforms will have on current revenue projections. Additionally, competition from
other areas such as Downtown Los Angeles and Marina Del Rey may affect
revenue growth.
Business License Taxes are expected to show baseline growth of approximately
1.5% annually over the forecast period based on recent trends. Utility Users Tax
revenues are expected to remain relatively flat over the forecast period as
revenues from telecommunication services continue to drop. Parking Facility
Taxes are expected to grow by approximately 1.7% annually over the remainder
of the forecast period. Interest rates have risen sharply in the last year after the
historically low levels of the prior seven years, resulting in greater investment
income. While a gradual increase is expected over the forecast period, interest
rates are still expected to remain at relatively low levels, and a declining
economy could likely slow the growth in rates.
Staff will continue to monitor parking revenues, a consistently strong revenue
source for the City. The number of parking transactions in Downtown parking
structures and lots have decreased over the last two years, reflecting a
significant shift in how people travel into and around the City. This is primarily a
result of EXPO light rail and ridesharing services providing alternative modes of
transportation for visitors and community members. While Council-approved rate
revisions have essentially restored parking revenues to previous levels, this area
will require continued close monitoring of emerging trends and their impacts.
The forecast also reflects annual cost of living adjustments for user fees and
charges as well as new fee revenues from implementation of the City’s seismic
7 of 26
retrofit program and from the mobility scooter and e-bike programs during the
pilot program period. Building and Safety permit revenue projections are
expected to peak in FY 2018-19 reflecting the number of mixed use housing
projects that have been approved in the past few years and the adoption of the
Downtown Community Plan, which has made it easier for uses such as
restaurants and fitness facilities to open in the Downtown area.
General Fund Ten-Year Financial Forecast
The transition from five- to a ten-year forecast will provide the tool to prepare for
increasing economic challenges coming from a future recession, flattening revenues,
and steep pension cost increase; to understand the lifecycle costs of programs and
technology; and to plan for significant investments in public infrastructure. Such a plan
follows best practices as recommended by the City’s internal auditor and the
Government Finance Officers Association (GFOA).
Projected Fund Balance
Staff has completed four forecast scenarios that contemplate Best, Probable,
Recession, and Worst Case impacts on the General Fund. The chart below shows the
four forecast scenarios.
8 of 26
9 of 26
The following are the assumptions used for the various scenarios. The same
expenditure assumptions are used for all scenarios.
Scenario Revenue Assumptions Expenditure Assumptions
(same across all scenarios)
Probable Case
(status quo)
2.3% average annual growth
Continued strong property tax
growth
Slowing growth rate of other key
tax sources such as Transient
Occupancy Tax (TOT), Sales
Taxes, and Business License
Taxes
2.4% Consumer Price Index
average annual growth
Overall growth rate of 3.2%
Staff size, services status quo
Additional retirement cost sharing
by Police and Fire bargaining
groups through FY 2019-20.
Non-safety employee retirement
contributions projected as status
quo.
Average annual pension
contribution increases of 9.5%
during the first 4 years, and 2.6%
during the remaining years of the
forecast, reflecting assumptions
noted in Retirement Costs section
below)
Average annual healthcare
increases of 8.4%, including
average increase of 6.4% during
3-year contract with new provider,
and 8.8% average increases
following
Average annual Workers’
Compensation increases of 8%
Projected $64 million bond
issuance for City Yards
Modernization in FY 2019-20.
Best Case (higher
increases in
revenues)
Approximately 4% growth in
revenues over Probable Case
during the forecast period
Primarily reflects higher growth
rates in all local taxes and
increasing parking rates
Recession Case
(possible light to
moderate recession)
Approximately 3.1% decrease in
revenues from Probable Case
during the forecast period
Decrease of 6.4% from Probable
Case during worst year of
recession (FY2021-22)
Largest decreases in TOT, Sales
Taxes, Business License Taxes,
Property Taxes, Parking, and
Investment Income.
Worst Case
(recession similar to
the Great Recession
of 2009)
Approximately 6.3% decrease in
revenues from Probable Case
during the forecast period
Decrease of nearly 10% from
Probable Case during worst year
of recession (FY2021-22)
Largest decreases in TOT, Sales
Taxes, Business License Taxes,
Parking, and Investment Income.
Almost three-quarters of the General Fund operating budget is composed of labor costs,
and a number of these costs, including retirement, health insurance and workers’
compensation, increase at a rate that is higher than the CPI and represent significant
budgetary challenges in the years to come.
10 of 26
As in past years where the forecast shows an upcoming shortfall, staff will work as part
of the Biennial Budget process to realign spending in order to ensure that the City’s
FY 2019-21 budget provides a fiscally sustainable plan.
The following are additional details related to elements that were considered in the
development of the forecast.
Retirement Costs
The City’s pension obligations are and will continue to be one of the City’s largest
financial concerns for decades to come. With its current participants and benefit levels,
the City’s accrued pension liability is approximately $1.8 billion dollars and has been
growing at an average annual rate of 13% per year for the last ten years. Meanwhile,
General Fund revenue has grown an average of 4.7% annually for the same ten-year
period (2007-2017).
The City’s current unfunded accrued pension liability (UAL) is significant at $467 million.
As a result of the City’s annual pay downs of unfunded liability above the required
amount, and especially the $45 million that was paid down in June 2017, the City’s
funded status has improved to 75%, despite recent reductions to the discount rate. This
level exceeds that of the overall CalPERS plan, which is 71% funded, and is on the
higher end of the range for California cities. By continuing to proactively manage the
repayment of the unfunded pension liability, the City is better positioned to weather the
pension challenges known today.
At this time, Miscellaneous (non-safety) employees contribute up to 29.5% of the total
cost of their retirement benefits, while Police Officers Association and Firefighters Local
1109 IAFF employees contribute up to 29%. Since FY 2010-11, the City has used
savings to pay down $77.5 million of its unfunded liability, and follows a policy to pay
down approximately $1.3 million of its unfunded liability each year. These payments
have been estimated to lower the City’s annual contribution costs by over $8 million a
year. In addition, the City takes advantage of a program offered by CalPERS that allows
cities prepaying a portion of their total contribution at the beginning of the fiscal year to
11 of 26
receive a discount on the amount owed. The net savings to the City of these discounts
has been approximately $11.5 million through the current year.
Despite these measures, recent changes made by CalPERS, including lowering the
discount rate used to project the assets required to make promised pension annuity
payments, have increased the City’s unfunded pension liability and therefore the
contributions needed to ameliorate this issue. As shown in the chart below, with the
currently projected $467 million in unfunded pension liability, the amount the City owes
CalPERS every year will increase from $52 million in FY 2018-19 to $103 million in FY
2029-30. The information is provided in graphical form below.
The City has worked with an independent actuary to project the most realistic estimates
of future contribution increases that will occur from a likely lower rate of return (6.5%)
than what is projected by CalPERS (7%); the higher volatility that will come from
CalPERS’ shift to a best-practice 20-year, rather than a 30-year, amortization period for
gains and losses (this will mitigate the negative amortization – when payments on an
obligation are not large enough to cover the interest costs – that is currently occurring);
and CalPERS’ implementation of a risk mitigation policy that will take advantage of
years where returns exceed the targeted level to shift the portfolio to lower risk
investments, culminating in a more stable, but potentially lower return portfolio with an
estimated 6% annual growth rate.
12 of 26
Recessions and market volatility are unavoidable and the plan will most likely
experience turbulence in the future. As noted earlier, the 10-year forecast scenarios
consider the threat of revenue decline and the potential of CalPERS reducing discount
rates further. Despite these considerations, there is no guarantee that changes in the
funded status of the plan will not further exacerbate the unfunded liability and result in
additional cost increases over the short or long term.
Pension Advisory Committee
In view of these continuing pension challenges, and following resident interest in the
City’s plan to manage pensions, the City Manager established an advisory committee
made up of residents and City employees to discuss the City’s pension obligation. The
Committee’s purpose was to study the issue, look at alternatives, and develop sensible
recommendations for the City Manager to consider in the development of a proposed
13 of 26
sustainable budget for community and City Council consideration. The Committee met
six times in November and December and considered scenarios from the independent
actuary; information from City staff on the budget process, past actions, and City’s
financial status and resources; other cities’ practices and experiences; and research
from group members.
At its final meeting on January 7, the Committee unanimously voted to recommend
principles for an approach to pension obligation management that endorse a proactive
approach to pension obligation management that minimizes total funds spent over time
by decreasing the interest accrued. Moreover, the Pension Advisory Committee
recommends an accelerated plan to pay down the City’s current pension unfunded
liability over 13 years, to conclude in 2032-33. The following are the adopted Principles:
1. The GFOA and the California Actuarial Advisory Panel (CAAP) believe it is
financially advantageous to repay or amortize unfunded pension liabilities. The
Pension Advisory Committee believes the unfunded liability represents a looming
threat to Santa Monica’s safety and quality of life through erosion of vital
services; undermining workforce compensation and job security; and damaging
the City’s long-term fiscal health.
2. The Pension Advisory Committee believes the City should maintain prudent
funded status levels and an aggressive repayment plan to ensure that funds are
available in the long run to meet City obligations and preserve financial flexibility
to meet or maintain City obligations consistent with values of the City.
3. The Pension Advisory Committee believes the City should formally commit to a
repayment period of not-to-exceed 13 years for the current unfunded pension
liability, concluding in 2032-33. By following this recommendation, the City is
projected to save approximately $100 million.
4. In the event of a fiscal emergency, the Council would have the option to reduce
the annual payment for that fiscal year to the amount required for a 15-year
14 of 26
repayment schedule (as calculated in 2019), concluding in 2034-35, only after
holding a public hearing and making appropriate findings.
The recommendations would allocate a maximum of approximately $9.3 million a year
for 9 years for additional discretionary payments toward the unfunded liability above the
CalPERS Annual Required Contribution amount City-wide, and then maintain this
funding level for an additional 4 years with annual increases of $1.6 to $1.7 million. The
charts below reflect the impacts of these additional payments on the City’s General
Fund and all other funds’ financial projections scenarios during the forecast period.
Staff considers the accelerated pay down of the unfunded liability as the primary tool in
achieving financial sustainability and maintaining stability (a key element of the
Governance outcome from the City’s Framework for a Sustainable City of Wellbeing) for
the City at this time.
These charts show the accelerated 13 year repayment that would save more than $100
million in interest costs.
15 of 26
Scenario
General Fund Annual Revenues – Expenditures ($ in millions)
with 13 Years of Additional Discretionary Payments Towards Unfunded Liability
FY
19-20
FY
20-21
FY
21-22
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
FY
27-28
FY
28-29
Probable Case ($6.2) ($10.6) ($15.7) ($19.9) ($24.0) ($27.9) ($32.3) ($36.0) ($39.8) ($39.8)
Best Case $1.5 $0.5 ($2.6) ($4.6) ($6.8) ($8.2) ($10.2) ($11.1) ($12.1) ($9.1)
Recession Case ($7.1) ($22.0) ($43.2) ($38.7) ($40.1) ($41.6) ($46.1) ($49.8) ($53.1) ($52.7)
Worst Case ($10.5) ($28.6) ($57.8) ($58.2) ($55.2) ($57.6) ($62.4) ($66.9) ($72.2) ($73.6)
16 of 26
Fund
FY
19-20
FY
20-21
FY
21-22
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
FY
27-28
FY
28-29
Beach Fund $1,537 $576 ($9)$430 $538 $1,192 $1,076 $682 ($423)($1,160)
13 Year Paydown Amounts ($105)($82)($58)($42)($46)($47)($48)($50)($51)($120)
New Beach Fund $1,433 $494 ($67)$388 $493 $1,146 $1,028 $632 ($474)($1,280)
Housing Authority Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
13 Year Paydown Amounts ($43)($33)($24)($17)($19)($19)($20)($20)($21)($49)
New Housing Authority Fund ($43)($33)($24)($17)($19)($19)($20)($20)($21)($49)
Clean Beaches Fund $3,461 $4,439 $5,421 $6,511 $7,688 $8,958 $10,323 $11,788 $13,357 $15,035
13 Year Paydown Amounts ($13)($10)($7)($5)($6)($6)($6)($6)($6)($15)
New Clean Beaches Fund $3,448 $4,429 $5,414 $6,506 $7,683 $8,952 $10,317 $11,782 $13,351 $15,020
Water Fund $21,906 $8,412 ($13,574)$233 ($588)$463 $798 $74 ($474)($169)
13 Year Paydown Amounts ($148)($115)($82)($59)($64)($66)($68)($70)($72)($169)
New Water Fund $21,759 $8,296 ($13,656)$173 ($653)$397 $730 $4 ($546)($338)
Wastewater Fund ($1,640)$2,309 $2,056 $846 $879 $1,194 $1,600 $1,677 $1,399 $745
13 Year Paydown Amounts ($61)($48)($34)($25)($27)($27)($28)($29)($30)($70)
New Wastewater Fund ($1,701)$2,261 $2,023 $821 $852 $1,167 $1,572 $1,648 $1,369 $675
Pier Fund $0 $0 ($621)($1,362)($98)$0 $0 $0 $0 $0
13 Year Paydown Amounts ($57)($45)($32)($23)($25)($26)($26)($27)($28)($65)
New Pier Fund ($57)($45)($653)($1,385)($123)($26)($26)($27)($28)($65)
RRR Fund $6,188 $2,627 ($1,754)($6,970)($12,895)($19,596)($27,153)($35,640)($45,177)($55,868)
13 Year Paydown Amounts ($226)($176)($125)($91)($98)($101)($104)($107)($110)($258)
New RRR Fund $5,963 $2,451 ($1,878)($7,060)($12,993)($19,697)($27,257)($35,747)($45,287)($56,126)
Community Broadband Fund $567 $672 $740 $768 $758 $711 $624 $497 $328 $114
13 Year Paydown Amounts ($17)($14)($10)($7)($8)($8)($8)($8)($9)($20)
New Community Broadband Fund $549 $658 $730 $761 $751 $703 $616 $489 $319 $94
Airport Fund $8,980 $7,109 $6,508 $7,817 $9,029 $10,139 $11,134 $12,008 $12,742 $13,137
13 Year Paydown Amounts ($54)($43)($30)($22)($24)($24)($25)($26)($27)($62)
New Airport Fund $8,925 $7,066 $6,478 $7,795 $9,006 $10,114 $11,109 $11,983 $12,715 $13,075
Cemetery Fund $1,051 $1,274 $1,442 $1,582 $1,689 $1,759 $1,788 $666 ($559)($1,871)
13 Year Paydown Amounts ($19)($15)($10)($8)($8)($8)($9)($9)($9)($21)
New Cemetery Fund $1,033 $1,259 $1,432 $1,575 $1,681 $1,751 $1,780 $657 ($568)($1,892)
Big Blue Bus Fund $18,655 $9,935 $0 $0 $0 ($14,551)($30,714)($48,557)($68,338)($90,194)
13 Year Paydown Amounts ($1,130)($882)($624)($455)($491)($506)($520)($535)($550)($1,292)
New Big Blue Bus Fund $17,525 $9,053 ($624)($455)($491)($15,057)($31,234)($49,091)($68,888)($91,486)
Vehicle Management Fund $1,500 $321 ($792)($1,894)($2,963)($3,996)($4,993)($5,949)($6,873)($7,766)
13 Year Paydown Amounts ($70)($55)($39)($28)($31)($31)($32)($33)($34)($80)
New Vehicle Management Fund $1,430 $266 ($831)($1,922)($2,993)($4,028)($5,025)($5,982)($6,907)($7,846)
Risk Management Fund 13 Yr Paydown Amounts($48)($37)($26)($19)($21)($21)($22)($23)($23)($55)
Rent Control 13 Year Paydown Amounts ($106)($83)($59)($43)($46)($47)($49)($50)($52)($121)
Impact of 13 Year Unfunded Liability Paydown on Other Fund Forecasts (in thousands)
17 of 26
Staff is evaluating approaches to make these additional payments, including a
combination of phased in use of reserves (in the General Fund) and reallocations of
existing budget, which would require modifications to operating budgets for this purpose
in addition to the shortfalls that are anticipated each year. The amounts to be paid by
the Risk Management Fund would be allocated to internal service fund workers’
compensation and liability contributions. Additionally, any changes to the contribution
payments for Rent Control would be contingent on Rent Control Board approval.
Staff anticipates that recommended actions to allocate funding to additional payments
would be considered as part of the FY 2019-21 Biennial Budget, with an initial proposal
presented during the Council meeting in April. If Council chose to adopt the principles
developed by the Pension Advisory Committee, they would be added to the City’s
financial policies with the June 2019 budget adoption.
Bond Issuance
The debt service for the financing of the City Yards Modernization project is projected to
be $1.7 million in FY 2019-20, and increases to $3.4-$4.5 million annually through the
remainder of the forecast.
Capital Expenditures
The forecast assumes no growth to the annual allocation of $21 million to the General
Fund capital improvement program. This is an added challenge given significant
escalation costs in the construction industry that threaten the City’s ability to make
investments in infrastructure. Furthermore, the annual allocation of $21 million for
General Fund capital projects will be reduced by approximately $3 million in FY 2019-20
to pay debt service on the City Services Building. The contribution for the debt service
coming from the annual capital program allocation will be lower after the building is
operational, beginning in FY 2020-21, due to savings that the General Fund will realize
once leases for City office space are terminated. The contributions from the capital
program allocation will continue to decrease through the last contribution in FY 2032/33,
after which point annual General Fund operating savings will offset the annual cost of
debt service.
18 of 26
Addressing Future Shortfalls
To address the significant future shortfalls shown in all scenarios, staff is following an
incremental approach to plan for short-term and long-term resource shifts in all funds.
Since September, staff has identified and developed cost estimates for over 650
individual activities performed throughout the City to provide over 250 services. Over
the next three biennial budget processes (six years), staff will work incrementally to
examine the activities representing up to 20% of their departments’ budgets to
determine whether the activities could be candidates for being done in a different way
that would drive cost savings (efficiency) or for elimination, thereby freeing up funds for
services addressing higher priority needs, including eliminating the shortfall. To do this
incrementally, staff has been tasked with looking at 10% of their budget during the
upcoming biennial budget process, an additional 5% in the next biennial process, and
another 5% in the third biennial process, for a total of 20% over 6 years.
This does not mean that 10% of the budget will be eliminated in the next biennial, or
20% within 6 years. It is not anticipated that all activities identified will be changed, or
changed during the biennial period in which they are identified. In some cases, staff
may identify a change that may take more than one or two years to fully effectuate due
to considerations such as attrition, interdepartmental coordination or negotiations with
bargaining units. The trade-offs that will be developed from this exercise will be
presented to Council before they are incorporated into the Proposed Budget. This year,
this presentation will be done at the April 23, 2019 Council meeting.
It is also important to note that staff is concurrently evaluating what services and
activities will service achieving the highest priorities established by the City Council at
the upcoming Council retreat. Resources identified in the process outlined above may
be reallocated to these higher priority purposes. The overall goal is to ensure that the
highest priority services and activities are provided in the least costly way.
Other Funds
19 of 26
Other major funds included in the Ten-Year Financial Forecast fall into two categories:
1) funds that operate with sufficient revenues to sustain necessary operating and capital
needs; and 2) funds that have a structural deficit where ongoing revenues are not
sufficient to cover ongoing expenditures.
Self-Sustaining Enterprise Funds
Enterprise funds that historically rely on sufficient revenues to support necessary
operations include the Water, Wastewater, Resource Recovery and Recycling (RRR)
and Big Blue Bus (BBB) funds.
Water and Wastewater Funds
With the implementation of the 9% water rate increase approved by Council on
January 8, 2019, the Water Fund will maintain a positive fund balance while also
meeting reserve requirements until FY 2021-22, at which point capital improvement
project expenditures will lower the fund’s reserve level to below recommended levels.
The Wastewater Fund will maintain a positive fund balance while also meeting reserve
requirements until FY 2019-20, at which time final estimated construction costs for the
Sustainable Water Infrastructure Project (SWIP) could have a substantial impact on the
fund and lower the fund’s reserve level to below recommended levels. To address the
fund’s ability to meet these needs, a water and wastewater rate study is currently
underway. The results from the rate study will set water and sewer bill rates for calendar
years 2020 to 2024. The rate study will also evaluate the minimum fund reserve
requirements.
Resource Recovery and Recycling Fund
The Resource Recovery and Recycling (RRR) Fund will maintain a positive fund
balance until FY 2021-22 as the global market for recyclable materials is expected to
worsen due to the China Waste Ban and RRR’s fund position is adversely impacted by
the global domino effect. To address the projected fund shortfall, staff are working with
a consultant to conduct an operational study and solid waste rate study to explore ways
to find expenditure efficiencies and uncover potential revenues. Staff will likely
20 of 26
recommend an increase to solid waste rates to respond to higher recycling costs,
potentially new zero waste programming in order to achieve the goal of “Zero Waste by
2030” as outlined in the Council-approved Zero Waste Plan and to ensure that the RRR
Fund is self-sufficient. If the recommended solid waste rates are approved, staff
anticipates the fund will generate adequate revenues to sustain operations.
Big Blue Bus Fund
The Big Blue Bus (BBB) fund balance reflects a balanced budget through FY 2023-24.
While the forecast reflects the use of some BBB reserves [Metro’s Municipal Operator
Service Improvement Program (MOSIP) funds] in the third year to maintain a balanced
budget, what is not included in the forecast is potential budgetary savings and reduction
in overall expenditures as a result of service adjustments in March 2019 where BBB
service will be reduced by approximately 5%, as well as significant savings from BBB’s
workers’ compensation allocation as claims have dropped over the last year resulting in
a positive impact to the department’s operating budget. At the December 18, 2018
Council meeting, Council authorized the reduction and redeployment of bus service to
more productive routes which could also result in $3 million in annual savings. Lastly,
the department also expects to realize a historical savings in supplies and operating
expenses. Budget changes will be reflected in the FY 2019-21 Biennial Budget.
The Big Blue Bus FY 2018-19 operating revenue reflects a 6% increase from the prior
year as a result of higher than projected funding marks as well as the passage of State
Senate Bill 1 (SB1), which allocates additional funding to transportation agencies to
support the provision of efficient transportation services. As a result, BBB will receive an
additional $1.9 million beginning in FY 2018-19 and this revenue is projected throughout
the ten-year forecast. Additionally, State Transit Assistance (STA) funding, which was
notably reduced over the last three fiscal year periods, recovered in FY 2018-19,
allocating an additional $2.4 million to the fund balance. Although funding can fluctuate
from year to year, the ten-year forecast reflects this overall increase in STA funding
throughout the ten-year forecast. BBB’s operating revenue reflects a $0.6 million
decrease due to the termination of the agreement with Playa Vista in FY 2018-19.
21 of 26
BBB’s passenger and advertising revenue reflects a conservative 1% increase over the
ten year forecast period.
The department continues to be proactive in the identification and development of
strategies to remain fiscally and environmentally sustainable. Additionally, capital
expenses are reflective of the department’s introduction of electric vehicles to the fleet
and the related infrastructure. Finally, BBB will be introducing battery electric buses that
will impact fleet fueling, servicing and fleet operations. The new technology will impact
utility costs and overall operational costs but is impossible to predict for this forecast.
Airport Fund
The Airport Fund will generate adequate revenues to sustain its operations throughout
the next ten years. The Airport Fund is expected to fulfill its loan obligation to the
General Fund by FY 2020-21. Airport closure is scheduled for January 2029.
Community Broadband Fund
The Community Broadband Fund will maintain a positive fund balance throughout the
forecast period. Community Broadband operations will continue to focus on research
and development of new service opportunities and the flurry of legal and policy changes
to the telecommunications industry by state and federal government agencies, while
maintaining support of existing customer obligations.
Beach Fund
The Beach Fund will not be able to fully sustain both operating and capital expenditures
in the last two years of the forecast. The projection reflects conservative parking
revenue growth due to the recent declining trend in the number of cars parked at the
beach. Staff will continue to monitor fund performance and plan to identify other sources
of revenues and/or consider other ways to capture revenue from beach visitors for use
of the beach. Beach visitors are expected to increase so there will be demand for
increased services in maintenance, security and recreational programming. The
projection also includes repayment of a $3.8 million loan to the General Fund.
22 of 26
Cemetery Fund
The Cemetery Fund will maintain a positive fund balance until FY 2027-28 as lot sales
revenues are expected to decrease significantly due to depletion of adult plot inventory.
Staff is in the process of assessing overall Cemetery operations, its staffing model and
projected plot sales including green burial plots. Staff will explore options to reduce
ongoing administrative costs at the Cemetery, including the possibility of the City
maintaining the property while contracting out service operations, with the goal of
keeping a positive fund balance.
Funds Requiring Subsidies
Housing Authority Fund
The Housing Authority Fund has a projected operating shortfall of approximately $1
million to $1.5 million annually throughout the forecast period. This assumes a
continuation of the current funding levels and no reductions to U.S. Department of
Housing and Urban Development (HUD) funding to housing authorities. The Housing
Authority will continue to require an operating subsidy from Successor Agency residual
payments set aside in the Special Revenue Source Fund.
Pier Fund
The Pier Fund is not able to sustain an adequate balance to cover both its operating
costs and large capital expenditures. Capital needs that cannot be funded by the Pier
Fund during the forecast period must compete with General Fund-supported capital
needs. General Fund subsidies to support Pier Fund capital needs are projected to total
$14 million over the ten-year forecast period. It has been Council practice to subsidize
the Pier as a public space rather than create a loan receivable to the General Fund.
Additionally, the Pier Fund has a projected operating structural deficit of $0.6 million in
FY 2021-22 that increases to $1.4 million in FY 2022-23 due to an anticipated decrease
in lease revenues from construction impacts of the Pier Bridge Replacement Project.
The Pier Fund will require an operating subsidy from the General Fund in FY 2021-23.
23 of 26
The charts in Attachment B show the projected fund balances for the other funds
(Water, Wastewater, Resource Recovery and Recycling, Big Blue Bus, Airport,
Community Broadband, Beach, Cemetery, Housing Authority, and Pier).
Human Services Grants Program and Organizational Support Program for Santa
Monica Arts and Culture Non-Profits
The City engages in a competitive process to allocate funding for a wide range of safety
net services for Santa Monica residents through the Human Services Grants Program
(HSGP). Funds are awarded to agencies for a multi-year period and provide predictable
resources for stable program operation and organizational support. On June 23, 2015,
Council awarded four-year grants to non-profit agencies through the FY 2015-19
HSGP. The current fiscal year, FY 2018-19, is the last year of the grant cycle.
Per a November 8, 2018 Information Item (Attachment C), Human Services is currently
engaged with Canavan Associates to redesign performance measures and outcomes
and implement a data management solution for human services programs. This project
will be the foundation for a reimagined, interdepartmental RFP for community-based
services that will align City-funded programs to the outcomes identified in the City’s
Framework for a Sustainable City of Wellbeing. An interdepartmental team will work to
develop this “Framework RFP” for a Fall 2020 release, with awards and contract
execution concurrent with the FY 2021-23 Biennial Budget.
In lieu of the current HSGP timeline, which would require an RFP release in February
2019 to inform the next four year grant cycle, staff recommends that Council renew
grant funding to current HSGP contracts for two additional years, through June 30,
2021. Funding levels are contingent on available funding per Council’s adoption of the
first year and approval of the second year of the FY 2019-21 Biennial Budget.
Historically, Cultural Affairs has managed its Organizational Support Program (OSP)
grant process for nonprofit arts organizations at the same time and with the same
four-year cycle as HSGP’s RFP process. This year, OSP will continue to be opened as
part of the regular schedule and the new round of awards will be part of the FY 2019-21
24 of 26
budget. Cultural Affairs will change the length of the grants from four years to two years,
which will put OSP back in sync with the next planned round of HSGP funding in
FY 2021-23.
Cultural Affairs staff is currently completing a community and grants assessment that is
being conducted by consultant Diane Burbie of The Aspire Group. This assessment will
inform the next round of Operating Support Program (OSP) grant guidelines, which will
be released in early February 2019. Grants from this program will continue to provide
discretionary, multi-year support for day-to-day operations of Santa Monica’s arts and
culture agencies, funding that is traditionally difficult to obtain in the arts sector.
Community Development Block Grant (CDBG) and Home Investment Partnership Act
(HOME) Program
To receive federal Community Development Block Grant (CDBG) and Home Investment
Partnership Act (HOME) Program grant funds, the City must prepare and submit a
Council-approved One-Year Action Plan to HUD by May 15, 2019. The Action Plan
outlines how funds will be expended and confirms that funded activities are consistent
with the City’s Five-Year Consolidated Plan adopted by Council on May 12, 2015. The
City must hold two public hearings prior to the adoption of a One-Year Action Plan
allocating federal CDBG and HOME Program funds. This public hearing will satisfy one
of the two meeting requirements to receive public input and recommendations for the
Proposed FY 2019-20 Action Plan. The City will hold another public hearing prior to the
adoption of the Proposed FY 2019-20 Action Plan.
Building the FY 2019-21 Biennial Budget
Over the next several months, staff will prepare the FY 2019-21 Proposed Biennial
Budget, as well as the FY 2019-20 exception-based Capital Improvement Program
(CIP) Budget (this will be the second year of the FY 2018-20 Biennial CIP Budget). The
FY 2019-21 Biennial Budget will lay the foundation for performance-based budgeting.
By using metrics to analyze what works, resources can be more reliably directed to
areas that help achieve measurable outcomes. The Framework for a Sustainable City of
25 of 26
Wellbeing adopted in the last budget cycle is the basis for identifying the results that
matter most to the community.
At the upcoming Council Retreat on January 26, 2019, staff will share the results of
various tools used by departments, members of the community and City staff, to identify
the top priorities, based on the Framework, to focus on in the next biennial budget. Staff
will ask Council to define up to six Framework Priorities and provide direction on areas
of focus to assist staff in the development of the budget.
Boards, Commissions, and Task Forces historically make their recommendations and
priorities known through written communication to the Council. Staff has worked these
groups to continue this practice and have encouraged their communications come to
the Council in order to be considered for the January 26, 2019 retreat.
On April 23, 2019, staff will provide Council a preview of high-level budget decisions for
FY 2019-21. These may include potential tradeoffs as the City seeks to close the
projected FY 2020-21 budget shortfall and to reallocate resources to outcome areas
that may require greater investment. They may also include discontinuation of services
or activities and/or reallocations to improve efficiency and effectiveness.
The Proposed Biennial Budget will be submitted to Council and available for public
review prior to the Budget Study Sessions on June 4-5, 2019 at which point staff will
present Framework Priority presentations to the Council. Council will convene a public
hearing on June 25, 2019 to consider, receive public comment, make revisions to, and
adopt the first year and approve the second year of the Biennial Budget. Staff seeks
community input on the Biennial Budget. Members of the public can provide comments
for consideration during the budgeting process by sending an email to
councilmtgitems@smgov.net or by giving public testimony at the June study sessions
and June 25 public hearing.
Past Council Actions
Meeting Date Description
26 of 26
5/22/18 (Attachment D) Financial Status Update, FY 2018-19 Proposed Budget, and
FY 2018-20 Proposed Biennial CIP Budget
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action as a result of the recommended
action. At the upcoming Council Retreat on January 26, 2019, staff will ask Council to
confirm the Framework Priorities and provide direction on areas of focus to assist staff
in the development of a balanced FY 2019-21 Proposed Biennial Budget. At its
April 23, 2019 meeting, Council will provide additional direction on staff
recommendations that may include trade-offs in order to reallocate funding to priority
areas and eliminate future shortfalls.
Prepared By: Susan Lai, Budget Manager
Approved
Forwarded to Council
Attachments:
A. Ten-Year Forecasts for Other Funds
B. November 8, 2018 Information Item
C. May 22, 2018 Staff Report (Weblink)
D. Written Comments
TEN-YEAR FINANCIAL FORECASTS FOR OTHER FUNDS ATTACHMENT A
1
Water Fund
Wastewater Fund
$11.7
$34.2
$23.2
$8.5 $7.7 $8.4 $9.3 $9.7 $9.0 $8.3 $8.0
($7.2)
$21.9
$8.4
($13.6)
$0.2 ($0.6)$0.5 $0.8 $0.1 ($0.5)($0.2)
($15.0)
($10.0)
($5.0)
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
Forecast Less Required Reserve
$30.5
$17.8
$10.8
$9.1 $7.8 $7.9 $8.2 $8.6 $8.7 $8.4 $7.7
$5.7
($1.6)
$2.3 $2.1
$0.8 $0.9 $1.2 $1.6 $1.7 $1.4
$0.7
($5.0)
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
Forecast Less Required Reserve
2
Resource Recovery and Recycling (RRR) Fund
Big Blue Bus (BBB) Fund
$9.0
$6.2
$2.6
($1.8)
($7.0)($12.9)
($19.6)
($27.2)
($35.6)
($45.2)
($55.9)
($60.0)
($50.0)
($40.0)
($30.0)
($20.0)
($10.0)
$0.0
$10.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
$26.0
$18.7
$9.9
$0.0 ($0.0)
$0.0
($14.6)
($30.7)
($48.6)
($68.3)
($90.2)
($100.0)
($85.0)
($70.0)
($55.0)
($40.0)
($25.0)
($10.0)
$5.0
$20.0
$35.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
3
Airport Fund
Community Broadband Fund
$7.0
$9.0
$7.1 $6.5
$7.8
$9.0
$10.1
$11.1
$12.0
$12.7
$13.1
($1.0)
$1.0
$3.0
$5.0
$7.0
$9.0
$11.0
$13.0
$15.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
$0.4
$0.6
$0.7
$0.7 $0.8 $0.8
$0.7
$0.6
$0.5
$0.3
$0.1
($0.5)
$0.0
$0.5
$1.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
4
Beach Fund
Cemetery Fund
$0.4
$1.5
$0.6
($0.0)
$0.4 $0.5
$1.2
$1.1
$0.7
($0.4)
($1.2)
($1.5)
($1.0)
($0.5)
$0.0
$0.5
$1.0
$1.5
$2.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
$0.8
$1.1
$1.3
$1.4 $1.6 $1.7 $1.8
$1.8
$0.7
($0.6)
($1.9)($2.0)
($1.5)
($1.0)
($0.5)
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
5
Housing Authority Fund
Pier Fund
($0.1)$0.0 $0.0 ($0.0)($0.0)$0.0 $0.0 ($0.0)$0.0 $0.0
$0.0
($0.9)($0.9)($0.9)($1.0)($1.1)($1.1)($1.2)($1.3)($1.4)($1.5)($1.1)
($2.0)
($2.9)
($3.8)
($4.8)
($5.8)
($7.0)
($8.2)
($9.5)
($10.9)
($12.3)($12.5)
($11.0)
($9.5)
($8.0)
($6.5)
($5.0)
($3.5)
($2.0)
($0.5)
$1.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
With Subsidy Annual Subsidy Required Without Subsidy
$0.0 $0.0
($0.6)
($1.4)
($0.1)$0.0 ($0.0)$0.0 $0.0
$0.0
$1.8
($4.7)($4.8)
($6.5)
($9.1)
($9.7)
($10.4)
($11.1)
($12.0)
($12.9)($14.0)($14.0)
($12.0)
($10.0)
($8.0)
($6.0)
($4.0)
($2.0)
$0.0
$2.0
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Ten Year Forecast
($ in millions)
With Capital Subsidy Without Capital Subsidy
Information Item
1
Date: November 8, 2018
To: Mayor and City Council
From: Karen Ginsberg, Director of Community & Cultural Services
Subject: Reimagining the Human Services Grants Program Request for Proposals
to Align with the City’s Framework; and Development of an Innovation Fund
Concept.
Introduction
Partnering with other City departments, Community & Cultural Services (CCS) will lead a
team that will transform the current Human Services Grants Program (HSGP) Request
for Proposals process into a broader call to action for social services and community
wellbeing. This revitalized process will leverage the related, disparate work of multiple
City departments under a single umbrella and utilize a community-based process to
identify common language and outcomes that address community needs and advance
the Framework for a Sustainable City of Wellbeing (Attachment A). This process will
include:
•Council authorization to modify current HSGP contracts to extend their terms for
two additional years, through June 30, 2021.
•Development of an inter-departmental community-based services Framework
Request For Proposals (RFP) for release in the fall of 2020, with awards aligned
with the FY2021-23 Biennial Budget.
•Collaboration with a private partner to create an Innovation Fund of flexible, time-
limited monies made available during the FY2019-21 Biennial Budget cycle to
organizations who wish to incubate and test new ideas and strategies that advance
Framework goals.
ATTACHMENT B
2
This report provides an overview of the steps necessary to realize this vision.
Background
Within the Community and Cultural Services Department (CCS), the Human Services
Division (HSD) oversees a diverse range of programs and partnerships that directly
advance the City’s Framework for a Sustainable City of Wellbeing. Through the Human
Services Grants Program (HSGP), the City provides over $8 million annually to 20
nonprofit organizations to support a stable safety net for Santa Monica’s most vulnerable
residents, including youth and families, people with disabilities, seniors, victims of
domestic violence, and people experiencing homelessness.
As staff began preparation for the next HSGP Request for Proposal (RFP) process, HSD
engaged with Canavan Associates (CA) to complete a comprehensive redesign of
program outcomes, update reporting processes, and design a data management system
consistent with the best practices of a data-driven 21st Century government (Attachment
B). Through this work, staff recognized an opportunity to reimagine the RFP process
using the HSGP and CA’s work as the foundation of a broader, interdepartmental
approach that would serve as a tangible application of the City’s Framework and
performance management principles.
While the HSGP is the most public and consolidated example of the City’s investment in
community wellbeing, other City departments have also implemented social safety net
programs. For example, the Housing and Economic Development Department’s
Preserving Our Diversity program (POD), and Santa Monica Police Department’s West
Coast Care and Juvenile Diversion programs help advance the City’s Framework areas
of Community, Health, Learning, and Economic Opportunity. A more holistic,
interdepartmental Framework RFP would create greater uniformity across contracted
services, reduce duplication of efforts, and better leverage resources to align City-funded
programs to Framework outcomes.
3
Discussion
The Framework provides an approach for organizing the City’s day-to-day work around
achieving seven identified Outcomes. The Framework also provides metrics designed to
measure effectiveness in defining and achieving outcomes. As part of the budget process,
departments are mapping their work to Framework outcomes and developing metrics for
each activity to monitor progress toward the outcome metrics included in the Framework.
Many of the current efforts advancing these outcomes are supported by contracted
services that are individually procured by multiple departments through a variety of
overlapping, duplicative processes. For example, Big Blue Bus (BBB) recently launched
the Mobility On Demand Everyday (MODE) program, replacing the old van-based Dial-A-
Ride model with a new on-demand model using LYFT. This innovative new approach
requires the coordination of overlapping contracts held by both BBB and CCS for federal
paratransit services, with various components procured through three different RFP
processes, including multiple contracts with the same vendor. The Framework RFP will
streamline the coordination of activities such as MODE, while allowing departments to
retain operational ownership of their component. Creating a unified process that
maximizes staff efforts while easing the administrative burden on service providers will
free up resources to improve the quality and availability of services to the community.
This reimagined approach will break down silos, promoting a culture of efficiency and
innovation that turns public funds into positive outcomes.
Next Steps
Framework RFP
The development of a Framework RFP will require a coordinated and collaborative
interdepartmental team, led by CCS in partnership with the City’s Chief Performance
Officer and the Finance Department. HSD staff will convene an interdepartmental RFP
Action Team to guide development of a Framework RFP. This team will review existing
City contracts for potential inclusion in a Framework RFP and work with the Canavan
4
Associates team to prepare a funding rationale for Council approval in Summer 2020,
and an RFP for Fall 2020 release.
Award recommendations will be presented to Council in early 2021 to allow sufficient time
for contract negotiations. New contracts would begin on July 1, 2021 contingent on
Council adoption of the FY2021-23 Biennial Budget and concurrent with the City’s further
implementation of Performance Based Budgeting.
Innovation Fund
The City has made significant one-time investments to advance the goals of the
Framework. In order to continue this momentum and create opportunities to test new
ideas while developing the Framework RFP, the City Manager’s Office is looking to
collaborate with a socially responsible foundation to develop an Innovation Fund of
flexible, time-limited monies to incubate new strategies that advance Framework goals.
The optimal partner would secure private, non-city funding and provide independent fiscal
sponsorship and oversight.
An ideal approach would include a community-based advisory committee led by the
foundation partner to establish eligibility criteria and set up funding guidelines that
advance Framework outcomes. This team would administer an application process,
participate in proposal review, and provide input on awards to organizations, including
non-profits and existing HSGP agencies that propose creative and impactful
breakthroughs in addressing a community need.
In lieu of the current HSGP grant timeline, which would require an RFP release in January
2019, existing grants will need to be extended through FY2020-21. Staff will return to
Council in early 2019 at the FY2018-19 Midyear Budget Update to recommend that
Council authorize the City Manager to execute modifications to current HSGP contracts,
extending their terms through June 30, 2021, contingent on Council adoption of the first
year and approval of the second year of the FY 2019-21 Biennial Budget.
5
In advance of the two-year extended grant cycle, staff will work with agencies to map
contracted outcomes to the City’s Framework, review program activities to respond to
emerging needs, and ensure agencies remain in compliance with the eligibility criteria set
forth in the FY2015-19 RFP. In addition, staff will prepare an Information Item to Council
in Spring 2019 with a progress report through Year Three of the current HSGP cycle,
along with updates on the development of the Innovation Fund and the Framework RFP.
Upon development of the Innovation Fund concept, the matter will be brought to Council
as a Consent item.
Prepared By: Setareh Yavari, Human Services Division Manager
Attachments
A. Framework for a Sustainable City of Wellbeing
B. June 26, 2018 Staff Report Attachment A: Recommendations for Outcomes
Measurement System
CITY OF SANTA MONICA
FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING
Champion
lifelong education
achievement and
opportunities for
continuous
personal growth
LEARNINGCOMMUNITY
Foster a
connected and
engaged
Protect natural
resources and
cultivate an
exceptional and
resilient build
environment
PLACE & PLANET
Creating a safe
city for everyone
PLACE & PLANETHEALTH
Nurture
opportunities for
enriched physical,
social, and
emotional health
HEALTH
Support
community needs
through a stable,
and diverse local
economy
ECONOMICOPPORTUNITY
Cultivate a trustworthy and participatory local government
through equitable, transparent, and effective processes
AIRPORT
HOMELESSNESS
MOBILITY
INCLUSIVE AND DIVERSE COMMUNITY
LEARN AND THRIVE
SANTA MONICA'S
FIVE STRATEGIC GOALS
GOVERNANCE
SAFETY
CREATING A SUSTAINABLE CITY OF WELLBEING
2018 FRAMEWORK
ATTACHMENT A
2
THE FRAMEWORK
CITY LEADERSHIP
CITY COUNCIL
Ted Winterer, Mayor
Gleam Davis, Mayor Pro-Tempore
Tony Vazquez, Council Member
Kevin McKeown, Councilmember
Sue Himmelrich, Councilmember
Pam O’Connor, Councilmember
Terry O’Day, Councilmember
CITY LEADERSHIP
Rick Cole, City Manager
Katie Lichtig, Assistant City Manager
Anuj Gupta, Deputy City Manager
Lane Dilg, City Attorney
Denise Anderson-Warren, City Clerk
Tracy Condon, Rent Control Administrator
DEPARTMENT HEADS
Ed King, Director of Transit Services,
Big Blue Bus
Karen Ginsberg, Director,
Community and Cultural Services
Andy Agle, Director,
Housing and Economic Development Department
Gigi Decavalles-Hughes, Finance Director,
Finance Department
Bill Walker, Fire Chief,
Fire Department
Donna Peter, Director of Human Resources,
Human Resources Department
Joseph Cevetello, Chief Information Officer,
Information Services Department
David Martin, Director,
Planning and Community Development Department
Cynthia Renaud, Chief of Police,
Police Department
Susan Cline, Director,
Public Works Department
Patty Wong, Director of Library Services,
Santa Monica Public Library
FRAMEWORK DEVELOPMENT TEAM
Tim Dodd, Chief Performance Officer
Julian Cernuda, Performance Management Intern
David Gardinier, Performance Management Intern
Julie Wedig, Management Fellow
Dean Kubani, Assistant Director of Public Works,
Chief Sustainability Officer
Shannon Parry, Sustainability Administrator,
Deputy Chief Sustainability Officer
Julie Rusk, Chief of Civic Wellbeing
Lisa Parson, Civic Wellbeing Project Manager
Debbie Lee, Chief Communications Officer
Erin Taylor, Senior Marketing Manager
ATTACHMENT A
3
THE FRAMEWORK
TABLE OF CONTENTS
Introduction 4
Foundation 5
Framework Outcome Areas 8
Goals, Projects, and Activities 9
How Does this Work? 9
Framework Outcome Areas 12
Community 12
Economic Opportunity 13
Governance 14
Health 15
Learning 16
Place & Planet 17
Safety 19
Glossary of Terms 20
ATTACHMENT A
4
THE FRAMEWORK
INTRODUCTION
“I think any goal this community sets for itself,
and is willing to work to accomplish, will be
accomplished…whether in my time or another
time. That’s the beauty of this City.”
– Ken Edwards, 1941-1985
Mayor and City Council Member
Over the course of Fiscal Year 2017-2018, the City of
Santa Monica restructured its biennial budget as a
Framework, connecting key departmental goals and
activities to seven outcome areas, drawn from the
Sustainable City Plan and the Wellbeing Index. This
work connected purpose and function, organizing the
day-to-day work of departments around achieving key
outcomes. Work resulted in production of this document
that will guide us in 2018-2019.
The City worked with departments to create metrics
for routine department activities. The metrics assess
performance against the outcome areas, revealing
whether, and to what extent, they are being achieved. This
performance data provides close-to-real-time information
that City officials and Department personnel can use to
make effective management decisions, and find and fix
problems in a timely manner. The City is now pleased to
release this enhanced version of this Framework, which
provides clarity and direction by further defining the
high-level outcomes the City hopes to achieve. In each
of seven outcome areas, the Framework includes sub-
outcomes and outcome metrics.
WHAT IS ITS PURPOSE?
The Framework provides a strategic vision for the City of
Santa Monica, identifying key outcomes that the City is
striving to achieve, and mapping the day-to-day work of
departments to the achievement of the outcomes. This
document is part of the budgeting process, and will help
inform priorities during the biennal budget cycle. Every
two years, as part of the budgeting process, the City will
evaluate this document to determine whether priorities
have shifted and whether modifications are necessary.
HOW DID WE GET HERE?
In 1994, the City of Santa Monica first published
its Sustainable City Plan, a strategic plan designed
to achieve results in nine goal areas. Several years
later, the City received funding from the Bloomberg
Foundation’s Mayor’s Challenge, to create the Wellbeing
Index, designed to measure the wellbeing of residents
in the community. In 2016, the City desired to create a
Framework as a means of connecting these two important
documents to develop a set of seven common outcomes
the City is striving to achieve.
The Framework is designed to provide an approach
for connecting the day-to-day work of departments
with the achievement of outcomes. The flexibility
of the document will, in the future, allow for the City
to make budget decisions and prioritize projects based
on their connectivity to the outcomes the City is working
to achieve.
The Framework is the City of Santa Monica’s Strategic Direction,
Connecting Organizational Purpose and Day-to-Day Functions for a
Sustainable City of Wellbeing Built on a Foundation of Good Governance.
ATTACHMENT A
5
THE FRAMEWORK
FOUNDATION
SUSTAINABLE CITY PLAN
In 1994, the City of Santa Monica first published its
Sustainable City Plan. This strategic plan ensures that the
City can continue to meet current environmental, economic,
and social needs without compromising the ability of
future generations to do the same. The City designed
the program to help the community begin to think, plan,
and act more sustainably with a focus on addressing root
causes rather than symptoms.
WELLBEING INDEX
Several years later, the City received funding from the
Bloomberg Foundation’s Mayor’s Challenge, to create
the Wellbeing Index, designed to measure the wellbeing
of residents in the community. The Index combines data
we have, determines what new types of data we need to
gather, and integrates in new ways all of the available
information. It brings together a variety of data from City
measures, an extensive resident survey and social media
in six distinct yet connected categories of what research
shows drives wellbeing. The Index includes a baseline for
understanding what contributes to wellbeing and provides
findings and recommendations on how the City and
community can work to improve it.
21ST CENTURY PRINCIPLES OF GOOD GOVERNANCE
The City is approaching the new, dynamic problems
of today by utilizing 21st Century Good Governance
Principles. These principles involve leveraging technology,
cultivating talent, understanding the bar our constituents
set for us, and relying on data-based decision making to
increase the effectiveness, efficiency, and equity of city
services. To build a city government for the twenty-first
century requires focusing on outcomes and measuring our
performance in achieving them. Setting outcomes will help
the City to understand what success looks like and help us
to modernize the way we work and digitize services.
The Framework is built upon - and is designed to integrate - the insights, structure, and policy direction provided by three
strategic City efforts:
1. Creation of the Sustainable City Plan;
2. Development of the City of Santa Monica Wellbeing Index; and
3. Principles of Good Governance for the 21st Century.
As a 21st Century government, the City of Santa Monica strives to become a sustainable city of wellbeing by delivering
the results and outcomes that matter most through data-driven innovation, fiscal responsibility, and continuous
improvement to foster a city that works for everyone.
ATTACHMENT A
6
THE FRAMEWORK
FRAMEWORK OUTCOME AREAS
The Framework is organized around seven outcome areas, each of which is a focus of the City. Department projects and
activities are mapped to outcome areas, providing clarity, direction, and focus. Each outcome area defines what we want
to achieve, organized by sub-outcomes. Each sub-outcome includes outcome metrics, which will allow us to monitor our
progress and know whether we are achieving the desired results.
GOVERNANCE
SAFETY
PLAC E & PLANET
LEARNING
HEAL TH
ECONOMIC OPPORTUNITY
COMMUNITY
ATTACHMENT A
7
THE FRAMEWORK
GOALS, PROJECTS, AND ACTIVITIES
The Framework provides an approach for organizing the day-to-day work for departments around achieving the
seven Outcomes described above. The Framework also provides metrics to measure performance against achieving
desired outcomes and goals, allowing the City to make future budget and project prioritization decisions based
on their connectivity to the outcomes. These metrics will be monitored through the City’s new performance
management structure, SaMoStat. SaMoStat will collect, measure, and track data to provide a cohesive structure
through which to identify where programs are working, where to make changes, and how to best deploy City
resources. In addition, the Framework drives, connects, and aligns the City’s five strategic goals, City Department
level goals, and the Citywide Projects to the seven outcome areas.
FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING
Champion
lifelong education
achievement and
opportunities for
continuous
personal growth
LEARNINGCOMMUNITY
Foster a
connected and
engaged
Protect natural
resources and
cultivate an
exceptional and
resilient build
environment
PLACE & PLANET
Creating a safe
city for everyone
PLACE & PLANETHEALTH
Nurture
opportunities for
enriched physical,
social, and
emotional health
HEALTH
Support
community needs
through a stable,
and diverse local
economy
ECONOMICOPPORTUNITY
Cultivate a trustworthy and participatory local government
through equitable, transparent, and effective processes
AIRPORT
HOMELESSNESS
MOBILITY
INCLUSIVE AND DIVERSE COMMUNITY
LEARN AND THRIVE
SANTA MONICA'S
FIVE STRATEGIC GOALS
GOVERNANCE
SAFETY
ATTACHMENT A
8
THE FRAMEWORK
GOALS, PROJECTS, AND ACTIVITIES
CITY COUNCIL STRATEGIC GOALS
In 2015, the Santa Monica City Council set Five Strategic Goals: (1) Airport; (2) Learn and Thrive; (3) Homelessness;
(4) Mobility; and (5) Maintaining an Inclusive and Diverse Community. The strategic goals are aligned with and work
to achieve the outcomes in the Framework. In setting these goals, the Council prioritized five key areas of working in
the City, and provided direction for the establishment of a goal team for each strategic goal. Over the course of the
last year and a half, each goal team worked to develop a plan of action, essentially a strategic plan, that identified key
goals, activities, and measures of success for each goal area.
CITYWIDE PROJECTS
Each year, the City of Santa Monica develops a list of Citywide Projects. The projects are chosen based on their
magnitude, priority of the City Council/City Manager’s Office, or interdepartmental management. These projects are
organized by the seven Outcome Areas and are monitored over the course of each fiscal year for completion. After
projects are implemented, they become activities that are monitored by SaMoStat. The projects included in this
document were identified during Fiscal Year 2017-2018.
DEPARTMENT LEVEL GOALS AND ACTIVITIES
Santa Monica Department Level Goals are aligned with and derived from the seven Outcome Areas. The goals are
broken down into activities that support achievement of each goal, creating a logical hierarchy of achievement:
Activities support achievement of goals, goals support achievement of outcomes. Finally, metrics are associated with
the department goals and activities, measuring the degree to which they are being achieved and highlighting where
changes are needed to keep things on track. The metrics in turn are monitored by SaMoStat.
ATTACHMENT A
9
FRAMEWORK OUTCOMES AND METRICS
DRIVE
FRAMEWORK’S STRATEGIC FOUNDATION
Sustainable City
Guiding Principles and
Goal Areas
City of Santa Monica
Wellbeing Index
21st Century Principles of
Good Governance
INFORM
Metrics
COMMUNITY
PLACE & PLANET
LEARNING
HEALTH
ECONOMICOPPORTUNITY
HOMELESSNESS MOBILITY
AIRPORT MOBILITY
LEARN & THRIVE
AIRPORT
HOMELESSNESSINCLUSIVE& DIVERSE COMMUNITY
INCLUSIVE& DIVERSE COMMUNITY
HOMELESSNESS MOBILITY
Connected
and Engaged
Community
Resilient Built
and Natural
Environment
Metrics
Lifelong
Opportunities for
Personal Growth
Metrics
Physical, Mental,
and Environmental
Health
Metrics
COMMUNITY
PLACE & PLANET
LEARNING
HEALTH
ECONOMICOPPORTUNITY
HOMELESSNESS MOBILITY
AIRPORT MOBILITY
LEARN & THRIVE
AIRPORT
HOMELESSNESSINCLUSIVE& DIVERSE COMMUNITY
INCLUSIVE& DIVERSE COMMUNITY
HOMELESSNESS MOBILITY
Inclusive, Affordable,
and Diverse Local
Economy
Metrics
Reliable, Effective,
and Efficient
Government
Metrics
A Safe
Place for
All
FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING
Champion
lifelong education
achievement and
opportunities for
continuous
personal growth
LEARNINGCOMMUNITY
Foster a
connected and
engaged
Protect natural
resources and
cultivate an
exceptional and
resilient build
environment
PLACE & PLANET
Creating a safe
city for everyone
PLACE & PLANETHEALTH
Nurture
opportunities for
enriched physical,
social, and
emotional health
HEALTH
Support
community needs
through a stable,
and diverse local
economy
ECONOMICOPPORTUNITY
Cultivate a trustworthy and participatory local government
through equitable, transparent, and effective processes
AIRPORT
HOMELESSNESS
MOBILITY
INCLUSIVE AND DIVERSE COMMUNITY
LEARN AND THRIVE
SANTA MONICA'S
FIVE STRATEGIC GOALS
GOVERNANCE
SAFETY
Metrics
GOALS, PROJECTS AND METRICS
City Wide Projects
Metrics
City Council Strategic Goals Department Level Goals
and Activities
Metrics Metrics
FOUNDATION, OUTCOMES AND GOALS AT A GLANCE
The relationship of foundational activities to the Framework Outcomes, and of the Outcomes to Strategic Goals and
Projects is shown in the graphic below. It depicts:
• How the three Strategic Foundations inform the creation of the Framework;
• How the goals and projects are driven by and aligned to the Framework; and
• The respective metrics for Outcome Areas, Citywide Projects, and strategic and department level goals.
THE FRAMEWORK
HOW DOES THIS WORK?
ATTACHMENT A
10
THE FRAMEWORK
HOW DOES THIS WORK?
The seven outcome areas provide the organizational structure for this document, organizing department-level work
around the achievement of the outcomes. Each outcome area includes sub-outcomes, which provide additional clarity.
Our success in achieving work related to the outcomes and sub-outcomes will be measured through outcome metrics.
Department goals, activities, and metrics associated with activities all work towards achieving success in outcomes and
sub-outcomes, as measured through outcome metrics.
As an example on the following page, the first outcome area in the Framework is a “Connected and Engaged Community.”
The document then defines what the City is working to achieve in each of these areas, such as “Safe and livable
community where all residents can engage without fear.” The City will measure success in this area through outcome
metrics. Over the course of each fiscal year, through the SaMoStat process, the City will monitor actions and measures
at the department level. The City will concurrently monitor our progress in achieving outcome metrics, and attempt to
understand the role that our day-to-day efforts play in achieving these outcomes.
Each year, the City of Santa Monica develops a list of Citywide Projects. The projects are chosen based on
their magnitude, priority of the City Council / City Manager’s Office, or interdepartmental management. These
projects are monitored over the course of each fiscal year for completion. After projects are implemented,
they then become activities, monitored through SaMoStat. Like department activities, Citywide Projects are
organized by outcome area, investments designed to achieve results.
COMMUNITY
PLACE & PLANET
LEARNING
HEALTH
ECONOMICOPPORTUNITY
HOMELESSNESS MOBILITY
AIRPORT MOBILITY
LEARN & THRIVE
AIRPORT
HOMELESSNESSINCLUSIVE& DIVERSE COMMUNITY
INCLUSIVE& DIVERSE COMMUNITY
HOMELESSNESS MOBILITY
Connected and Engaged Community CONNECTED COMMUNITY
ENGAGED COMMUNITY
OUTCOME AREA
DEFINED
SUB-OUTCOME AREAS
ATTACHMENT A
11
THE FRAMEWORK
HOW DOES THIS WORK?
LET’S TAKE A LOOK AT AN EXAMPLE
SUB-OUTCOME AREAS
What are we trying to achieve?
METRICS
What are the measures of success?
DEPARTMENT LEVEL GOALS, ACTIVITIES AND
METRICS
What role do departments play in achievement outcomes?
RESULTING IN BETTER ALIGNMENT AND A SATISFIED COMMUNITY
ATTACHMENT A
12
THE FRAMEWORK
COMMUNITY
Does the City of Santa Monica aim
to support a sense of connection and
community?
COMMUNITY
PLACE & PLANET
LEARNING
HEALTH
ECONOMICOPPORTUNITY
HOMELESSNESS MOBILITY
AIRPORT MOBILITY
LEARN & THRIVE
AIRPORT
HOMELESSNESSINCLUSIVE& DIVERSE COMMUNITY
INCLUSIVE& DIVERSE COMMUNITY
HOMELESSNESS MOBILITY
A city that supports and provides
opportunities for shared community
experiences, and for residents to engage and
feel that they are a part of their community.
•% of residents who report volunteering for a nonprofit or civic
organization
DEFINED
CONNECTED COMMUNITY
SUB-OUTCOME AREA METRICS
Residents who can effectively engage with
local government, who can make their voices
heard by participating in the civic process.
•% of citizen-initiated customer service tickets closed within
department-specific time period
ENGAGED COMMUNITY
SUB-OUTCOME AREA METRICS
•Website Project (City Manager’s Office)
•Immigration Response Services
(City Manager’s Office)
•Coast 2018 (Community and Cultural Services)
•Review of Twilight Concert Series
(Housing and Economic Development)
CITYWIDE PROJECTS
Connected and Engaged Community CONNECTED COMMUNITY
ENGAGED COMMUNITY
ATTACHMENT A
13
THE FRAMEWORK
ECONOMIC OPPORTUNITY
How can the economy meet the basic needs
of residents of the City of Santa Monica?
COMMUNITYPLACE & PLANETLEARNING
HEALTH
ECONOMICOPPORTUNITY
HOMELESSNESS MOBILITYAIRPORTMOBILITYLEARN & THRIVE
AIRPORT
HOMELESSNESSINCLUSIVE& DIVERSE COMMUNITY
INCLUSIVE& DIVERSE COMMUNITY
HOMELESSNESS MOBILITY
AFFORDABILITY
A city that strives to provide
opportunities for people to afford
living within its boundaries.
• % of residents that are housing burdened
A city with financial opportunities for all,
where diversity is seen as an asset, and
everyone is empowered to meet their needs.
• % difference in incomes across ethnic groups
• % difference in incomes between men and women
DEFINED
SUB-OUTCOME AREA METRICS
INCLUSIVE ECONOMY
SUB-OUTCOME AREA METRICS
A city with a sufficiently diverse
economy to provide long-term
economic stability and resilience.
• % of economic activity per business sector
• local/small business retention
BUSINESS DIVERSITY
SUB-OUTCOME AREA METRICS
• Boulevard and Bergamot Housing Production Study
(Planning and Community Development)
• Inclusionary Housing Requirements
(Planning and Community Development)
• Development of a Long-Term Economic
Sustainability Plan (City Manager’s Office)
• Bergamot Station Arts Center (Housing and
Economic Development)
• Fourth / Fifth Street and Arizona Project (Housing
and Economic Development)
• Request for Proposal (RFP) for Civic Center
Auditorium (Housing and Economic Development)
• Mountain View Mobile Park (Housing and Economic
Development)
CITYWIDE PROJECTS
Inclusive, Affordable, and Diverse Local Economy
AFFORDABILITY
INCLUSIVE ECONOMY
BUSINESS DIVERSITY
REDUCE HOMELESSNESS
Prevent homelessness among low-
income residents.
• % decrease in the population of people experiencing
homelessness
REDUCE HOMELESSNESS
SUB-OUTCOME AREA METRICS
ATTACHMENT A
14
THE FRAMEWORK
GOVERNANCE
How can we govern in a way that inspires
trust and confidence from the public?
STABILITY
Safeguard assets and information.• Maintain AAA credit rating
• Pension liability funded level
• Turnover rate of City employees
• % of residents who feel the City is a good steward of
public funds
Support policies, structures, and platforms
to ensure open and easy-to-access public
information.
• % of public records requests processed in ten days
• % increase in the public accessing available data
DEFINED
SUB-OUTCOME AREA METRICS
TRANSPARENCY
SUB-OUTCOME AREA METRICS
Provide public services fairly.
EQUITABILITY
SUB-OUTCOME AREA METRICS
• Total Workplace Initiative (City Manager’s Office)
• Compensation Study (City Manager’s Office)
• Performance Management Program (City Manager’s Office)
• Tracking Software to Assist with the City’s High Volume of
Public Records (City Clerk’s Office)
• City Council Technology (City Clerk’s Office)
• Agenda Management System (City Clerk’s Office)
• Transition to a New Banking Relationship (Finance
Department)
• Project Labor Agreements (Housing and Economic
Development)
• Employee Performance Evaluation System (Human
Resources)
• Succession Planning (Human Resources)
• Telework Rollout (Human Resources)
• Data-Driven Governance (Information Services Department)
• Digital Inclusion Project (Information Services Department)
• Cyber Security (Information Services Department)
• Paperless City (Information Services Department)
• Technology Plan for the Library (Library)
• Strategic Plan Deployment (Library)
• Complete Business Process Redesign and Automation for
Procurement (Finance Department)
• Access Financing for Significant Citywide Infrastructure
Projects
CITYWIDE PROJECTS
Reliable, Effective, and Efficient Government
STABILITY
TRANSPARENCY
EQUITABILITY
EFFECTIVE & EFFICIENT BUSINESS PROCESSES
Use public resources wisely.
EFFECTIVE & EFFICIENT BUSINESS PROCESSES
SUB-OUTCOME AREA METRICS
• Response times by zip code
• Administrative overhead rate at or above public sector average
• % of current capital projects delivered on time and on budget
ATTACHMENT A
15
THE FRAMEWORK
HEALTH
How healthy is the City of Santa Monica?
ENVIRONMENTAL HEALTH
Protect and enhance environmental
health.
• % of days ambient air quality standards met
• Zero trash on the beach and in coastal waters
• Total sales at Farmers’ Markets
Provide opportunities and facilitate
access to facilities to support the physical
health of residents of the City of Santa
Monica.
• % of residents in poor health
• % of residents eligible for subsidies and are receiving
them
• % of residents with access to health support resources
• % increase of city residents participating in community
classes and programs
DEFINED
SUB-OUTCOME AREA METRICS
PHYSICAL HEALTH
SUB-OUTCOME AREA METRICS
Provide access to programs and
opportunities to support the mental
health of residents in the City of Santa
Monica.
MENTAL HEALTH
SUB-OUTCOME AREA METRICS
• Implement Newly Added Rescue Ambulance
Resources at Stations 2 and 3 (Fire Department)
• Ambulance Program (Fire Department)
CITYWIDE PROJECTS
Physical, Mental, and Environmental Health
ENVIRONMENTAL HEALTH
PHYSICAL HEALTH
MENTAL HEALTH
• % of youth with serious psychological distress
• Report of mental health challenges
• % of residents accessing mental health services
• % of residents feeling severely lonely/isolated
ATTACHMENT A
16
THE FRAMEWORK
LEARNING
EARLY CHILDHOOD THROUGH
MIDDLE SCHOOL LEARNERS
Support school children who reside in the
City of Santa Monica by supporting efforts
of the Santa Monica Malibu Unified School
District (SMMUSD).
• % of kindergartners who are deemed ready for
kindergarten
Support high school students through
early adulthood through partnerships
with SMMUSD and Santa Monica College
(SMC).
• % of Santa Monica High School graduates, by ethnic
group, meeting entry requirements for the University
of California (UC) and California State University (CSU)
systems
• Average GPA for first semester of college for Santa
School high school graduates
DEFINED
SUB-OUTCOME AREA METRICS
HIGH SCHOOL THROUGH EARLY ADULT
LEARNERS
SUB-OUTCOME AREA METRICS
Provide professional growth and learning
opportunities for adults in the Santa
Monica communities.
ADULT LEARNERS
SUB-OUTCOME AREA METRICS
• Santa Monica Institute (SMI) Development
(Human Resources)
CITYWIDE PROJECTS
Lifelong Opportunities for Personal Growth
EARLY CHILDHOOD THROUGH
MIDDLE SCHOOL LEARNERS
ADULT LEARNERS
• % of City employees participating in a City-sponsored
professional development opportunity
• % of Library card holders who participate in a library-
sponsored program
• % of seniors who hold a library card
HIGH SCHOOL THROUGH
EARLY ADULT LEARNERS
Do people have the opportunity to enrich their
knowledge and skill set across their lifespan, and
participate in wellbeing enhancing activities?
ATTACHMENT A
17
THE FRAMEWORK
PLACE & PLANET
Does the City of Santa Monica’s physical and
social environment promote and support
sustainability and wellbeing?
ECOSYSTEMS
Maintain ecosystems in order to provide
clean water from sustainable sources;
marine waters safe for active and passive
recreation; clean indoor and outdoor air;
a sustainable food system that provides
healthy, locally grown food; a sustainable
climate that supports thriving human life
and a flourishing biodiverse environment;
comprehensive waste disposal systems
that do not degrade the environment;
and a sustainable energy future based on
renewable energy sources.
• 80% reduction in greenhouse gas emissions by 2030
• 0 imported water by 2020
• 0 exceedent days
• 90% landfill diversion by 2030
• % of tree canopy coverage by neighborhood
Maintain a built environment that (1)
Provides sufficient open space to support
natural function and wildlife habitats as
well as active and passive recreation; and
(2) Provides compact mixed use built areas
that maximize affordable housing and enable
mobility.
• Tracking of energy and water efficiency by building stock
• % of residents within a quarter of a mile of open space
• % of residents within a quarter mile of goods and services
DEFINED
SUB-OUTCOME AREA METRICS
BUILT ENVIRONMENT
SUB-OUTCOME AREA METRICS
Develop, protect, and maintain city-
owned infrastructure.
• % of pothole repairs completed within 3 days of
receiving a citizen request
• % of graffiti tags on public property removed within 24
hours of receiving a citizen request
INFRASTRUCTURE
SUB-OUTCOME AREA METRICS
Resilient Built and Natural Environment
ECOSYSTEMS
BUILT ENVIRONMENT
INFRASTRUCTURE
ATTACHMENT A
18
THE FRAMEWORK
PLACE & PLANET
• Management of Fleet Composition and Replacement
Plan (Big Blue Bus)
• BBB Mobility Model (Big Blue Bus)
• Complete Public Arts Master Plan (Community and
Cultural Services)
• Recreation Master Plan to Reflect Current and Future
Park and Recreation Needs (Community and Cultural
Services)
• Pico Neighborhood Plan (Planning and Community
Development)
• Upgrade Permitting Process (Planning and
Community Development)
• Upgrade Permitting Process (Planning and
Community Development)
• Seismic Retrofit Program (Planning and Community
Development)
• Gateway Master Plan (Planning and Community
Development)
• City TDM Strategy (Planning and Community
Development)
• Local Coastal Plan (Planning and Community
Development)
• Memorial Park Neighborhood Plan (Planning and
Community Development)
• Shortening of the Runway of the Santa Monica
Airport (Airport Strategic Goal)
• City Services Building (Public Works)
• Electric Vehicle Action Plan (Public Works)
• Pier Bridge (Public Works)
• Water Self-Sufficiency (Public Works)
• Community Choice Aggregation (Public Works)
• Complete Master Plan for Memorial Park
(Community and Cultural Services)
CITYWIDE PROJECTS
ATTACHMENT A
19
THE FRAMEWORK
SAFETY
PREPARING FOR AND PREVENTING
INCIDENTS
• Type and number of incidents that are occurring
• # of inspections
• Response times
• Limiting fires to the Room of Origin
• 911 response times
DEFINED
SUB-OUTCOME AREA METRICS
RESPONDING TO EVENTS
SUB-OUTCOME AREA METRICS
KEEPING STREETS SAFE
SUB-OUTCOME AREA METRICS
CITYWIDE PROJECTS
A Safe Place for All
PREPARING FOR AND
PREVENTING INCIDENTS
KEEPING STREETS SAFE
• Zero deaths and severe injuries
• % completion of Vision Zero map
RESPONDING TO EVENTS
Do people feel safe in Santa Monica?
FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING
Champion
lifelong education
achievement and
opportunities for
continuous
personal growth
LEARNINGCOMMUNITY
Foster a
connected and
engaged
Protect natural
resources and
cultivate an
exceptional and
resilient build
environment
PLACE & PLANET
Creating a safe
city for everyone
PLACE & PLANETHEALTH
Nurture
opportunities for
enriched physical,
social, and
emotional health
HEALTH
Support
community needs
through a stable,
and diverse local
economy
ECONOMICOPPORTUNITY
Cultivate a trustworthy and participatory local government
through equitable, transparent, and effective processes
AIRPORT
HOMELESSNESS
MOBILITY
INCLUSIVE AND DIVERSE COMMUNITY
LEARN AND THRIVE
SANTA MONICA'S
FIVE STRATEGIC GOALS
GOVERNANCE
SAFETY
KEEPING NEIGHBORHOODS
SAFE
KEEPING NEIGHBORHOODS
SAFE
SUB-OUTCOME AREA METRICS
• Response times
• Crime trends
• Overall view of safety
• Property crime v. violent crimes
• Crimes per 1,000 residents
• Vision Zero (Planning and Community
Development)
• Establishment of Juvenile Diversion Program (Police
Department)
Being prepared for and preventing
incidents
Quickly, effectively, and efficiently
responding to events.
Providing services and engagement
to ensure the safety of all of our
neighborhoods.
Providing services and engagement to
ensure the safety of all of our streets.
ATTACHMENT A
20
THE FRAMEWORK
GLOSSARY OF TERMS
ACTIVITY
Routine actions monitored to achieve specific results,
measured in numbers or percentages.
ALIGNMENT
Aligning work efforts (department operations, city-wide
projects, strategic goal efforts) with a city-wide outcome.
BENCHMARK
A standard point of reference developed based on
historic precedent and scientific evidence utilized to
develop a target.
GOAL
A specific objective that an organization is working to
achieve. Metrics are used to monitor an organization’s
progress in achieving a goal.
INDICATOR
A metric used to track performance towards a stated
goal or outcome.
INPUT METRICS
Metrics that measure behavior and are completely
controlled by an organization.
MAPPING
Process of connecting department programs and
activities with city-wide outcomes.
METRIC
A number or percent utilized to determine whether
an organization is working to achieve its overall goal.
Metrics may include a target, or the number or percent,
based on past precedent and scientific evidence.
OUTCOME
An ideal state an organization is striving to achieve.
OUTCOME METRICS
Large-scale metrics that help organizations to
continuously adapt and improve and tie to the ideal
state it wants to achieve.
OUTPUT METRICS
Metrics that measure the results and organization hopes
to achieve.
PROJECT
A temporary, unique action that has a defined beginning
and end, with a defined scope and resources. Success is
measured by the completion of milestones.
TARGET
A specific numeric value or percentage connected to a
metric. Identified through a process of benchmarking.
ATTACHMENT A
City Council
Report
City Council Meeting: June 26, 2018
Agenda Item: 3.O
1 of 4
To: Mayor and City Council
From: Karen Ginsberg, Director, Community & Cultural Services
Subject: Award RFP #169 for Outcomes Design and Data Management Solutions
Recommended Action
Staff recommends that the City Council:
1.Award RFP# 169 to Canavan Associates, a Massachusetts-based company, for
redesign of performance measures and outcomes and implementation of a data
management system for human services programs.
2.Authorize the City Manager to negotiate and execute an agreement with
Canavan Associates for a total amount not to exceed $395,000 over a 3-year
period, with future year funding contingent on Council budget approval.
Executive Summary
City funding of non-profit agencies, direct services, and community partnerships offer
support for community wellbeing and a safety net to the City’s most vulnerable
populations, including youth, families, seniors, people with disabilities, low-income
households, and people experiencing homelessness. These efforts connect to the
City’s Framework Outcome Areas and advance Strategic Goals for Homelessness,
Learn and Thrive, and Inclusive and Diverse Community. Yet while the City works to
integrate all our efforts for collective impact to improve the lives of residents, data on all
these efforts and the results we achieve remains uneven. Developing and sharing data
can increase accountability, inform efficient investments and improve service delivery,
leading to better lives for program participants. By harnessing data to drive decisions,
this project will build on the City’s momentum as a 21st century government. Staff
recommends contracting with Canavan Associates to develop a library of outcomes and
associated metrics that connect to the City’s Framework and utilize innovative
technology to capture data for Human Services programs.
Discussion
ATTACHMENT B
2 of 4
The City has identified seven Framework Outcome Areas for a Sustainable City of
Wellbeing and five Strategic Goals. City departments are now working to develop
performance metrics for key projects and activities which connect to the Framework.
Within the Community & Cultural Services Department (CCS), the Human Services
Division (HSD) oversees a diverse range of programs and partnerships that directly
advance goals for addressing Homelessness, enabling all members of the community to
Learn and Thrive, and maintaining an Inclusive and Diverse Community. Through the
Human Services Grants Program (HSGP), the City provides over $8 million annually to
20 non-profits offering over 40 unique services to create a stable safety net for the City’s
most vulnerable residents. In addition, a variety of direct services and community
programs are offered through Virginia Avenue Park (VAP), the Police Activities League
(PAL), and CREST out-of-school time enrichment activities.
HSD’s current approach to program evaluation requires providers to submit periodic
reports containing a substantial amount of demographic, output, and outcome data.
While this method is sufficient for individual programs, standardizing metrics and
collecting the data in a digital format will inform comparisons across programs and help
measure progress toward citywide goals. In 2017, HSD engaged with Canavan
Associates (CA) to complete a thorough assessment of performance reporting tools and
data collection procedures utilized by its programs and agency partners. The CA team
surveyed City staff and HSGP grantees and studied program plans and reporting tools
in order to generate recommended actions. The resulting Recommendations for an
Outcomes Measurement System report (Attachment 1) lays out a roadmap to align
outcomes and metrics with the Framework and Strategic Goals and to implement an
accompanying data management system. The report’s central finding was that HSD
must first invest resources to define outcomes that best measure success before
implementing a data system. To that end, the report recommends a phased process to
engage stakeholders, collect more meaningful data, and incorporate modern technology
into a system that clearly analyzes program outcomes. This new contract will bring CA’s
team of data, finance, and policy experts into partnership with City staff, including
Human Services program analysts and a new Data Science Administrator, in order to
realize this ambitious vision.
ATTACHMENT B
3 of 4
Vendor/Consultant Selection
On April 2, 2018, the City issued a Request for Proposals (RFP) for the redesign of
performance measures and outcomes along with implementation of a data management
system for human services programs. The RFP was posted on the City’s on-line
bidding site and notices were advertised in the Santa Monica Daily Press in accordance
with City Charter and Municipal Code provisions. 53 vendors downloaded the RFP; one
firm responded. Procurement conducted additional outreach to vendors who
downloaded the RFP to see why they did not submit a bid; responses indicated that
vendors did not feel the project was the right fit for their firm or they were unable to
participate due to competing priorities.
The response to this RFP was reviewed by a selection panel of staff from Community &
Cultural Services and the City Manager’s Office. The proposal was evaluated based on
criteria in SMMC section 2.24.073, including experience, demonstrated competence,
capacity to promptly provide services, reputation of the firm, and compliance with City
specifications. Canavan Associates has 15 years of experience working with federal,
state and local partners to help communities design comprehensive, data-driven
approaches to human services delivery. CA put these skills into practice to implement
the City of Santa Monica’s Homeless Management Information System (HMIS) and
complete the Recommendations for an Outcomes Measurement System report. Based
on these criteria, staff recommends Canavan Associates as the best qualified firm to
develop a library of outcomes and metrics and implement a data management system
for human services programs.
Financial Impacts and Budget Actions
The agreement to be awarded to Canavan Associates is for an amount not to exceed
$395,000. Funds of $275,000 are available in the FY 2017-18 Capital Improvement
Program Budget in the General Fund (Data Management System for Human Services
Grants Program project), and annual funds of $40,000 are available in the FY 2018-19
Budget in the Community and Cultural Services Department. The contract will be
ATTACHMENT B
4 of 4
charged to the following accounts. Future year funding is contingent on Council budget
approval.
C019170.589000 / C0107110.689000 $275,000
012621.544450 / 01400003.521010 $120,000
TOTAL: $395,000
Prepared By: Marc Amaral, Administrator
Approved
Forwarded to Council
Attachments:
A. Recommendations for an Outcomes Measurement System
B. 2018 Oaks -Canavan Associates
ATTACHMENT B
City of Santa Monica
Human Services Division
Recommendations for an
Outcomes Measurement System
Understand the measurable.
Quantify the meaningful.20
1
8
ATTACHMENT B
Santa Monica Human Services Division Recommendations 2
Introduction
The City of Santa Monica Human Services Division has invested in a robust portfolio of projects and programs to support all segments of the
community. From infants, youth, and families, to seniors, the disabled and homeless households, the services provided by the City through projects
like VAP, PAL, and CREST support the entire community. Through recent initiatives such as Cradle to Career (C2C), the Wellbeing Project, and
SaMoStat, the City of Santa Monica’s performance management program, the City has started to use data to measure how these and other
services benefit the community. As these initiatives generate and inspire more rigorous analysis methods, the City is increasingly poised for an
ambitious and transformative evolution in its approach to delivering human services.
Starting with the FY17-19 budget cycle, the City implemented the Framework for a Sustainable City of Wellbeing. This approach to
budgeting maps key department activities and projects with six outcome areas based on Civic Wellbeing, the Sustainable City Plan,
and the principles of good governance. Wellbeing, for example, takes a data-driven approach to articulating and measuring the
goals of City residents in areas such as life satisfaction or daily servings of fruits and vegetables. The project brings into focus
the wide diversity and income inequality in Santa Monica; households struggling to maintain stable employment and housing
will be unable to achieve many Wellbeing goals until their basic needs are met. Initiatives like Learn & Thrive and Inclusive
Diverse Community have begun to connect the visionary efforts of the Wellbeing Project with the full scope of needs within
the entire community.
Many HSD projects target these complex households, connecting resources to efforts that most effectively meet
the needs of Santa Monica’s most vulnerable populations. Consistent with communities throughout the United
States, the City of Santa Monica endeavors to create a modern, data-driven system to accurately measure
the effectiveness, success, and true impact of this work. As demonstrated by the recent hiring of a Chief
Performance Officer, the City is committed to the development and implementation of performance
management with clearly defined goals and metrics for all departments.
The City’s increasing focus on performance management through its recently established SaMoStat
program is intended to set City-wide outcomes and goals while increasing accountability.
Currently, the City is working to map work of all departments towards these outcome areas,
including the development of input and output metrics for Framework activities that tie back to
the outcomes. HSD joins these efforts with their intention to create a data-driven system to
benefit and improve their projects.
This report proposes a concise recommendation to design and build an outcome
measurement system for HSD projects made up of a technology component and
a library of outcomes, enhance staff capacity to effectively manage it, and hire
an experienced Data Science Administrator to lead the project going forward.
Typically, a project of this scope would take two to four years, but that timeline
can be accelerated based on how long it takes the City to accomplish
each phase. The City starts this process with a deep knowledge around
the delivery of human services and will only expand its expertise by
enhancing data collection and better analyzing project outcomes.
A successful effort will significantly improve the City’s approach to
service delivery, leading to better lives for Santa Monica’s most
vulnerable populations.
Canavan Associates
86 Sherman Street,
Cambridge, MA 02140
Phone: 617.492.0562
ATTACHMENT B
Santa Monica Human Services Division Recommendations3
Defining the Problem
HSD’s current approach to assessing services integrates physical site visits to service providers along with
semi-annual project and fiscal status reports. These reports, from both City-funded and City-managed
providers, contain clear descriptions of services offered along with demographic breakouts of participants
served and a quantitative measurement of each service supplied. Though HSD currently collects some
outcomes, without a standardized approach comparisons across the portfolio are not possible. While a
large amount of project data is collected, the data remains on paper and is not stored in a flexible format.
This in turn makes it difficult for the City and HSD to utilize and understand the data collected and to know
how best to assist their projects for the greatest benefit of project participants.
The City of Santa Monica is invested in ensuring quality services and outcomes for their most vulnerable
community members. To do so, they need to collect more meaningful data, implement a system that clearly
analyzes the outcomes of their projects, and incorporate modern innovative technology. A successful data
collection system will include consistent data systems, universal data elements (UDE), and standardized
outcomes based on UDE’s. All of these components will assist HSD and HSD’s projects to align with the
City’s other performance management activities and expand the way they serve their community.
Although technology and data are key pieces of an effective approach, they alone are insufficient to
improve outcome measurement or generate meaningful analysis. The most critical component is an
accurate assessment of what services are connected to success and how that success is measured.
This requires broad agreement by policy-makers, service providers, and the community. Each HSD
project must be measured by its larger impact on other community resources in order to understand if
clients are truly achieving their desired outcomes. Building consensus within the community around the
proper balance of privacy and utility of data will require intentional engagement with all stakeholders.
Fortunately, excellent tools to implement a layered approach are available; these are discussed further
under Action 9 Privacy.
Communities across the country have only just begun the challenging process of combining data, project
effectiveness, and technology to deliver the best possible human services. While consensus on the best
method does not yet exist, the City of Santa Monica and several other communities are leading the effort
to set data-driven expectations for their projects to improve outcomes and better help their communities.
Each attempt builds on previous efforts to expand the knowledge base and establish best practices,
and incredible potential for success remains. To that end, the City of Santa Monica boldly embraces this
challenge and joins other municipalities, such as Santa Clara County and the City of Boston, in seeking an
appropriate strategy to engage and partner with regional, state, and national service providers.
A successful effort will result in increased accountability for the City and its grantees and better outcomes
for participants. This creates an ideal environment for benefits to accrue in a variety of areas such as
finance (cost savings from lower arrest and detention rates), productivity (increased employment), and
social support (more stable family units and relationships).
The US Department of Housing and Urban Development’s (HUD) approach to data
regarding homelessness provides a valuable example of a successful data system for human
services. Over the past decade, HUD has invested over $10 million to create universal data
standards about homeless households and the effectiveness of projects. Its investment in
collaborative systems, academic research, and quantitative reporting now allows homeless
serving projects to connect with leaders in finance and government to make new investments
that achieve better outcomes for both the household and the larger community.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 4
The Process
In order to identify a practical solution, the City of Santa Monica contracted Canavan Associates (CA),
a firm based in Cambridge, MA with nearly 15 years of experience working at the local, state, federal,
and international level of program management and design. The CA team previously worked with HSD to
implement the City’s Homeless Management Information System (HMIS), a HUD-supported platform that
collects and analyzes information about the effectiveness of homeless services provided.
The City of Santa Monica tasked CA with making specific recommendations to support HSD with the
design and implementation of a new outcome measurement system. The proposed system is comprised of
two main elements, a conceptual framework constructed by experienced human services practitioners and
a technology component designed and supported by information technology experts. These new tools will
improve project monitoring and increase provider accountability through uniform tracking of outcomes.
This, in turn, will result in more effective services leading to better lives for project participants.
CA began by identifying and gathering necessary sources of information. In order to gain a
comprehensive understanding of current Human Services projects, CA reviewed 2015-16 project
plans and outcomes, analyzed funding sources documented in project budgets, and administered
a survey instrument to HSGP grantees. The survey sought to better understand grantees’ current data
collection methods and to identify any potential benefits and concerns associated with a new outcome
measurement system. The survey results (Appendix A) illustrated that service providers believed a new
system could increase collaboration with other service providers, improve communication, and expand
understanding of client needs.
CA and HSD followed the survey with onsite interviews with a range of HSD projects to discuss topics
including operations, project design, and administration. CA also conducted interviews with a broad cross
section of City of Santa Monica staff, including staff from HSD; Community & Cultural Services (CCS);
the Information Systems Department (ISD); the Office of Civic Wellbeing; and the City Manager’s Office.
Review of project materials and follow-up interviews with project directors at the VAP, PAL, and CREST
projects provided excellent sources for understanding the work of the many professionals committed to
programmatic excellence.
From these interviews, it became clear that while the City requires projects to report on specific
achievements and client progress towards goals, many targets tend to measure outputs rather than
outcomes, and measures can vary widely across project types and populations. While valuable insight is
provided by the data currently collected, measuring success based on outputs as opposed to outcomes
does not fully determine how effectively a service is resolving the problem.
An output details what your organization does, whereas an outcome defines
changes that have taken place because of your organization’s work.
-The Non-Profit Times
The distinction between ‘outputs’ and ‘outcomes’ can seem purely semantic at first glance, but the
difference is critical. In the provision of human services, outputs are the units of services provided. In a
hypothetical illustration, an output for a project that provides emergency overnight shelter is the number
of bednights provided. A “bednight” is defined as a quantity of nights an individual utilized a bed in the
project. In this example, a project that has a maximum capacity of 20 beds, but only shelters 15 people
each night of the week, provided 105 (15 people in beds X 7 nights) bednights at the end of the week.
Continuing with the hypothetical of the shelter, if the shelter remained at 75% capacity (15/20 occupied
beds) the full year (364 nights), it will have provided 5,460 bednights in that year. Without additional
Privacy and
confidentiality are two
critically important
features of any
successfully outcome
measurement system.
To learn more about
the perspective
recommended here,
jump to Action 9:
Privacy.
ATTACHMENT B
Santa Monica Human Services Division Recommendations5
information, the community can perform very little further analysis of this project’s effectiveness. Were the
five beds out of service for the entire year? Is the project in a small town or a large city? Is the community
in a temperate climate or a seasonal one? While all of these details are helpful to understanding the
context of the project and the level of utilization, none of them answers the fundamental, outcome-focused
question asked by policy makers: “How is this project ending homelessness?”
When creating a system to measure project effectiveness, it is important to have clear definitions of
both success and its counterpart, failure. Before creating a centralized database, the City must review
its outcomes and performance measures for clarity and accuracy. Without clearly defined outcomes,
no technology would be sufficient to measure a project’s success, and prematurely implementing an
expensive software system that cannot meet the City’s long-term needs would be a failure. Once
outcomes and performance measures are clearly defined, an appropriate technology component can be
identified. In the interim, CA recommends using simple, inexpensive technology as a temporary solution
to automate the current paper reporting process while a more robust system is designed, piloted, and
implemented.
With this new understanding, CA and HSD decided to focus on laying a strong foundation that would
support a variety of technologies, service providers, and funders rather than immediately selecting
software that replicates current barriers.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 6
Partnering with the
local school district
to better use data in
evaluating program
effectiveness may be
one of the priorities
of the new outcome
measurement
system. For example,
it could improve
understanding on
an aggregate level
of how students
who participate in
out-of-school time
(OST) direct services
see improvements in
reading proficiency
and other metrics
as part of their
engagement with
service providers.
The Recommendation
The City of Santa Monica seeks a superior method for collecting and analyzing meaningful data to improve
their projects and support their most vulnerable community members. Based on the interviews and surveys
completed by Canavan Associates, it is clear that HSD needs to define clear outcomes to measure their
projects’ success before they can implement a technology component. CA recommends HSD undertake
a three-phase process to design, test, and implement an outcome measurement system for all services
provided.
The outcome measurement system incorporates the rigor of current models of best practice while preserving
the flexibility and responsiveness required to meet emergent community needs. Time and expertise to
properly define outcomes and the constituent metrics are required. This new programmatic infrastructure is
at the cutting edge of human services delivery and represents a groundbreaking piece of work The process
will result in the creation of a set of standardized outcomes across projects, an interim technology solution
to get reports off paper and into a digital format, and an eventual integrated technology solution for
centralized data. The comprehensive outcome measurement system consists of two components: one piece
is the conceptual connections between service provided, data collected, and successful accomplishment
of goals and the other is the actual technology or tools that will be utilized by HSD to implement those
interconnections. The initial phase of the project is focused on the development of the conceptual layer while
latter phases target identifying the correct tools or technology to implement it.
The following is a brief overview of the three-phase recommendation with further details specified later in the
report.
In PHASE ONE, the City will choose an implementation consultant and hire a Data Science
Administrator (DSA) to lead the effort to align outcomes, data, and service providers into a rational
system. The City will engage with the community, and Academic and Subject Matter Experts (SME)
to begin to determine how specific services impact the community and to define a framework to
organize the different HSD projects. The City will also construct a plan for a pilot project to test new
outcome measurement techniques by choosing existing projects to model and outcomes to measure.
Meanwhile, the DSA will develop and implement an interim solution to increase the efficiency and
effectiveness of current project reporting until the outcome measurement system is finalized.
In PHASE TWO, the City will continue to engage the community and SME to determine a library
of outcomes, outputs, and other details necessary for the new system. The new DSA will identify the
data the City already possesses and determine the best approach to acquire additional data. An
essential step will be mapping both community values and current law around privacy expectations
for Santa Monica residents. At this point, the DSA will be able to articulate the functional requirements
of any potential technology platforms. Once the outcome measurement system has been designed
and a plan for implementation has been determined, the City will meet with internal City partners and
external community partners to review the proposal.
In PHASE THREE, the City will implement the outcome measurement system using a phased rollout.
The new system will inform decisions for allocating HSD staff resources in order to better serve the
community. In addition, HSD will design a schedule of escalating programmatic support for service
providers to encourage participation and assist projects.
The City of Santa Monica joins communities across the nation as they seek to improve
performance management and implement data-driven systems to better analyze their services.
By collecting more meaningful data, analyzing outcomes rather than outputs, and implementing
a technology component, HSD will better understand their projects. Using a three-phase
recommendation created in conjunction with Canavan Associates, HSD will create an outcome
measurement system with an accompanying technology component that enhances the City’s
capacity to deliver human services to their most vulnerable populations.
ATTACHMENT B
Santa Monica Human Services Division Recommendations7
Project Design
The City of Santa Monica is poised for an ambitious and transformative overhaul of the way it uses data to evaluate its human services projects.
The successful realization of this three-phase endeavor will require significant resources, both current and new, along with careful navigation of
the delicate balance between privacy concerns and the benefits of data collection.
One of the City of Santa Monica’s most valuable resource is the years of expertise possessed by staff and service providers. HSD’s staff, in
particular, provides invaluable experience in the administration of projects that serve the City’s most vulnerable populations. Additionally, HSD can
leverage assets like ISD’s technical skill, Wellbeing’s expertise in data analysis, and the Chief Performance Officer’s experience with developing
metrics.
Another existing resource is HSD’s network of service providers, both HSGP grantees and the City’s direct services staff, who have
developed strong long-term relationships within the community. Several projects have senior leaders who were beneficiaries of City
services when they were children or adolescents. These deep connections to Santa Monica’s diverse communities are a unique asset
that will be critical to the success of this process.
HSD needs to add significant technical capacity to their staff by hiring a Data Science Administrator (DSA). The DSA will
develop and maintain a modern system of data collection and analysis and provide ongoing leadership and guidance
to staff and partners. The hiring of a DSA equips HSD with the long-term leadership required to build on the principles
and guidelines established during the initial implementation. In addition, HSD should identify external resources,
including experts from academia or other sectors, that neither receive City funds nor are residents of Santa
Monica. These resources can provide a valuable source of unbiased, objective information.
Privacy concerns understandably arise when collecting sensitive data about residents. Though the
City is already committed to ensuring the privacy of its clients, and current processes guarantee
that sensitive information is not shared, changes in data collection processes require that
City staff be mindful so that privacy is maintained. The crux of any privacy discussion is
consent; the City should identify and address any benefits which are contingent on the
sharing of potentially sensitive, personally identifiable information, such as religious
affiliation or immigration status. The City should also recognize other related
concerns, such as how data is collected, how data will be used, and with
whom it will be shared. Privacy will be discussed in greater detail in
Action 9, but it is necessary to remember the importance of privacy at
every step.
The execution of this recommendation will require the City’s
clear focus, commitment, and careful management
of resources. The following section of the report
breaks the recommendation into key action items,
separated by phase, which the City must
accomplish to develop a new outcome
measurement system.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 8
Phase One: Engage
During Phase One, HSD will identify an implementation consultant and prepare City staff for the upcoming
process. They will hire a Data Science Administrator with expertise in data analytics. Engagement with the
community and a network of Subject Matter Experts will provide the public with updates and elicit crucial insight
from the community. A pilot project will test outcome measurement techniques. In addition, an interim solution will
be established to augment the effectiveness of current project reporting. By the end of Phase One, the city will be
prepared to design a robust outcome measurement system.
ACTION 1: Project Launch
Prepare City staff for the design and implementation of the outcome measurement system.
It is important that the City quickly identifies an implementation consultant to ensure successful project kick-
off. This role can be filled by a City staff member or by an independent contractor. The consultant will work
closely with HSD staff and coordinate with the Office of Wellbeing, the Chief Performance Officer, and
external subject matter experts to ensure alignment with strategic initiatives and stakeholder priorities. The
implementation consultant will also need to build and sustain the consensus of senior City leaders, service
providers, and the community throughout the process to deliver a comprehensive outcome measurement
system that remains aligned with City goals.
The ideal consultant will immediately establish a firm foundation to successfully support each phase of the
design and implementation of the outcome measurement system. The consultant will focus on designing
the conceptual framework, convening and facilitating initial groups of experts, and developing the skills of
HSD staff.
The consultant must be well versed in community engagement, outcome measurement, project leadership,
and building a network of experts, and will mentor HSD staff to increase their skills and knowledge in
these key areas. HSD staff should convene regularly with project coordinators and key service providers
to review targets and metrics in each area. Use of an internal team structure within HSD will ensure that
any turnover among staff does not derail progress.
ACTION 2: Hire a Data Science Administrator
Hire a new staff member to support implementation and maintain the new outcome
measurement system.
HSD requires an expert in human service analytics to provide ongoing project direction and maintain
alignment with other City departments and external stakeholder interests. Unlike the implementation
consultant, whose role is finite and will end once the outcome measurement system is designed and
implemented, the Data Science Administrator will serve to expand HSD’s resources by providing ongoing
leadership and guidance to HSD staff. In addition, the DSA will act as the custodian of the system,
ensuring that it continues to grow and operate optimally.
In order to hire the best candidate, HSD must search widely for the right combination of skills and
experience. Interviews should take a practical, skill-based approach and should utilize appropriate skill-
testing instruments that incorporate sample datasets. Expertise in data analytics will bolster the knowledge
1
ATTACHMENT B
Santa Monica Human Services Division Recommendations9
of existing staff, and enable HSD to develop and maintain a robust system based on best practices. This
individual should have a strong background in data analytics along with relevant experience in human
services administration. In addition, the ideal candidate will demonstrate the capacity to implement formal
procedures for building and interpreting meaningful datasets.
The Data Science Administrator will work alongside the implementation consultant and will be key to the
ongoing success of the outcome measurement system. The DSA will ensure continued alignment with best
practices and current academic research, and that data resources actually deliver meaningful information
to decision makers. As such, it is essential that the correct candidate be hired as quickly as possible.
ACTION 3: Community Engagement
Increase community engagement to determine how specific services impact the community and
define project success.
While each project has developed strong relationships with the constituents they serve, establishing a
group to review HSD’s portfolio of projects will require additional input from the community. Engagement
should seek to utilize existing resources like Virginia Avenue Park’s parent groups, which structure
community engagement through affinity groups. HSD will also engage the City’s advisory bodies,
including boards and commissions, for essential feedback. Philanthropic organizations are vital partners
to a successful collaboration and should be incorporated in any structured outreach. Initial tasks include
establishing relationships with community leaders, engaging with members of the community impacted by
HSD-funded projects, and convening regular community meetings.
Community members who depend on services provided by HSD are some of the best sources of
information about the effectiveness of those services. While City staff and consultants can draw on lessons
learned from other communities, the residents of Santa Monica themselves know intimately how well a
project is working for them and if it is not, why not. Engaging with Santa Monica residents will allow City
staff to discover what outcomes are most important to the community and how best to measure project
success.
During the first phase, HSD staff will design a strategy for community engagement through regularly held
meetings. Meetings should be scheduled to account for factors and strategies that inhibit or encourage
participation by diverse households. For instance, in order to ensure that meetings are accessible, it would
be helpful to hold the meetings outside of normal business hours. Meetings scheduled during times when
childcare would be needed may limit participation by some households. Making childcare available may
encourage households depending on the services delivered to attend.
Prior to convening any meetings, HSD will need to determine the metrics that define a successful
engagement. Potential indicators include total attendance, audience diversity, documentation of needs,
and discussion of successful interventions. Good initial discussion topics would include identifying the real-
world change HSD-funded projects seek to accomplish, ascertaining how progress towards these goals is
perceived, and generating additional project targets where appropriate. The final outcome measurement
system will be greatly improved by community engagement and feedback.
A successful system provides as much utility to service providers and clients as any other stakeholder.
Designing a system that makes possible reporting to many funders adds to the benefits for service
providers. In addition to government funders, adding philanthropic funders and foundations to early
discussions will support the broadest utility of the system.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 10
ACTION 4: Build and Expand Network of Experts
Identify and engage a network of experts to define best practices and explore current outcome
research within different HSD service disciplines.
HSD staff will establish a network of local subject matter experts and refine HSD’s process for reviewing
and integrating academic literature. Developing a knowledgebase of current research related to HSD’s
services will ensure a solid foundation for building projects that are consistent with best practices. Utilizing
expertise to align partners towards common goals will serve to further increase the impact of invested
resources.
HSD provides a wide range of services that require different criteria for defining success. Luckily, the City
has a wealth of relevant expertise available via current residents, local colleges and universities, and
world-class consulting practices. While experts that reside or are employed in the City of Santa Monica
are a valuable resource, they are also members of the community. It is important that City staff have access
to confidential, expert advice that is not influenced by external factors such as future contracts or personal
household considerations.
In order to expand their current supporting network, the City should seek formal relationships with nearby
experts, academics, industry leaders, and potential partner organizations. Building a network of local
subject matter experts who can provide key insight and recommendations will ensure that sufficient rigor is
embedded into the design and administration of services as well as the outcome measurement system.
ACTION 5: Outcome Pilot
Use a sample of existing HSD projects to organize a pilot project that re-engineers outcomes
aligned with Council strategic initiatives, metrics, and action plans.
During the first phase, the City will work with community partners to select a sample of existing HSD
projects to pilot new outcome measurement techniques. The project pilots the union of the newly defined
outcome measures and existing data collection and reporting capacity. The Data Science Administrator
will manage this project and use this pilot to identify opportunities and gaps that create barriers to full
scale implementation. During the pilot project, a subset of projects willing to collaborate on this new
endeavor will be identified to test the process of implementation. Using a pilot to test procedures minimizes
disruptions and avoidable mistakes. In addition, building momentum through early success will ease the
adoption of new technologies and procedures by encouraging participants and relieving anxieties.
It is important that the projects selected for the pilot project utilize service providers that have previously
demonstrated highly effective staff, excellent administrative capacity, and a willingness to partner with the
City on new projects. This will enable swift identification of problems and minimize other variables that
increase the risk of failure.
Through this facilitated process, the HSD team focused on the pilot will need to reach consensus on a
number of procedural methods, including:
•Review and redefine the intended outcomes of each pilot project;
•Determine what specific data each project will collect to measure achievement of expectations; and
•Decide the reasonable burden (such as number of hours) that service providers should be expected to spend
collecting such data.
During the pilot phase, the HSD team must create methods for evaluating their projects and implement
ATTACHMENT B
Santa Monica Human Services Division Recommendations11
needed changes if the pilot is not delivering the required information. Once the pilot establishes enough
proof of concept so that the city can apply a consistent strategy, HSD staff will be well positioned to
define the goals and processes of the outcome measurement system and discuss them with local partners
and other communities defining human services outcomes.
As discussed, several similar efforts are underway in other communities around the country. Connecting
to cities or counties engaged in these efforts will provide valuable insight into potential pitfalls and
effective solutions. In addition, communication will help City staff establish new connections for continued
collaboration and support. Concrete questions developed at the conclusion of the pilot will ensure all
discussions produce actionable information and the necessary input to guide Santa Monica’s efforts.
ACTION 6: Implement Interim Reporting Solution
The implementation consultant and Data Science Administrator will develop a simple online
process for increasing the efficiency and effectiveness of current project reporting.
Working with appropriate internal and external partners, the DSA will lead the design of an interim
reporting solution that can be deployed immediately and that takes advantage of the City’s existing
software and data. A comprehensive and optimal outcome measurement system—the goal of this
recommendation—will take time to develop, so an intermediate reporting solution will allow HSD to
improve management of data currently being collected. This process side steps privacy related issues
and other concerns by using only aggregate level data, which avoids the inclusion of personal identifying
information and instead generates a cumulative number.
In order to design the interim reporting solution, the implementation consultant and the Data Science
Administrator will utilize a simple process inventorying the data currently collected by providers. This
process will not require new data collection procedures at existing grantee sites. Rather, instead of
submitting a paper report, as is the current practice, the same or similar information would be entered into
an online form or other virtual tool.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 12
Phase Two: Design
During Phase Two, the City will design the outcome measurement system and develop a plan for its
implementation. Before the system can be designed, HSD staff will need to assemble a library of outcomes that
fits their projects. Once the library is complete, HSD can proceed with system design and decide on a technology
component that supports service delivery. HSD must pay careful attention to privacy issues when designing the
system to make sure that participant data is properly safeguarded. Once the system is designed, HSD will receive
and respond to feedback from external and internal partners. By the end of Phase Two, the City will have a clear
plan for the implementation of an outcome measurement system.
ACTION 7: Library of Outcomes
HSD staff design a library of outcomes.
At the beginning of Phase Two, the implementation consultant and Data Science Administrator will
collaborate with HSD staff, the Chief Performance Officer, external partners, and City staff to assemble
a comprehensive library of updated and refined outcomes and metrics for all human services projects.
Outcomes will be aligned with City goals and initiatives, and the library will contain all information
necessary to deploy the proposed outcome measurement system across HSD service providers.
The Data Science Administrator will work closely with HSD staff to incorporate key lessons learned from
the pilot project and community engagement. With a completed library of outcomes, HSD will increase its
capacity to document and evaluate project operations and to identify the best-fit outcome measures for
each service provider.
ACTION 8: System Design
Analyze data needs, design the outcome measurement system, and determine a coherent
program for its implementation.
At this stage, the Data Science Administrator is ready to design the outcome measurement system, identify
a technological component, and create an implementation plan. The DSA must determine what data
the City already possesses, what data the system would need to acquire, and the anticipated cost of
developing any additional required data. The DSA must carefully consider which sources of data will best
suit their system design, taking privacy into account. The privacy element is discussed in greater detail in
Action 9.
Once it is clear what data is necessary, the Data Science Administrator will work with the implementation
consultant to decide on the technology required to implement the outcome measurement system. The
purpose of the technology component is to receive, integrate, and organize data from multiple sources
into a central location or database. Once centralized, the data can be used to create dynamic, ad-hoc
reporting to inform more meaningful project analysis. This new technology will improve data collection
methods by taking into account how partners already collect and utilize their data to inform policymaking
and improving upon those methods for increased efficiency. Successful implementation of new technology
will make HSD and their partners more effective and better able to help the people in their community.
Different technologies offer distinct benefits. Matching the right technology to the right project is part of
a process known as requirements gathering. In order to identify which technology to use, the DSA will
2
ATTACHMENT B
Santa Monica Human Services Division Recommendations13
lead a requirements gathering process, which will run concurrently with the establishment of the library
of outcomes. At the conclusion of the requirements gathering process, HSD will have documented the
needs of each project and determined the degree to which any technology meets those needs. Specific
tools may easily collect the necessary information without further burdening service providers with data
collection. Soliciting the perspective of information system developers on formal process mapping can
support the identification of efficiencies and how to leverage them effectively. Discussions may include:
•Physical layout of entry and exit points,
•Reasonable data driven assumptions that can be programmed to application specifications, and
•Opportunities to utilize existing data in new ways, for example:
○Use existing data for data quality checks; if staff enter a date of birth that indicates the client is a young
child and they also indicate that the client is a veteran, then the staff would be prompted to resolve the
conflicting data,
○Refine access to ensure the most valuable data for decision making is easily and quickly available, and
○Ensure ad hoc reporting can occur quickly and easily to improve ownership and utility in decision-making.
This process must result in a complete set of functional requirements that the City can use to evaluate any
technology in the event that it decides to release an RFP for a commercial off-the-shelf system.
In order to identify the appropriate technology to pair with the outcome measurement system, the DSA may
consult with internal City experts. ISD would be an ideal partner, as they have extensive experience with
the practical evaluation of technology products. Many potential products struggle with import and export
of data – two functions critical to the success of any system. ISD may be able to share existing internal
or subscribed software that may meet HSD’s needs. Alternately, other appropriate City departments or
external partners may be consulted to achieve a similar result. In any case, all parties must give careful
consideration to the total cost of ownership, system and data control, and goals of any software used.
Total cost of ownership includes software licensing fees, support fees, hardware purchases, and technical
support costs. Some communities have adopted open source software that requires significant investment
and expertise and data analysis, while other communities have chosen fee based software. Costs vary as
a function of the number of users, the nature of the projects involved, the volume of records entered, and the
complexity of reports required. During the initial year, costs will be higher to cover purchase of hardware,
data integration, and report configuration. An estimate of year one costs would be no more than
$350,000. This does not include potential staffing costs. In years two and three, costs will likely decrease
to less than $150,000 annually.
Using the requirements gathering process to examine technology the City of Santa Monica already owns
may reveal that the right long term solution already exists. While the development of the long-term solution
is under way, significant gains in efficiency and effective reporting can be made by simply moving the
existing reporting process online. As discussed in Phase One, any interim solution should be selected
and implemented with the long-term vision in mind. At the conclusion of this process, the Data Science
Administrator will complete a detailed implementation plan for the outcome measurement system and the
overlaying technology solution.
ACTION 9: Privacy
Data acquisition, issues of privacy, data use, and disclosure must be addressed.
In discussing the best approach for acquiring data, issues of privacy must also be explored. Looking at the
overall outcome library and understanding that some data that is desirable from an analytic perspective
may also be intrusive or inappropriate from a civil society standard is an important step in the process.
It is important to use aggregate, unduplicated, and anonymous data whenever possible as this improves
ATTACHMENT B
Santa Monica Human Services Division Recommendations 14
the flexibility and usability for analysts. Statistical and cryptographic procedures should be employed to
ensure that agencies can reliably aggregate individual records across systems without losing the unique
identity of the individual. Maintaining this utility without disclosing the identity of the individual is also
possible. In the design of datasets, this property is known as k-anonymity. Developed by Dr. Latanya
Sweeney, director of the Data Privacy Lab at Harvard University, this concept allows analysts to maintain
the maximum utility of data without compromising the privacy of individuals within the dataset.
Regardless of the technology chosen, both the City and its non-profit partners must be clear and
transparent about their intended use of the data at the time it is collected. To do so, they will need to
build specific use and disclosure commitments into contracts, end-user agreements, and individual intake
forms. Improper use of sensitive data can have a significant negative effect on an individual and must be
prevented. Depending on the nature of the technology involved, the hardware, and the context in which
data is collected (at a project site, through street outreach, in a participant’s home), specific controls and
procedures may be required. Review of City policy and other resources should result in a clear set of
expectations for the City, service providers, end-users, and service participants.
An excellent resource for designing a process that supports transparent decision-making and
accountability for all stakeholders in the system was developed by the Federal Trade Commission (FTC)
and is known as Fair Information Practice Principles, or FIPPs, and could assist the process. The core
principles of privacy addressed by FIPPs are notice/awareness, choice/consent, access/participation,
integrity/security, and enforcement/redress. FIPPs is outlined in greater detail in Appendix E. Having
a well-documented process for registering and resolving privacy complaints, along with an external
appeals process, will also help support the fair collection and use of data. In fact, formal mechanisms
and documentation for sign-off by the City, the community, and service providers will assist in ensuring
transparency to decision-making in the event that future changes become necessary
Clear authority regarding who – within the City – owns the system and is authorized to make changes, as
well as how they will communicate changes, should be included in any documentation. External providers
and end-users should execute commitments to adhere to the established standards. Documents should
transparently identify specific consequences including repayment of HSD funds, termination of grants
and/or employment, and - in the most severe circumstance – criminal or civil prosecution.
ATTACHMENT B
Santa Monica Human Services Division Recommendations15
ACTION 10: Continuous Internal and External
Feedback
Acquire continuous feedback from external and internal city partners to remain in alignment.
Throughout Phase Two, HSD will continue to provide progress updates to the community at regularly held
public meetings. At these meetings, residents can evaluate the success of the new system within their
community and provide valuable feedback which will be responded to through a formal process. Using
the community engagement process, the Data Science Administrator should ensure Santa Monica
residents fully understand the proposed outcome measurement system and implementation plan.
At the same time, HSD should seek buy-in and feedback from service providers, domain specific boards,
commissions, and advisory bodies. Concerns around privacy, stigma, and easy access to life-sustaining
services should be addressed. Without sacrificing required functionality, HSD should incorporate feedback
from external HSD partners into the outcome measurement design.
As important as external stakeholder buy-in is, consensus from internal HSD partners is also essential.
The varying missions of different departments may come into conflict during this process and the Data
Science Administrator will need to meet with internal partners—including interdepartmental partners and
community stakeholders—to collect feedback. It is important to meet with the internal City users of the data
to determine if the new data will introduce new constraints. For example, if a performance management
goal or SamoStat metric is dependent upon access to a HSD data element, then the team will want to
understand the potential impact before making any changes to that particular element.
The Community Engagement Process
ATTACHMENT B
Santa Monica Human Services Division Recommendations 16
Phase Three: Implement
During the final phase of the recommendation, the City will begin a phased implementation of the outcome
measurement system. HSD will incorporate the new system into the decision-making process for allocating staff
resources. In addition, HSD will design a structure of escalating support to help service providers improve their
projects. By the end of Phase Three, the City of Santa Monica will have achieved its goal of improving data
collection and project outcome analysis to enhance the lives of project participants.
ACTION 11: Implement the Outcome Measurement
System
Implement the outcome measurement system over an 18-month period.
The optimal method for implementation is a phased approach. Any new procedure requires real-
world testing to identify errors and inefficiencies. Using a subset of pre-selected projects to assist with
this task will minimize disruptions and negative experiences with the new process. Building momentum
through early success will support the adoption of the new technology and procedures. Finding service
providers that have previously demonstrated highly effective staff, excellent administrative capacity, and a
willingness to partner with the City on new projects will enable swift identification of actual problems and
minimize risks that may contribute to project failure.
ACTION 12: Incorporate System into Decision-
Making
Incorporate the outcome measurement system into the decision-making process for allocating
HSD staff resources.
As the phased rollout progresses, HSD must integrate the resulting data into the decision-making process.
Grant agreements should require participation in the new outcome measurement system and technology
solution, and funded staff positions should incorporate timely data entry as a part of annual evaluations.
In addition, HSD’s process for awarding new and renewal grants should incorporate how HSD projects
meet expectations related to the outcome measurement system. Once a majority of service providers use
the outcome measurement system, HSD can begin to understand new baseline requirements and goals
for both the delivery of units of service and the effectiveness of each project. Community partners, service
providers, and other stakeholders should review these requirements and goals to ensure buy-in to the
process and the achievability of new targets.
ACTION 13: Project Support
Design a schedule of escalating programmatic support for service providers.
Over time, these new performance expectations and metrics should be incorporated into the regular
management of service providers and grantees. HSD can encourage participation and assist struggling
3
ATTACHMENT B
Santa Monica Human Services Division Recommendations17
projects as it gains insight into the operational capacity of projects. If projects are struggling, HSD can
offer programmatic support for those service providers.
HSD can support projects by helping them carve out distinct achievable goals, understand progress
towards those goals, and encourage commitment to creative new solutions. HSD should have a set
of resources available to assist providers with different challenges that emerge. Returning to resources
developed in Phase One, the engagement of subject matter experts will assist HSD in targeting the correct
resources. Modes of support likely include monitoring for contract compliance, providing opportunities for
project staff professional development, ensuring access to subject matter experts, and supplying technical
assistance.
Additional HSD recommendations may include coaching, administrative support, technical assistance,
or corrective actions. HSD can provide access to the network of experts, or professional development
opportunities, improve their assessment instruments or data entry capabilities, or make structural or project
design changes. In this way, HSD can help transform the effectiveness and success of struggling projects.
Many projects will likely welcome access to these opportunities and a structured schedule of escalating
interventions ensures all providers and HSD maintain shared expectations throughout the grant period.
Conclusion
After completing the three-phase recommendation, the City will have implemented a new outcome
measurement system, integrated a technology platform, enhanced staff capacity to measure project
outcomes, and hired a leader in the Data Science Administrator to evolve the system. The City’s
ability to measure project success will be enriched by a greater understanding of outcomes and new
comprehensive techniques for measuring and processing the data collected. The system will allow the City
and HSD to improve their decision-making process, manage human service projects, and assist struggling
projects. These decisions will lead to stronger choices that benefit the entire Santa Monica community as
they receive needed services.
Moreover, the City of Santa Monica will join communities around the nation as a pioneer of data-driven
policymaking. The City will become a model of how to successfully combine data, project effectiveness,
and technology to proactively deliver the best possible human services. The path forward is clear as the
City uses this opportunity to improve human service delivery, enhance their decision-making process, and
transform their approach to system design.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 18
City of Santa Monica Service Provider Survey
In order to comprehend the current state of data collection and use, an online survey was sent to the
City of Santa Monica’s HSGP grantees in February 2017. The survey was sent to seventeen providers
and fifteen responded. It looked at agency composition, agency management, data collection, and the
technology that these agencies currently use. It also sought to understand how a community wide client
management system could support each agency’s needs and to ensure availability of the resources
needed for successful operations.
The first section of the survey examined agency composition. Providers were asked about their target
populations, the types of services they provide, their clients, and how they track the total number of services
provided. The survey found that the respondent agencies are diverse in who they serve and can be
dramatically different in the volume of services offered. For instance, while one agency served 25,000
people in a year, another agency served 64 clients.
The second section of the survey concentrated on agency management. Providers were asked how
they update their policies and procedures and at what level they engage in policy decisions. Results
demonstrated that the majority of agencies (66%) reviewed and updated their policies and procedures
annually. Furthermore, agency involvement in City, state, and federal policy decisions varied, with
agencies more engaged in collaborations with local service providers than federal policy decisions.
The third section of the survey centered on data collection and usage. Providers were asked whether they
utilized an electronic data collection tool, what specific software solutions they use, the main benefits they
hope to gain from using a City supported platform, and potential barriers to implementing a community
wide data system at their agency. Respondents indicated a range of data collection tools, from the widely
accessible Microsoft Excel to highly configured systems like the Homeless Management Information
System (HMIS), along with numerous funder specified systems like CliniTrak. The possible benefits they
identified were increased collaboration with other service providers, better communication, and better
understanding of client needs.
The fourth and final section of the survey focused on each agency’s technology status. Providers were
asked who in their agency was responsible for keeping data secure, what type of IT staff they employ,
and the name of their leading IT staff person. The results found that most agencies have at least part-time IT
staff, with two agencies reporting that they have no dedicated IT staff.
The greatest takeaway from the survey was that the needs and resources of the agencies vary significantly.
The surveys were followed by in person interviews with a sample of grantees. Based on the information
gathered, Canavan Associates and HSD were able to proceed with an improved understanding of the
current state of HSD-funded providers and create a recommendation that better suited these agencies.
App
e
n
d
i
x
A
ATTACHMENT B
Santa Monica Human Services Division Recommendations19
A
p
p
e
n
d
i
x
B
City of Santa Monica Staff Discussion Guide
Describe how you understand the benefits and structure of single platform, participant level data.
Discuss possible drawbacks, open discussion to gauge understanding of underlying concepts
and capacity.
Discuss data usage. What is the purpose of program data? What potential pitfalls and
opportunities do you see with using participant level data for reporting? Daily/weekly/
monthly/annual opportunities to use data? What policies/initiatives (fed/state/local) will
benefit the most from new data driven insights?
How well does your portfolio articulate success and failure of project participants? How do
you define success/failure of the grantee/project? Are these measurable? How so/not? Any
recommendations for what data should drive those determinations?
What do you perceive as the commitment by agencies to demonstrate their program outcomes?
Defined measurable outputs? Articulated goals? Measurable outcomes?
What is your confidence level in the agencies measuring their program performance accurately?
Discuss concerns and how a data system could improve the quality and usefulness of the data.
Discuss challenges of how the agencies measure program capacity (number beds/slots).
What’s going to be the biggest challenge to projects in your portfolio implementing this
system? What support can the City structure/make available to assist in meeting those
challenges? What resources would you like to have for yourself to assist in ensuring a successful
implementation?
Is there anything you wanted to talk about that we did not get a chance to cover? Any key
people in the agencies who you think might be helpful to launching and supporting this project?
Can we reach out to them at some point?
1
2
3
4
5
6
7
ATTACHMENT B
Santa Monica Human Services Division Recommendations 20
Santa Monica Service Provider Discussion Guide
Interviewer will conduct interview with survey in hand and ground questions in survey responses.
Describe benefits and structure of single platform, participant level data as an abstract concept.
Discuss possible drawbacks, open discussion to gauge engagement and understanding of
underlying concepts.
Discuss mission of organization. Demonstrate knowledge of operations and/or goals. Do
these tie into larger national goals or overarching schemas? Engage to determine how rigorous
agency’s commitment is to outcomes. Defined outputs? Correct formulation of outcomes
(change accomplished)? How does the agency actually measure that change?
How does the agency understand success and failure of project participants?
Diving deeper into discussion of outputs and outcomes. How long has the agency used the
framework (if using)? What analysis is done on the data and how rigorous is this analysis? Has
the agency updated outcomes or measures based on experience?
How does the agency’s mission and outcomes align/not align with the City’s Cradle to Career
Initiative? Opportunity Youth? Other significant City of Santa Monica initiatives?
Review the population selections that the agency made on the survey. Discuss population
specific goals. Review service provided selections from survey; discuss service outcomes and
measures.
Review scale of services (number beds/slots) discuss how the agency measures projects at
capacity, below capacity, and how service demand informs project scale decisions.
Based on scale, what kinds of special considerations to timing of data collection (scan cards vs.
interviews, sampling plan vs. every client, live data entry vs. delayed data entry).
1
2
3
4
5
6
7
8
App
e
n
d
i
x
C
ATTACHMENT B
Santa Monica Human Services Division Recommendations21
A
p
p
e
n
d
i
x
D
Steps to a Standardized Reporting Platform
The City of Santa Monica currently employs an offline process to collect the various data elements
included in the project and fiscal status reports required by City-funded agencies. This data is
aggregated at the project level, duplicated within projects, and is not longitudinal. Even with these
constraints, moving this process to a simple web-enabled database will immediately allow HSD to more
swiftly analyze data in response to grant applications, public inquiries, and service provider requests.
The requisite level of skill to produce such a system currently resides within ISD. The privacy implications
for this data are minimal as no personally identifiable data and very little sensitive data are being
collected. Further, the level of effort to design, implement, and sustain this system should be minimal.
Electronic data collection and reporting tools must articulate the need or business requirements of the
system users. The primary goals are:
City staff receives aggregate project data in an electronic format;
City staff can export the aggregate data to review performance of individual projects or across
multiple projects; and
Agency staff have a simple way to submit aggregate data to HSD.
To achieve these goals, the following describes the functional requirements, testing process, and
implementation steps.
THESE FUNCTIONAL REQUIREMENTS DESCRIBE THE WAY IN WHICH THE
STANDARDIZED REPORTING PLATFORM SHOULD BEHAVE OR PERFORM:
a.General:
i.Low cost hosting either internally by the City of Santa Monica or through an existing
provider that offers hosting solutions to the City;
ii.Web-based interface for end users, compatible with low bandwidth devices;
iii.Easy to use digital forms that are consistently available online and require minimal
training;
iv.Web-based interface for end users;
v.Allows for interface workflow or sequence of data collection questions to be
adjusted;
vi.Customization of questions and response values by City staff;
vii.Easily set-up collection forms with minimal training;
viii.Automatically assign a unique record number for each submission;
ix.Create automated log of when data is submitted and who submitted the data;
x.Display automatic flags for potential data quality issues (e.g. blank fields);
xi.Allow end user to correct data entry issues.
1
1
2
3
GOAL
A uniform electronic
submission process
for Human Services
project status
reports, permitting
staff to receive
agency data in a
format that allows
for easier analysis
and portfolio-wide
reporting.
ATTACHMENT B
Santa Monica Human Services Division Recommendations 22
App
e
n
d
i
x
D
DESIGN REFERENCE FOR THE STANDARDIZED REPORTING PLATFORM:
a.The goal is a low-cost form similar to Google Forms or Survey Monkey;
b.Design a simple back end database and front end user interface for data entry and for
running reports that can be exported in common file formats;
c.Set up reporting form with common questions and response categories;
d.Develop a simple data entry and report guide with sample report form.
HSD FORMS DEPLOYED IN THE STANDARDIZED REPORTING PLATFORM:
a.Existing reporting structures can be replicated in the new online forms;
b.Forms will use existing reporting requirements with minimal additions.
TEST THE NEW STANDARDIZED REPORTING PLATFORM:
a.Select two or three projects that will represent the array of agencies currently reporting to
the City of Santa Monica;
b.Train agency/project staff to use the new reporting tool;
c.Train selected City staff to review and export project data from the tool;
d.Have projects make submissions for three consecutive months;
e.Assess solution:
i.Does data entry process work as expected for both City of Santa Monica staff and
end users at the agencies?
ii.Does the data export as anticipated?
iii.Are exports usable and do they meet the goals of the reporting solution?
f.Make necessary adjustments to selected software solution and retest.
IMPLEMENT THE NEW STANDARDIZED REPORTING PLATFORM:
a.Create instructions for collecting and submitting uniform data based on final iteration;
b.Provide training and support to City staff and end users at agencies;
c.On selected “go live” date, all agencies will transition to the new reporting solution and
will be required to submit aggregate data through the new reporting process.
2
3
4
5
ATTACHMENT B
Santa Monica Human Services Division Recommendations23
A
p
p
e
n
d
i
x
E
FTC Fair Information Practice Principles (FIPPs)
There are common privacy principles adopted and promoted by the Federal Government that are
used across the country. These basic principles can be used to help ground and inform discussions
on fair data collection and usage activities in Santa Monica. An updated version of these principles
can be found in the 201 1, Fair Information Practice Principle (FIPPS). The principles are a foundation for
understanding privacy and developing policies specific to the data collection and usage. The following
is an excerpt from this update.
a.Access and Amendment. Agencies should provide individuals with appropriate
access to PII and appropriate opportunity to correct or amend Personal Identifiable
Information (PII).
b.Accountability. Agencies should be accountable for complying with these principles
and applicable privacy requirements, and should appropriately monitor, audit, and
document compliance. Agencies should also clearly define the roles and responsibilities
with respect to PII for all employees and contractors, and should provide appropriate
training to all employees and contractors who have access to PII.
c.Authority. Agencies should only create, collect, use, process, store, maintain,
disseminate, or disclose PII if they have authority to do so, and should identify this
authority in the appropriate notice.
d.Minimization. Agencies should only create, collect, use, process, store, maintain,
disseminate, or disclose PII that is directly relevant and necessary to accomplish a
legally authorized purpose, and should only maintain PII for as long as is necessary to
accomplish the purpose.
e.Quality and Integrity. Agencies should create, collect, use, process, store, maintain,
disseminate, or disclose PII with such accuracy, relevance, timeliness, and completeness
as is reasonably necessary to ensure fairness to the individual.
f.Individual Participation. Agencies should involve the individual in the process
of using PII and, to the extent practicable, seek individual consent for the creation,
collection, use, processing, storage, maintenance, dissemination, or disclosure of PII.
Agencies should also establish procedures to receive and address individuals’ privacy-
related complaints and inquiries.
g.Purpose Specification and Use Limitation. Agencies should provide notice
of the specific purpose for which PII is collected and should only use, process, store,
maintain, disseminate, or disclose PII for a purpose that is explained in the notice and is
compatible with the purpose for which the PII was collected, or that is otherwise legally
authorized.
h.Security. Agencies should establish administrative, technical, and physical safeguards
to protect PII commensurate with the risk and magnitude of the harm that would result
from its unauthorized access, use, modification, loss, destruction, dissemination, or
disclosure.
i.Transparency. Agencies should be transparent about information policies and
practices with respect to PII, and should provide clear and accessible notice regarding
creation, collection, use, processing, storage, maintenance, dissemination, and
disclosure of PII.¹
¹ National Strategy for Trusted Identities in Cyberspace, Enhancing Online Choice, Efficiency, Security, and Privacy at Appendix A
(201 1), https://www.hsdl.org/?view&did=7010
ATTACHMENT B
Tasks Task Owner Duration
(Days)
Level of Effort
in Hours Y1M1 Y1M2 Y1M3 Y1M4 Y1M5 Y1M6 Y1M7 Y1M8 Y1M9 Y1M10 Y1M1 1 Y1M12
Task ID Project Design Phase 1
1.1
Ac
t
i
o
n
1
-
P
r
o
j
e
c
t
L
a
u
n
c
h
Articulate key attributes and skills required of an implementation consultant along with proposed deliverables Human Services Division
(HSD)30 15
1.2 Implement a procurement process and hire an implementation consultant City of Santa Monica 45 3
1.3 Enter into a contract with an implementation consultant (please note that if it takes longer than anticipated for
the City to execute a contract, the timeframe for other tasks may need to be adjusted)City of Santa Monica 30 3
2.1
Ac
t
i
o
n
2
-
H
i
r
e
a
D
a
t
a
S
c
i
e
n
c
e
A
d
m
i
n
i
s
t
r
a
t
o
r
Announce open position for Data Science Administrator with business expertise in human services and exper-
tise in data analytics HSD 30 5
2.2 Use practical, skill-based interviews to ensure hiring the correct candidate HSD 30 80
2.3 Select and hire the top candidate HSD 14 15
2.4 Orient the new Data Science Administrator to city practices and the outcome measurement system
implementation plan HSD 14 40
3.1
Ac
t
i
o
n
3
-
C
o
m
m
u
n
i
t
y
En
g
a
g
e
m
e
n
t
Identify clear goals for engagement HSD 10 3
3.2 Determine the time and location of community meetings and decide on metrics that define a successful
meeting HSD 10 5
3.3 Hold monthly community meetings on the scheduled dates to share knowledge about project design and
project success HSD Ongoing 67.5
4.1
Ac
t
i
o
n
4
-
B
u
i
l
d
a
n
d
E
x
p
a
n
d
Ne
t
w
o
r
k
o
f
E
x
p
e
r
t
s
Build a network of local subject matter experts (SMEs) to provide insight on the design and administration of
services provided, and on design and measuring services HSD 90 60
4.2 Provide SMEs and Academics with access to data sources or study opportunities that can foster a long-term
relationship HSD Ongoing 92
5.1
Ac
t
i
o
n
5
-
O
u
t
c
o
m
e
P
i
l
o
t
Work with the implementation consultant to form an HSD staffed workgroup and begin facilitating weekly
meetings HSD 7 5
5.2 Come to consensus on which three existing HSD grantee projects to measure and how to execute and
evaluate the pilot project HSD Workgroup 60 25
5.3 Define the intended outcomes for each project, determine specific data to collect, decide the reasonable
burden expected of service providers to collect data, and design a method for evaluating the project HSD Workgroup 30 35
6.1
Ac
t
i
o
n
6
-
I
m
p
l
e
m
e
n
t
I
n
t
e
r
i
m
Re
p
o
r
t
i
n
g
S
o
l
u
t
i
o
n
Utilize a simple process to inventory data currently collected by providers and submitted to the City Data Science
Administrator (DSA)30 20
6.2 Design an interim reporting solution to deploy immediately, taking advantage of the City’s existing software
and data DSA 30 30
6.3 Implement the interim reporting solution DSA 90 30
Project Design Phase 1 - Engage ATTACHMENT B
Tasks Task Owner Duration
(Days)
Level of Effort
in Hours Y2M1 Y2M2 Y2M3 Y2M4 Y2M5 Y2M6 Y2M7 Y2M8 Y2M9 Y2M10 Y2M1 1 Y2M12
Task ID Project Design Phase 2
7.1
Ac
t
i
o
n
7
-
L
i
b
r
a
r
y
of
O
u
t
c
o
m
e
s
Incorporate lessons learned from the pilot project and community engagement to determine a thorough library
of outcomes DSA 60 90
7.2 Document project operations and identify the best-fit outcome measure for each service provider HSD 30 40
8.1
Ac
t
i
o
n
8
-
S
y
s
t
e
m
D
e
s
i
g
n
Analyze the current capacity of City data resources to populate specific outcome metrics HSD 60 30
8.2 Identify any metrics unsupported by current data resources HSD 60 15
8.3 Determine ideal sources for unsupported metrics HSD 60 20
8.4 Identify the anticipated cost of developing missing data HSD 14 5
8.5 If ideal sources include sensitive, personally identifiable information, work with stakeholders to reduce or
eliminate privacy concerns DSA 90 15
8.6 Assemble a complete set of functional and technical requirements that can be implemented and tested against DSA 60 25
8.7 Identify efficiencies to be leveraged (i.e. adjusting workflow, program assumptions into application
specifications, utilizing existing data in new ways)DSA 30 20
8.8 Identify opportunities for automation and technology to relieve service providers of data collection burdens DSA 30 10
8.9 Make a determination about building, acquiring, or leveraging existing technology to deliver the required
functionality DSA and HSD 30 30
8.10 Evaluate prospective products to ensure they will meet functional and technological requirements DSA and HSD 30 60
8 .11 Synthesize information from requirements gathering process into a coherent program that can be systematized
and implemented within 18 months DSA 30 25
9.1
Ac
t
i
o
n
9
-
P
r
i
v
a
c
y
Ensure the proposed solution uses aggregate, unduplicated, and anonymous data as well as statistical and
cryptographic procedures DSA 15 10
9.2 Review City rules, FIPPS, and other resources to set clear use and disclosure expectations, for the City, service
providers, end-users, and service participants DSA 180 20
9.3 Determine what policies and procedures will be developed prior to public engagement DSA 90 15
9.4 Facilitate discussions with the public on privacy and policies that require external stakeholder buy-in DSA 60 30
9.5 Document policies and procedures covering privacy, data use, grievance procedures with stakeholders and
SME’s DSA 60 15
9.6 Determine and document clear authority regarding who within the City owns the system, who is authorized to
make changes, and how changes will be communicated DSA 60 10
9.7 Ensure the proposed solution meets privacy standards DSA 30 15
10.1
Ac
t
i
o
n
1
0
-
C
o
n
t
i
n
u
o
u
s
I
n
t
e
r
n
a
l
a
n
d
E
x
t
e
r
n
a
l
F
e
e
d
b
a
c
k
Over the series of regular community meetings (continued from Phase 1), provide regular progress updates to
the community DSA Ongoing 18
10.2 Provide the community with documents that articulate clear expectations about its role in the development of
the outcome measurement system DSA 5 20
10.3 Meet with external partners to ensure it is understood, assess level of buy-in, and determine if the new data
introduces new constraints DSA 90 40
10.4 Meet with internal City partners to ensure it is understood, assess buy-in, and determine if the new data
introduces new constraints DSA 14 5
10.5 Identify and implement steps to mitigate constraints DSA 90 50
10.6 Resolve any re-use issues (e.g. privacy, stigma, and easy access to life-sustaining services) among external
and internal partners that may be a result of using data in a way not originally intended DSA 180 50
10.7 Set internal policy that ISD and HSD review the system on a regular schedule DSA 30 10
10.8 Set policy to incorporate new projects into the system as they are developed DSA 30 15
10.9 Provide HSD a formal project plan, milestones, phased roll-out of the outcome measurement system and any
procurement process for the an appropriate solution DSA 27 50
10.10 Determine if mobile applications or other modality is necessary for data acquisition DSA and HSD 549 40
Project Design Phase 2 - Design ATTACHMENT B
Tasks Task Owner Duration
(Days)
Level of Effort
in Hours Y3M1 Y3M2 Y3M3 Y3M4 Y3M5 Y3M6 Y3M7 Y3M8 Y3M9 Y3M10 Y3M1 1 Y3M12
Task ID Project Design Phase 3
11.1
Ac
t
i
o
n
1
1
-
I
m
p
l
e
m
e
n
t
t
h
e
O
u
t
c
o
m
e
Me
a
s
u
r
e
m
e
n
t
S
y
s
t
e
m
Develop a phased implementation schedule across the portfolio of projects DSA 30 25
11. 2 Select a sub-set of projects with highly-effective staff, administrative capacity and willingness to partner in
implementing and testing the system DSA 30 10
11. 3 Prepare, train, and implement the new outcome measurement system with the pilot Phase 1 projects DSA 60 120
11. 4 Test for errors and inefficiencies among projects in the first phase of the implementation DSA 60 60
11. 5 Prepare, train, and implement the new outcome measurement system with the next phase of projects DSA 30 70
11. 6 Test for errors and inefficiencies among projects in the second phase of the implementation DSA 60 40
12.1
Ac
t
i
o
n
1
2
-
I
n
c
o
r
p
o
r
a
t
e
S
y
s
t
e
m
i
n
t
o
De
c
i
s
i
o
n
M
a
k
i
n
g
Once projects consistently and successfully participate in the new system, integrate resulting data into HSD
process to embed system use at the institutional level DSA N/A 40
12.2 Ensure grant agreements require agency participation and that the agency implements policy that staff posi-
tions incorporate timely data entry as an element of annual evaluations DSA 546 20
12.3 Ensure the process for awarding new and renewal grants from HSD include meeting expectations related to
the outcome measurement system DSA N/A 15
12.4 Set baseline requirements and goals for both the delivery of units of service and the effectiveness of the project
once there is sufficient coverage of a majority of service providers DSA 79 40
12.5
Facilitate review of baseline requirements and goals for unit and service delivery by community partners, high
functioning service providers, and other stakeholders to ensure buy-in to the process and assess the reason-
ableness of new targets prior to formal implementation
DSA 79 30
13.1
Ac
t
i
o
n
1
3
-
P
r
o
j
e
c
t
S
u
p
p
o
r
t
Implement a set of resources (i.e. technical assistance, funding, capacity building materials) to assist providers
with different challenges that emerge. HSD Ongoing Ongoing
13.2 Engage subject matter experts to assist HSD in targeting the correct resources HSD Ongoing Ongoing
13.3 Monitor for contract compliance, providing opportunities for project staff professional development, ensuring
access to subject matter experts, and supplying technical assistance HSD Ongoing Ongoing
Project Design Phase 3 - Implement ATTACHMENT B
ATTACHMENT B
1
Vernice Hankins
From:PNA90404 <pna90404@gmail.com>
Sent:Monday, January 21, 2019 5:09 PM
To:Clerk Mailbox; Lane Dilg; councilmtgitems
Subject:8.A. Ten-Year Financial Forecast
City Council Regular Meeting 1/22/201 Agenda Item 8:A
Dear City councilors and Attention City Attorney Lane Dilg.
In this 10 year financial forecast you intend to Renew grant funding for two years for the Human Services Grant
Program which includes funding OPCC dba The People Concern. , Please do the work a city council is
required to do as a sitting elected body and protect all its citizens and residents weather they be homeless,
educated or uneducated, white, black, brown or the new orange and protect them from rape, sexual violence and
abuse no matter what their place of origin originally be that is reported to be happening with the use Public
funding from you the City of Santa Monica City Council Human Services Grant Funds.
Make City funding of homeless services providers contingent upon the facilities and programs
passing a professional annual review of ADA compliance.
Establish an ordinance spelling out the minimum standards of care for homeless and supportive
services providers.
Establish a shelter monitoring committee to enforce the above ordinance and provide advocacy
services for clients (Legal Aid is of no help to OPCC clients).
Regularly collect and evaluate feedback directly from homeless and supportive services program
participants in an effort to improve the quality of the homeless and supportive housing services that
are publicly funded.
Include practical, functioning measures of accountability for homeless and supportive housing
services providers in all future grant agreements in order to assure proper oversight which is currently
nonexistent.
Please do your duty and find a care facility/ organization to run Santa Monica's homeless shelter-s.
Yours Sincerely: Cris McLeod Pico Neighborhood Association Chair
Item 8-A
01/22/19
1 of 35 Item 8-A
01/22/19
1
Vernice Hankins
From:David Morris <dhmdjm4@gmail.com>
Sent:Monday, January 21, 2019 8:21 PM
To:councilmtgitems; Council Mailbox; Council Mailbox
Cc:Alisa Orduna; Margaret Willis; Setareh Yavari; Rick Cole; Anuj Gupta
Subject:public comment item 8A - Human Services Grant extension - 1/22/19 City Council
meeting
Attachments:thermostat 62 degrees.jpeg; D's HUD comlaint as filed.pdf
Dear Santa Monica City Council,
I am submitting this public comment in regards to item 8A, and specifically the extension of the
Human Services Grants for the different social service programs in Santa Monica, including OPCC
dba The People Concern.
I find it inconceivable that the Santa Monica Council is about to extend the funding to OPCC dba
The People Concern without having addressed the serious failures of this organization, e.g. client
warehousing, neglectful care towards the seniors and the handicapped and mentally ill clients, and
the civil rights violations including at Samoshel, which is an OPCC-run transitional housing facility
on City property. The City is failing its citizenry by not addressing these issues but instead handing
out more money to the organization to enable it to continue this corruption.
In the two years I have been a client at Samoshel's Respite Bed Program I have been directly
associated with five clients who died due to OPCC's neglect and failure to follow through with the
social services needed for these individuals. Only one of these clients, Richard Segura, was a senior
and a lifelong Santa Monican. Seven months ago Richard reached out to the Los Angeles County
Board of Supervisors and he testified to the incompetence and neglect he experienced at OPCC.
Richard passed away recently after OPCC refused to house him and failed to refer him to another
organization even though he was a disabled senior citizen and a Santa Monican. He developed a leg
infection while living in his van, which led to complications ultimately resulting in his death.
Here's the testimony of OPCC dba The People Concern clients before the Los Angeles County
Board of Supervisors on May 15, 2018 - including Richard Segura's testimony at 7:09 in:
https://www.youtube.com/watch?v=0-EYPEGuF-o&t=17s
For the last twenty or so years, OPCC dba The People Concern has been run by Executive Director
John Maceri who mismanages the organization at the cost of the homeless clients' health and
safety, and condones the broken and corrupt system at OPCC. The premise of the OPCC system is
to use as little money as possible for the benefit of the clients, while securing as much as possible in
public funding and private donations which apparently are used to expand OPCC's real estate
portfolio and salaries instead of utilizing a fair percentage of funds toward the social services for
the clients. According to the most recent 990 tax form filed by OPCC, 68% of the annual revenue
Item 8-A
01/22/19
2 of 35 Item 8-A
01/22/19
2
goes to employee salaries and benefits. How can a social services organization accomplish anything
while using only 32% of its revenue towards the services it is supposed to render?
For the City to be on notice of this situation for at least two years, and now be willing to overlook
the serious complaints, and rubber-stamp another two years of funding for this organization without
employing any checks and balances amounts to the City's being complicit in the neglect and abuses
of the vulnerable citizens it is supposed to protect and assist.
The City needs to install a citizens' oversight committee to oversee all social services programs in
Santa Monica so that the social services system can be transparent through effective oversight, and
the needs of the citizens can be met. Currently there is no oversight mechanism whatsoever, and the
Santa Monica Social Services Commission in particular has failed to provide the required annual
assessments of the social services for at least the past five years. The assessment to be performed
by City-contracted firm of Canavan Associates over the next three years will not meet the
immediate need for action in regards to the current egregious problems at OPCC dba The People
Concern, which must be solved without further delay.
Enclosed please find my emails to the Santa Monica Social Services commission, and to the
Director of The Los Angeles Department of Public Health, which I submit as part of this public
comment.
Sincerely,
David Morris
----------------------------
From: David Morris <dhmdjm4@gmail.com>
Date: Mon, Dec 17, 2018 at 1:29 AM
Subject: Public comment - agenda items 3 and 4 - Social Services Commission 12/17/18
To: Setareh Yavari <Setareh.Yavari@smgov.net>, Bill Parent <bill.parent@smgov.net>
Cc: <brian.stedge-stroud@smgov.net>, <anamaria.jara@smgov.net>, <elaine.barringer@smgov.net>,
<jennifer.cowan@smgov.net>, <nancy.coleman@smgov.net>, <winifred.wechsler@smgov.net>,
<stacy.dalgleish@smgov.net>, <eric.stoff@smgov.net>, Margaret Willis <margaret.willis@smgov.net>, Rick
Cole <rick.cole@smgov.net>, Anuj Gupta <anuj.gupta@smgov.net>, Alisa Orduna
<alisa.orduna@smgov.net>, <sue.himmelrich@smgov.net>, <council@smgov.net>,
<michael.soloff@smgov.net>, <james.kemper@smgov.net>, <anjuli.katz@smgov.net>,
<loren.bloch@smgov.net>, Marielle Kriesel <marielle.kriesel@smgov.net>, June Hagen
<june.hagen@smgov.net>, <lauri.ringer@smgov.net>, Elizabeth Anderson <elizabeth.anderson@smgov.net>,
<barry.engelman@smgov.net>
Dear Social Services Commission and City Staff,
There is an ongoing systemic problem with OPCC dba The People Concern offering
services but not fulfilling their role by following through with the services but rather
warehousing clients in their interim housing facilities for years at a time, while collecting
Item 8-A
01/22/19
3 of 35 Item 8-A
01/22/19
3
vast funding and investing it in real estate instead of the facilities which are now being run
on a bare-bones budget in order to accommodate the investments in real estate ventures.
The City has been on notice of this problem but does not seem to be willing to address it.
The City needs to take an active role in requiring that social services organizations within
City borders fulfill their contractual obligations to provide social services within a
reasonable amount of time and at a professional level while abiding by applicable laws,
which is required by the generous Human Services grant they receive. There needs to be
effective monitoring and enforcement of grant compliance to ensure that the City’s
fiduciary duties to the residents are fulfilled.
The City would be well advised to seek out new social service providers to break the
monopoly of OPCC dba The People Concern and its stronghold within the City. Currently
the City is codependent on OPCC dba The People Concern, which has created a conflict
of interest.
Additional service providers would bring forth healthy competition, provide for better
outcomes and more social services, especially to the native Santa Monicans, who seem to
be left out by OPCC dba The People Concern as pertaining to expediting services for
them, and often are turned away altogether as less profitable clients/cases.
Continuing to fund OPCC dba The People Concern is only going to aggravate this
problem, especially now that the organization abandoned its roots as a Santa Monica
based neighbors-helping-neighbors organization, changed its name and moved the
majority of its operations to Los Angeles. It is common knowledge that the organization’s
decision to change its name is partially dictated by the desire to distance themselves from
the bad reputation as a failed social services provider and a poor and negligent employer
failing to support their own staff or offer adequate compensation to their base staff.
The 2017 LAHSA monitoring review of OPCC dba The People Concern included the
following finding:
1.Internal Controls:
a. Failure to follow internal controls/inadequate internal controls.
b. Inadequate written policies and procedures - repeat issue also reported in prior year.
2. Financial Management:
a. Not in compliance with required contractual provisions.
b. Under utilization of program funding (Continuum of Care) - failure to utilize all
program funds in accordance with the contract budget.
3. Participant Eligibility Documentation Compliance:
a. Insufficient documentation of homelessness.
b. Insufficient documentation of reported outcomes - repeat issue also reported in
prior year.
Item 8-A
01/22/19
4 of 35 Item 8-A
01/22/19
4
4. Unmet performance targets - repeat issue also reported in previous year.
5. Noncompliance with contract provisions.
Please note that those alarming findings are for the most part repeat ones from the prior
year, which points to LAHSA not being effective at eradicating them. Santa Monica as a
local funding agency needs to step up and enforce the contracts already on the books
which would cause OPCC dba The People Concern to come in line or lose their contracts.
The Social Services Commission has been evading fulfilling its responsibility to address
the many problems with OPCC dba The People Concern or address the feedback
received by multiple clients about the agency. Even now the Commission merely created
an Ad Hoc committee to provide input and analysis of the 2018 Staff Report on
Homelessness where the entire Social Service Commission should give its whole
attention to homelessness related issues as they are the most prominent and urgent
social issue in the City that needs to be addressed. The Ad Hoc Committee also operates
outside of the Brown Act, which prevents the public from fully participating in the process
of solving the problems at hand as expected in a democratic transparent city government.
The Santa Monica Municipal Code is clear on the Commission’s role and duties:
Article
2 ADMINISTRATION
Chapter
2.60 SOCIAL SERVICES COMMISSION
2.60.010
Findings and purpose.
The City Council finds and declares:
(a) The City annually expends funds on the provision of social services to residents of
the City.
(b) The need for social services increases at the same time that Federal and State
funds for social services decrease.
(c) Each year the City is requested to provide funds to agencies and programs in
excess of the funds available for social services.
(d) It is the policy of the City that funds for social services be distributed in a manner
that will maximize the direct benefits to residents in need of such services.
(e) It is the policy of the City that distribution of funds for social services be based on a
planned system in order to maximize efficient use of resources and minimize duplication
of services.
Item 8-A
01/22/19
5 of 35 Item 8-A
01/22/19
5
(f) There is a need for the regular and ongoing assessment of social service needs
and of those programs delivered in the City by service providers including the City, County
of Los Angeles and private organizations.
(g) There is a need for citizen participation in the process of evaluating and funding
social service programs.
(Prior code § 2920; added by Ord. No. 1241CCS, adopted 1/12/82)
Article
2 ADMINISTRATION
Chapter
2.60 SOCIAL SERVICES COMMISSION
2.60.030
Powers and duties.
The Commission shall have the power and the duty to:
(a) Schedule periodic hearings to determine the unmet social service needs of the
residents of the City.
(b) Recommend to the City Council policies to guide the provision of social services to
residents of the City and review and comment on procedures developed by the City
Manager for the development of a comprehensive delivery system to provide social
services.
(c) Recommend to the City Council specific social service programs necessary to serve
the unmet needs of the residents of the City.
(d) Review the City Manager’s proposed budget for social services and make its
recommendations thereon to the City Council.
(e) Prepare an annual assessment for the City Council on the extent to which agencies
and programs of the City, County of Los Angeles, and other entities are achieving goals
and objectives for social services.
(Prior code § 2922; added by Ord. No. 1241CCS, adopted 1/12/82)
Article
2 ADMINISTRATION
Chapter
2.60 SOCIAL SERVICES COMMISSION
2.60.040
Cooperation with other groups and individuals.
The Commission shall coordinate its activities with other Boards and Commissions and
shall consult and maintain contact with groups and individuals who are concerned with the
planning and provision of social services.
(Prior code § 2923; added by Ord. No. 1241CCS, adopted 1/12/82)
Item 8-A
01/22/19
6 of 35 Item 8-A
01/22/19
6
Further, the City of Santa Monica 2015-2019 Consolidated Plan states, “The City of Santa
Monica has established a number of commissions staffed by interested citizens to monitor
the needs of specific groups and advise the City Council on the best way to address these
needs.” The Social Services Commission is one of these commissions.
As a resident of almost two years of the Samoshel tent, I have experienced the following
issues: it is cold in the winter (thermostat reading of 62 degrees Fahrenheit at 7am on
12/16/18), hot in the summer (86 degrees Fahrenheit - unsafe for seniors), ungodly
sanitation, inedible food, unsafe conditions including lack of security for seniors and
handicapped people, threats of expulsion from the interim housing facility at the whim of
the untrained staff, shouting at seniors and handicapped people (most recently it
happened to me on 12/12/18 when staff member Myron yelled at me and stated that he
would have me thrown out). The employees do not clean the showers regularly nor
sufficiently, the handicapped clients have to clean them themselves.
The 70-bed facility currently has the staff of seven people and two case workers for three
shifts 24/7, seven days a week. The case management is non-existent thereby completely
shutting down any social services to the clients, which turns a three to six month stay into
a two-year stay waiting to be housed. The staff regularly does not connect clients to
outside services like the State Department of Rehabilitation, job counseling, or Social
Security Administration to apply for retirement or supplemental security income (SSI).
There currently is a client who has undergone chemotherapy and radiation therapy for
cancer who has not been referred to Social Security Administration for supplemental
income even though he has lived here many months. He has received no medical care at
the facility even though he is a Respite Bed client at Samoshel. The fact that OPCC dba
The People Concern is not connecting the clients to available federal and state programs
shows the organization’s lack of concern for the clients including Santa Monica residents.
The County has passed an ordinance to come in effect January 1, 2019 requiring
mandatory licensing and health department inspections. The Social Services Commission
has a responsibility to assure that the City’s social services providers abide by the new
County ordinance, as well as the new sweeping LAHSA programmatic standards that are
coming soon. The Commission needs to get on board with the sweeping reforms of
homeless services which have already been enacted in other cities and have now come to
Los Angeles County. The Commission and the City have been disconnected from the
feedback and requests for assistance by current or former clients of homeless services,
community advocates and leaders who have spoken at the City Council, as well as the
Santa Monica residents who have been repeatedly turned away by OPCC dba The
People Concern.
The City needs to regularly and continuously collect feedback directly from homeless
services recipients in order to be fully informed about their needs and problems. Currently
the City relies solely on marketing and PR claims by OPCC dba The People Concern that
are not based on reality as to the true outcomes and satisfaction rates of the homeless
Item 8-A
01/22/19
7 of 35 Item 8-A
01/22/19
7
service recipients. These claims are aimed at preserving the funding the organization
received. Presently the state of affairs of the homeless services as delivered by OPCC
dba The People Concern is far from acceptable which puts the City and this Commission
in a bad light before the citizenry of Santa Monica for their failure to govern over these
issues with true enforcement.
Enclosed please find a picture of Samoshel thermostats showing 62 degrees Fahrenheit,
and my HUD complaint as filed on November 29, 2018 against OPCC dba The People
Concern, the City of Santa Monica and the County of Los Angeles.
Sincerely,
David Morris
------------------------
From: David Morris <dhmdjm4@gmail.com>
Date: Mon, Aug 13, 2018 at 6:57 PM
Subject: formal complaint about OPCC Respite Bed Program - written response requested
To: <bferrer@ph.lacounty.gov>, <mlecavalier@ph.lacounty.gov>
Cc: <rpalta@scpr.org>, <rpalta@kpcc.org>
Dear Ms. Ferrer and Ms. LeCavalier,
This is to submit an formal complaint to the Los Angeles County Department of Public
Health about the OPCC dba The People Concern Respite Bed Program located inside
Samoshel transitional housing at 505 West Olympic Boulevard in Santa Monica, CA
90401.
This is an extensive complaint that was too long to be filed via the internet where there
is a 1,000 character limit. I also believe it should be considered by the Director of Public
Health rather than just an inspector. Please consider this complaint an addendum and
elaboration of my testimony as presented to the Los Angeles County Board of
Supervisors meeting on May 15, 2018 where I expressed my concerns together with a
number of other patients, former clients and advocates.
The eight minute video clip where I and others gave public testimony about the facility
can be found between 2:59:30 and 3:07:20:
http://lacounty.granicus.com/MediaPlayer.php?view_id=1&clip_id=5175
It is my hope that my complaint as filed with you will receive the attention it deserves,
considering that this issue has been brought forth to the general public through public
testimony and the media such as the the May 9, 2018 KPCC article by Rina Palta and
multiple opinion pieces in the Santa Monica Observer, Santa Monica Outlook and the
Palisadian Post.
Item 8-A
01/22/19
8 of 35 Item 8-A
01/22/19
8
As a disabled senior citizen I have been warehoused at the OPCC dba The People
Concern Respite Bed Program since 1/31/17 with no attendant care, with no permanent
housing in sight even though I came in with a housing voucher that was subsequently
lost by my case manager due to neglect.
Seventeen months ago, on 4/5/17 I slipped and fell on the facility premises and incurred
a spinal burst fracture (L-1 vertebrae) which requires a spinal fusion surgery. My doctor
says I am unable to take upon this surgery until I am in a permanent residence. My
condition has been worsening, I am in excruciating pain, but OPCC dba The People
Concern is not expediting any process towards getting permanent housing for me. I
have filed a reasonable accommodation request but the nonprofit agency does not seem
to understand their responsibilities under ADA. While I am being warehoused at the
Respite Bed Program, the nonprofit the agency collects public funding and donations
without assuring that my medical needs are being met.
Specifically, i would like to present you with the following concerns regarding the OPCC
dba The People Concern Respite Bed Program, which appears to be nothing more than
a vehicle for warehousing senior and handicapped patients for long periods of time
without basic medical care or social service case management:
1. Unsanitary restrooms, used needles in restrooms
The restrooms are dirty and moldy, often have feces on the walls and toilets, at times
they are not cleaned for a few days. Sometimes there are used needles and other drug
paraphernalia in the restrooms. Staff does not enforce the no drugs/alcohol on premises
rule. With the number of beds in the facility (70+) it appears the bathrooms should be
professionally cleaned at least once a day.
2. Incontinent patients, urine odor, soiled linens
Some patients are incontinent but the staff will not change the sheets and as a result the
odor is unbearable. This has been going on with five different incontinent patients for at
least sixteen months. Incontinent patients are not supposed to be admitted in this
program, but they are, for some reason, and are warehoused here. The Respite Bed
Program admission criteria are listed here:
https://california.providence.org/saint-johns/services/respite-bed-program/
3. Excessive temperature, inefficient air conditioning, dirty ducts
Air conditioning for the whole building is running but does not cool down the facility until
about 3am when the outside temperature drops. The temperature appears to be
between the high seventies and low eighties during the day. Staff does not enforce that
doors be closed to keep the temperature low.
Item 8-A
01/22/19
9 of 35 Item 8-A
01/22/19
9
The air conditioning unit has not been serviced this year and the ductwork and AC
registers are filthy. They have not been cleaned in eighteen months that I have been a
patient here. Patients can't breathe, their eyes are irritated and patients often end up
using respirators.
4. TORTURE: Industrial strength lighting and noise in the dorm make it
impossible to sleep or recuperate
The lighting in the dorm consists of six overhead fluorescent lights in addition to the
existing halogen lights that light the whole facility and are on for fifteen hours a day,
which prevents the patients from being able to get a stable rest time as necessary for
recuperation. The lights make up thousands of lumens of light above the sleeping
clients. The lights come on at 6am every morning whether a patient wants to be woken
up at that time or not, which is a civil rights violation.
There is noise throughout the night and foot traffic going through the sleeping room
when staff goes into the storage closet which is adjacent and is accessed through the
room - this happens up to seven times a night after lights out. Staff turns on the lights
when walking through the sleeping room to get to the closet at night, which makes it
impossible to get much rest or recuperate as a Respite Bed Program patient. It is
virtually impossible to get a a good night’s sleep.
The staff office is ten feet away from the sleeping room and all three staff shifts are
constantly talking, communicating with other clients and making noise, which makes it
impossible to sleep even with earplugs. Very often there is excessive profanity by the
staff, which after months on end becomes unbearable.
I hope the LA County Department of Public Health is aware that sleep deprivation is a
form of TORTURE.
5. Safety hazard: lack of lighting in the hallway + unfinished wet floors
When you exit the Respite room, there's a 10-foot hallway that is not lit at all. The lack of
lighting combined with the wet mops left on floor at the end of the hallway creates a
slip/fall hazard especially since the floor is bare concrete.
6. Lack of fresh and nutritious food
The food served here is substandard at the very best, not meeting the daily nutritional
standards for seniors or chronically ill people who are the patients in the Respite Bed
Program. The food is often random donations, leftovers and not fresh. The meals
sometimes consist of a day old Subway sandwich and a bag of chips or a slice of
cheese pizza or frozen barbecue mini meatballs and rice. Most of the days it is slop
transported here from a downtown LA food preparation facility. This is a Respite Bed
Program that houses chronically ill people including seniors but there is no nutritional
Item 8-A
01/22/19
10 of 35 Item 8-A
01/22/19
10
oversight of the food served here, which is outrageous. Doctor recommended special
diets are not accommodated.
7. Lack of sufficient laundry machines, often out of order for weeks
This is a 70+ bed facility but it lacks a commercial laundry machine. The laundry
machines that are available are not sufficient to serve the needs of the 70+ residents,
especially since often the machines are out of order for weeks at a time.
8. Staff does not enforce that patients/clients maintain personal hygiene by showering
and doing the laundry, which is in violation of the facility’s rules.
9. Staff takes away patients’ medication, including narcotics, for central storing despite
the facility not possessing a state license to do so (Community Care Licensing). CCL
supervisor Victor Bautista claims CCL has no jurisdiction over this facility and referred
me to the LA County Department of Public Health. What right does staff have to take
away patients’ personal property like medication?
10. ADA violations
The mandatory two grab bars are not installed in the showers and handicapped toilet
stalls as required by ADA. The facility does not offer disabled parking which is required
under ADA. No ADA procedures are available to patients at all. I filed a reasonable
accommodation request with the Director of Interim Housing Isabel Huguet-Lee, to no
avail.
11. The nurse who is in charge of this program and is referred to as the Director of
Health Services, Marissa Axelrod, offers no attendant care to the patients. It is unclear
what her job/duties description is. No physician on staff seems to have any oversight of
this nurse or the program, which I am not sure is legal. How can a nurse single-handedly
run a Respite Bed Program? Especially since she seems to be doing nothing here apart
from collecting her salary. The program appears to be set up to simply warehouse
patients without even minimum care.
12. Concerns about other patients, deaths of patients
There is a 73-year-old female Respite Bed patient who has been warehoused since
February 2017 who needs assistance with activities of daily living and personal hygiene
which are not being met by the staff at all and she has not been put in a proper care
environment and housing. This patient is wheelchair-bound and has trouble with
incontinence but receives no assistance from the staff. Her name is Geraldine A.
Schuler, her phone number is (310) 628-1947.
There have been two patient deaths in the Respite Bed Program in 2016 and 2017. A
patient by the name Revette Hirschfield died in the Respite Bed Program on 6/30/2017
after suffering from facial cancer without being referred to a hospice where she
Item 8-A
01/22/19
11 of 35 Item 8-A
01/22/19
11
belonged and could have received proper treatment. After Ms. Hirschfield died, I voiced
my concerns about this patient to the Director of Interim Housing Luther Richert. Mr.
Richert stated to me that the reason why Ms. Hirschield wasn’t sent to hospice is
because it would deplete her Social Security funds. Ms. Hirschfield received no
consoling/daily attendant care and died alone without treatment even though there was
a full time nurse in charge of the Respite Bed Program.
A May 9, 2018 article by KPCC reporter Rina Palta mentions the case of a Respite Bed
Program patient Charles Waldron whose death in the dorm went
unnoticed by the staff until his corpse was in the stage of early decomposition. The
coroner’s report is attached to the article which lists the medical conditions the patient
suffered from but apparently received no attendant care for. Source:
https://www.scpr.org/news/ 2018/05/09/82908/rats-roaches- bedbugs-mold-why...
Another Respite Bed Program patient, Mark, suffered from cancer and was warehoused
at the facility for a year and a half. He was eventually permanently housed, and
succumbed to cancer two months after being permanently housed. This took place in
the spring of 2017.
13. Elder neglect and abuse: unsafe conditions, uncurtailed violence by other clients and
threats by staff
As a handicapped senior over the past seventeen months I have suffered a number of
threats to my safety by other clients and threats of temporary expulsion for minor
perceived infractions, e.g. being told by the staff to be quiet or else I'd be put out. I have
been subjected to demeaning remarks by the staff, such as "find another place to live,"
or "don't come back now." My case manager Paula Perera called me "a pain in the ass."
On July 1, 2018 I received another threat by staff member Gregg who threatened me
with being put out of the program, for nothing. The facility has no security cameras and
the staff does not possess the skills or willingness to de-escalate violence. I had my
personal belongings stolen at the facility including irreplaceable documents and
mementos. The police, when called by a client, usually don’t get involved and defer to
the untrained staff instead.
14. Front entry door lock broken for over four months, which causes security issues
15. Nonfunctioning grievance procedure
My many grievances to the facility staff including the Director of Interim Housing Luther
Richert remain unanswered. Most grievances are not answered or resolved by the
facility which leaves no recourse to the patients since the facility is unlicensed and
nobody seems to have oversight over it.
16. No oversight, no recourse for the clients from City, County or State agencies
Item 8-A
01/22/19
12 of 35 Item 8-A
01/22/19
12
In the past my complaints have been uninvestigated due to the lack of licensing (Adult
Protective Services, CDSS Community Care Licensing). When investigators get
involved, it is a preliminary investigation where the facility misrepresents their standard
of care and responsibility to clients as a Respite Bed Program inside a transitional
housing facility. Ultimately it is the lack of licensing and resulting lack of jurisdiction that
the different agencies cite as the reason why they are unable to conduct a full
investigation. The City of Santa Monica is not responsive to the multiple public testimony
by me and other patients or former patients at the City Council meetings regarding the
problems at OPCC dba The People Concern. Please see:
https://www.smobserved.com/story/2018/06/18/opinion/city-council-continues-to-enable-
abuses-at-opcc-facilities-despite-mounting-evidence/3490.html
The conditions I described above, combined with my grave and painful injury and no
housing in sight for the past seventeen months are unbearable and I don't seem to be
able to resolve this situation. I feel like my health is being neglected and my needs
are not being met. There is no social work being done on my case whatsover. It’s quite
evident that someone needs to have a close look at the OPCC dba The People Concern
Respite Bed Program so that these situations, mostly funded by taxpayer dollars, can be
stopped and prevented in the future.
I request a written response to this complaint to be emailed to me.
If you have questions, please contact me at (346) 309-9259.
Sincerely,
David Morris
Item 8-A
01/22/19
13 of 35 Item 8-A
01/22/19
1
Vernice Hankins
From:Clerk Mailbox
Sent:Tuesday, January 22, 2019 8:53 AM
To:councilmtgitems
Subject:FW: 8.A. Ten-Year Financial Forecast
From: PNA90404 [mailto:pna90404@gmail.com]
Sent: Monday, January 21, 2019 5:09 PM
To: Clerk Mailbox <Clerk.Mailbox@SMGOV.NET>; Lane Dilg <Lane.Dilg@SMGOV.NET>; councilmtgitems
<councilmtgitems@SMGOV.NET>
Subject: 8.A. Ten‐Year Financial Forecast
City Council Regular Meeting 1/22/201 Agenda Item 8:A
Dear City councilors and Attention City Attorney Lane Dilg.
In this 10 year financial forecast you intend to Renew grant funding for two years for the Human Services Grant
Program which includes funding OPCC dba The People Concern. , Please do the work a city council is
required to do as a sitting elected body and protect all its citizens and residents weather they be homeless,
educated or uneducated, white, black, brown or the new orange and protect them from rape, sexual violence and
abuse no matter what their place of origin originally be that is reported to be happening with the use Public
funding from you the City of Santa Monica City Council Human Services Grant Funds.
Make City funding of homeless services providers contingent upon the facilities and programs
passing a professional annual review of ADA compliance.
Establish an ordinance spelling out the minimum standards of care for homeless and supportive
services providers.
Establish a shelter monitoring committee to enforce the above ordinance and provide advocacy
services for clients (Legal Aid is of no help to OPCC clients).
Regularly collect and evaluate feedback directly from homeless and supportive services program
participants in an effort to improve the quality of the homeless and supportive housing services that
are publicly funded.
Include practical, functioning measures of accountability for homeless and supportive housing
services providers in all future grant agreements in order to assure proper oversight which is currently
nonexistent.
Please do your duty and find a care facility/ organization to run Santa Monica's homeless shelter-s.
Yours Sincerely: Cris McLeod Pico Neighborhood Association Chair
Item 8-A
01/22/19
14 of 35 Item 8-A
01/22/19
1
Vernice Hankins
From:zinajosephs@aol.com
Sent:Tuesday, January 22, 2019 8:59 AM
To:councilmtgitems; Gleam Davis; Greg Morena; Sue Himmelrich; Councilmember Kevin
McKeown; Ted Winterer; Terry O’Day; Tony Vazquez; Rick Cole
Cc:zinajosephs@aol.com
Subject:City Council 1/22/19 item 8-A -- Renew Human Services Grant to OPCC for 2 more
years -- Oppose
January 22, 2019
To: City Council
From: Zina Josephs
RE: 1/22/19 agenda item 8-A: Renew grant funding for two years contingent upon available funding and
postpone the next grant cycle to begin FY 2021-22 for the Human Services Grants Program
Staff is proposing that you extend the current 4-year Human Services Grants for 2 more years.
Speaking only for myself, I oppose this extension unless the City insists on improved performance by OPCC /
The People Concern. Why?
-- OPCC was cited in a recent LAHSA monitoring review, including for unmet performance targets.
-- OPCC seems to have violated clients’ civil rights, according to the testimony of multiple clients before the
L.A. County Board of Supervisors in May 2018. https://www.youtube.com/watch?v=0-EYPEGuF-o
-- OPCC / The People Concern has been sued by employees who allege sexual harassment, racial
discrimination, and uninhabitable shelter conditions.
Item 8-A
01/22/19
15 of 35 Item 8-A
01/22/19
2
-- OPCC apparently does not comply with ADA requirements or California laws protecting the rights of
disabled individuals.
So why is City staff recommending 2 more years of grants without insisting on improved performance by
OPCC?
According to the Human Services Grants Program, the city is supposed to monitor agencies that receive
grants for “program and administrative performance.”
Social Services Commission website:
https://www.smgov.net/departments/clerk/boards.aspx?id=53687092557 – See “Responsibilities, Jurisdiction,
and Authority” -- Prepare an annual assessment for the City Council on the extent to which agencies and
programs of the City, County of Los Angeles, and other entities are achieving goals and objectives for social
services.
Based upon staff response to a public records request, for at least the past five years, the Santa Monica
Social Services Commission has failed to prepare the required annual assessment of City agencies and
programs. And yet staff proposes that the City Council extend grants to these same agencies for another 2
years.
OPCC (aka The People Concern) is receiving $1.6 million from the city this fiscal year.
https://tinyurl.com/y8pp9ncr -- (See page 9 of 32.) Two of the OPCC programs that the city supports are these:
Annenberg Access Center provides permanent housing placement, integrated outreach
and engagement services, medical, and case management services for 170 chronically homeless Santa Mo
nica residents with the goal of permanent housing placement and retention. $239,347
Interim Housing & Wellness Program
provides fully integrated supportive services and interim housing for 200 chronically homeless Santa Mo
nica residents with the goal of permanent housing placement and retention. $919,748
************************************************************************
Here is a first person account from an OPCC client:
Item 8-A
01/22/19
16 of 35 Item 8-A
01/22/19
3
RICHARD SEGURA
Public Comment
Los Angeles County Board of Supervisors meeting ‐‐ 5/15/18
I oppose the disbursement of public funding to OPCC dba The People Concern.
I am a wheelchair‐bound senior and a lifelong resident of Santa Monica who almost died due to the
incompetence and neglect of the staff of OPCC. I was a client of their Respite Beds program, which in
reality warehouses ill homeless people without any attendant care, while collecting public funding.
The Respite program sent me to a Venice Clinic doctor who gave me medication, over my protests that it
was the wrong and unnecessary medication for me. I took it once and felt very sick. I could not breathe.
The OPCC nurse said I should take it again. I wanted to comply and not jeopardize my housing prospects.
After the second time I took the medication, I got even sicker. My body broke out in blotches, I was in pain
and couldn’t move.
I spent four days in bed, missing the meals and laying in my own feces and urine. During those four
days no staff attended to me. I decided to go to the Emergency Room, where I was immediately admitted
to the hospital for about three weeks.
Once my health stabilized, I was released back to the OPCC Respite program, only for my health to
deteriorate within days to the point where I was re‐admitted to the hospital. The doctor told me had I
waited another couple days before coming back, I could have died.
While I was at the hospital, my valuable personal belongings were left unsecured by OPCC staff, and it
appears that they were stolen.
Now that I am nearing the end of my stay at a skilled nursing and rehabilitation facility, I have learned
that OPCC has not been working on my permanent housing, nor do they have a bed for me at their
Item 8-A
01/22/19
17 of 35 Item 8-A
01/22/19
4
facility anymore. My OPCC case manager has dropped the ball and, as a result, I am facing going back to
the streets again after my recuperation period at the skilled nursing and rehabilitation facility is over.
************************************************************************************
With no help from OPCC, the organization the City of Santa Monica gave $1.6 million this year, the wheel-
chair-bound Mr. Segura purchased an old van to live in so he wouldn’t have to sleep on the street. We were just
now contacted by his ex-wife with the sad news that Mr. Segura died within the last few days.
My own experience with OPCC has been as follows:
1. Last summer, I went to OPCC’s Samoshel tent to attend a meeting with OPCC staff and David Morris (as
his community advocate). When I arrived, a staff member told David that she had sent him an email an hour
before, canceling the meeting. No reason was given for the cancelation or the late notice.
2. At a later meeting I attended with David Morris and OPCC staff members, they were very reluctant to apply
for a Santa Monica Section 8 voucher for him, trying to convince him to apply instead to an organization called
Brilliant Corners, which has no apartments in Santa Monica. When I asked where he might end up with Brilliant
Corners, they suggested Baldwin Hills. (David is supposed to have spinal surgery at Santa Monica-UCLA
Orthopaedic Hospital and will need to return for check-ups during the lengthy recovery period. Baldwin Hills is
nowhere near the hospital.)
3. In November 2018, I was invited to attend a meeting at the Main Library with OPCC staff and Jonathan
Chavez, a young wheelchair-bound man who attended Lincoln Middle School and Samohi, has been homeless
for 3 years, and is currently living in his car. Jon had also invited a staff member from the Disability
Community Resource Center to attend as an advocate. The OPCC staff members refused to meet with him if
he brought two advocates. When I asked if that policy was posted on their website, they replied that it was not,
but that it was Mr. Maceri’s policy.
An email a few days later from OPCC staff stated that Jon could bring his mother and two advocates to a future
meeting if they promised not to speak during the meeting:
“Understanding your need for support from your peers and your mother, I am willing to concede and allow you to
bring the three people you invited to the last meeting provided that you and they agree that their role is solely
as a support for you, and that they are not to engage at any point in the case management session. While
this creates a very cumbersome group for a case management session and it is not one we are likely to support in
the future, I will agree to allowing it for this next session to give staff an opportunity to provide you with the status
update on your case as you requested. However, I would like to reiterate that any other people you bring to the
Item 8-A
01/22/19
18 of 35 Item 8-A
01/22/19
5
meeting are there for support only and should NOT enter into any discussion with you and/or your case
manager during this meeting. Like me, they are there to support you and the process -- they are not providing
any input into the meeting itself.”
4. OPCC set up a meeting on January 17, 2019 for David Morris and staff from Brilliant Corners. Brilliant
Corners could supply a rent subsidy for David if OPCC identifies a suitable apartment, but they required an
“advocacy” letter. OPCC staff never supplied a letter, so David finally got a letter from the Disability
Community Resource Center (DCRC).
David brought a packet to the meeting, including
-- a formal written request for reasonable accommodation,
-- the advocacy letter from DCRC,
-- a Brilliant Corners FHSP Request form for Reasonable Accommodation,
-- a Certification of Disabling Condition from his doctor at Venice Family Clinic,
-- a letter from his pain management physician describing David’s herniated discs and spinal
burst fracture,
-- a letter from his neurological spine surgeon recommending surgery, and
-- a letter from an orthopedic surgeon recommending surgical treatment “as quickly as possible,”
(this last letter was dated May 2017).
The lead OPCC staff member at the meeting (an assistant director) didn’t have a business card. The OPCC
housing caseworker was not familiar with CCSM. When I asked the assistant director how many clients
OPCC had placed in permanent housing in Santa Monica in the last two years, she couldn’t tell me.
At the end of the meeting, the OPCC staff member promised to get back to David by the end
of the next day (January 18). The Brilliant Corners staff promised to get back to David on January 22.
On January 18, David received an email from the OPCC staff member stating that he would receive a written
response to his request for reasonable accommodation within 2 weeks.
Item 8-A
01/22/19
19 of 35 Item 8-A
01/22/19
6
This is what OPCC staff has been able to provide for David after 2 years of living in
OPCC’s Samoshel tent, where he slipped on their wet concrete floor and fractured a vertebra
23 months ago.
OPCC was recently cited because the temperature inside the tent was only 61 degrees during the day. I’ve seen
photos of the shower stalls in the Respite Care section that lack the ADA-required grab bars, but do have
excrement on the shower curtain.
I have heard of another OPCC client, an elderly woman, who has been living in the windowless Samoshel tent
for 7 years.
Where is the permanent housing placement OPCC is being paid to provide?
Again, I oppose this 2-year funding extension, unless the City insists on improved performance by OPCC /
The People Concern.
*****************************************************************
Item 8-A
01/22/19
20 of 35 Item 8-A
01/22/19
1
Vernice Hankins
From:zinajosephs@aol.com
Sent:Tuesday, January 22, 2019 11:57 AM
To:councilmtgitems
Cc:zinajosephs@aol.com
Subject:City Council 1/22/19 item 8-A
Attachments:62 degrees Public Health writeup.pdf
Re 1/22/19 agenda item 8-A and 2-year renewal of Human Services Grant to OPCC:
---------- Forwarded message ---------
From: David Morris <dhmdjm4@gmail.com>
Date: Tue, Dec 18, 2018 at 5:45 PM
Subject: Re: Public comment - agenda items 3 and 4 - Social Services Commission 12/17/18
To: Setareh Yavari <Setareh.Yavari@smgov.net>, Bill Parent <bill.parent@smgov.net>
Cc: <brian.stedge-stroud@smgov.net>, <anamaria.jara@smgov.net>,
<elaine.barringer@smgov.net>, <jennifer.cowan@smgov.net>,
<nancy.coleman@smgov.net>, <winifred.wechsler@smgov.net>,
<stacy.dalgleish@smgov.net>, <eric.stoff@smgov.net>, Margaret Willis
<margaret.willis@smgov.net>, Rick Cole <rick.cole@smgov.net>, Anuj Gupta
<anuj.gupta@smgov.net>, Alisa Orduna <alisa.orduna@smgov.net>,
<sue.himmelrich@smgov.net>, <council@smgov.net>, <michael.soloff@smgov.net>,
<james.kemper@smgov.net>, <anjuli.katz@smgov.net>, <loren.bloch@smgov.net>, Marielle
Kriesel <marielle.kriesel@smgov.net>, June Hagen <june.hagen@smgov.net>,
<lauri.ringer@smgov.net>, Elizabeth Anderson <elizabeth.anderson@smgov.net>,
<barry.engelman@smgov.net>, Sorensen, Ron <ronald.sorensen@providence.org>, Forer,
Elizabeth B. <eforer@mednet.ucla.edu>, <paul.makarewicz@providence.org>,
<carol.o'dea@providence.org>, <cking@mednet.ucla.edu>
Dear Santa Monica Social Services Commission and City Staff,
Please consider this an addendum to my written public comment as forwarded to you via
email yesterday in regards to agenda item 3 and 4 at the 12/17/18 Social Services
Commission meeting.
During the last two winters and summers the climate control at Samoshel was completely
disregarded at the expense of the clients including the St. John’s Respite Bed Program
patients housed at the facility.
For weeks the complaints had been presented to the OPCC staff, including the management,
without any action taken.
Item 8-A
01/22/19
21 of 35 Item 8-A
01/22/19
2
This morning a Los Angeles County Department of Public Health inspection found
temperatures inside Samoshel to be between 61 and 64 degrees Fahrenheit, i.e. below the
required 70 degree Fahrenheit heat comfort level.
Yesterday I had emailed to the Social Services Commission a picture of the Samoshel
thermostat showing 62 degrees Fahrenheit at 7am in the morning.
Please note that the climate control issue had been brought forward to the Los Angeles
County Board of Supervisors during the testimony of advocates and OPCC dba The People
Concern clients in May of 2018. One of the clients recalled that there was no heat at
Samoshel for about a month during one winter and she developed pneumonia as a result of
this. You can watch the testimony here:
https://www.youtube.com/watch?v=0-EYPEGuF-o
Please consider this email an insight to the current conditions as well as being reflective of the
conditions during the past two years or more.
This is just the tip of the iceberg as far as the conditions go, contrary to Mr. Parent’s individual
limited observations while being given a superficial tour of the facility he visited.
Enclosed please find today’s inspection report by the Los Angeles County Department of
Public Health.
Sincerely,
David Morris
On Mon, Dec 17, 2018 at 1:29 AM David Morris <dhmdjm4@gmail.com> wrote:
Dear Social Services Commission and City Staff,
There is an ongoing systemic problem with OPCC dba The
People Concern offering services but not fulfilling their role by
following through with the services but rather warehousing
clients in their interim housing facilities for years at a time,
while collecting vast funding and investing it in real estate
instead of the facilities which are now being run on a bare-
bones budget in order to accommodate the investments in
real estate ventures.
The City has been on notice of this problem but does not
seem to be willing to address it.
The City needs to take an active role in requiring that social
services organizations within City borders fulfill their
Item 8-A
01/22/19
22 of 35 Item 8-A
01/22/19
3
contractual obligations to provide social services within a
reasonable amount of time and at a professional level while
abiding by applicable laws, which is required by the generous
Human Services grant they receive. There needs to be
effective monitoring and enforcement of grant compliance to
ensure that the City’s fiduciary duties to the residents are
fulfilled.
The City would be well advised to seek out new social service
providers to break the monopoly of OPCC dba The People
Concern and its stronghold within the City. Currently the City
is codependent on OPCC dba The People Concern, which
has created a conflict of interest.
Additional service providers would bring forth healthy
competition, provide for better outcomes and more social
services, especially to the native Santa Monicans, who seem
to be left out by OPCC dba The People Concern as pertaining
to expediting services for them, and often are turned away
altogether as less profitable clients/cases.
Continuing to fund OPCC dba The People Concern is only
going to aggravate this problem, especially now that the
organization abandoned its roots as a Santa Monica based
neighbors-helping-neighbors organization, changed its name
and moved the majority of its operations to Los Angeles. It is
common knowledge that the organization’s decision to
change its name is partially dictated by the desire to distance
themselves from the bad reputation as a failed social services
provider and a poor and negligent employer failing to support
their own staff or offer adequate compensation to their base
staff.
The 2017 LAHSA monitoring review of OPCC dba The People
Concern included the following finding:
Item 8-A
01/22/19
23 of 35 Item 8-A
01/22/19
4
1.Internal Controls:
a. Failure to follow internal controls/inadequate internal
controls.
b. Inadequate written policies and procedures - repeat
issue also reported in prior year.
2. Financial Management:
a. Not in compliance with required contractual provisions.
b. Under utilization of program funding (Continuum of
Care) - failure to utilize all program funds in accordance with
the contract budget.
3. Participant Eligibility Documentation Compliance:
a. Insufficient documentation of homelessness.
b. Insufficient documentation of reported outcomes -
repeat issue also reported in prior year.
4. Unmet performance targets - repeat issue also reported
in previous year.
5. Noncompliance with contract provisions.
Please note that those alarming findings are for the most part
repeat ones from the prior year, which points to LAHSA not
being effective at eradicating them. Santa Monica as a local
funding agency needs to step up and enforce the contracts
already on the books which would cause OPCC dba The
People Concern to come in line or lose their contracts.
The Social Services Commission has been evading fulfilling
its responsibility to address the many problems with OPCC
dba The People Concern or address the feedback received by
multiple clients about the agency. Even now the Commission
merely created an Ad Hoc committee to provide input and
analysis of the 2018 Staff Report on Homelessness where the
Item 8-A
01/22/19
24 of 35 Item 8-A
01/22/19
5
entire Social Service Commission should give its whole
attention to homelessness related issues as they are the most
prominent and urgent social issue in the City that needs to be
addressed. The Ad Hoc Committee also operates outside of
the Brown Act, which prevents the public from fully
participating in the process of solving the problems at hand as
expected in a democratic transparent city government.
The Santa Monica Municipal Code is clear on the
Commission’s role and duties:
Article
2 ADMINISTRATION
Chapter
2.60 SOCIAL SERVICES COMMISSION
2.60.010
Findings and purpose.
The City Council finds and declares:
(a) The City annually expends funds on the provision of
social services to residents of the City.
(b) The need for social services increases at the same
time that Federal and State funds for social services
decrease.
(c) Each year the City is requested to provide funds to
agencies and programs in excess of the funds available for
social services.
(d) It is the policy of the City that funds for social services
be distributed in a manner that will maximize the direct
benefits to residents in need of such services.
(e) It is the policy of the City that distribution of funds for
social services be based on a planned system in order to
Item 8-A
01/22/19
25 of 35 Item 8-A
01/22/19
6
maximize efficient use of resources and minimize duplication
of services.
(f) There is a need for the regular and ongoing
assessment of social service needs and of those programs
delivered in the City by service providers including the City,
County of Los Angeles and private organizations.
(g) There is a need for citizen participation in the process of
evaluating and funding social service programs.
(Prior code § 2920; added by Ord. No. 1241CCS, adopted
1/12/82)
Article
2 ADMINISTRATION
Chapter
2.60 SOCIAL SERVICES COMMISSION
2.60.030
Powers and duties.
The Commission shall have the power and the duty to:
(a) Schedule periodic hearings to determine the unmet
social service needs of the residents of the City.
(b) Recommend to the City Council policies to guide the
provision of social services to residents of the City and review
and comment on procedures developed by the City Manager
for the development of a comprehensive delivery system to
provide social services.
(c) Recommend to the City Council specific social service
programs necessary to serve the unmet needs of the
residents of the City.
(d) Review the City Manager’s proposed budget for social
services and make its recommendations thereon to the City
Council.
Item 8-A
01/22/19
26 of 35 Item 8-A
01/22/19
7
(e) Prepare an annual assessment for the City Council on
the extent to which agencies and programs of the City,
County of Los Angeles, and other entities are achieving goals
and objectives for social services.
(Prior code § 2922; added by Ord. No. 1241CCS, adopted
1/12/82)
Article
2 ADMINISTRATION
Chapter
2.60 SOCIAL SERVICES COMMISSION
2.60.040
Cooperation with other groups and individuals.
The Commission shall coordinate its activities with other
Boards and Commissions and shall consult and maintain
contact with groups and individuals who are concerned with
the planning and provision of social services.
(Prior code § 2923; added by Ord. No. 1241CCS, adopted
1/12/82)
Further, the City of Santa Monica 2015-2019 Consolidated
Plan states, “The City of Santa Monica has established a
number of commissions staffed by interested citizens to
monitor the needs of specific groups and advise the City
Council on the best way to address these needs.” The Social
Services Commission is one of these commissions.
As a resident of almost two years of the Samoshel tent, I have
experienced the following issues: it is cold in the winter
(thermostat reading of 62 degrees Fahrenheit at 7am on
12/16/18), hot in the summer (86 degrees Fahrenheit - unsafe
for seniors), ungodly sanitation, inedible food, unsafe
conditions including lack of security for seniors and
Item 8-A
01/22/19
27 of 35 Item 8-A
01/22/19
8
handicapped people, threats of expulsion from the interim
housing facility at the whim of the untrained staff, shouting at
seniors and handicapped people (most recently it happened
to me on 12/12/18 when staff member Myron yelled at me and
stated that he would have me thrown out). The employees do
not clean the showers regularly nor sufficiently, the
handicapped clients have to clean them themselves.
The 70-bed facility currently has the staff of seven people and
two case workers for three shifts 24/7, seven days a week.
The case management is non-existent thereby completely
shutting down any social services to the clients, which turns a
three to six month stay into a two-year stay waiting to be
housed. The staff regularly does not connect clients to outside
services like the State Department of Rehabilitation, job
counseling, or Social Security Administration to apply for
retirement or supplemental security income (SSI). There
currently is a client who has undergone chemotherapy and
radiation therapy for cancer who has not been referred to
Social Security Administration for supplemental income even
though he has lived here many months. He has received no
medical care at the facility even though he is a Respite Bed
client at Samoshel. The fact that OPCC dba The People
Concern is not connecting the clients to available federal and
state programs shows the organization’s lack of concern for
the clients including Santa Monica residents.
The County has passed an ordinance to come in effect
January 1, 2019 requiring mandatory licensing and health
department inspections. The Social Services Commission has
a responsibility to assure that the City’s social services
providers abide by the new County ordinance, as well as the
new sweeping LAHSA programmatic standards that are
coming soon. The Commission needs to get on board with the
Item 8-A
01/22/19
28 of 35 Item 8-A
01/22/19
9
sweeping reforms of homeless services which have already
been enacted in other cities and have now come to Los
Angeles County. The Commission and the City have been
disconnected from the feedback and requests for assistance
by current or former clients of homeless services, community
advocates and leaders who have spoken at the City Council,
as well as the Santa Monica residents who have been
repeatedly turned away by OPCC dba The People Concern.
The City needs to regularly and continuously collect feedback
directly from homeless services recipients in order to be fully
informed about their needs and problems. Currently the City
relies solely on marketing and PR claims by OPCC dba The
People Concern that are not based on reality as to the true
outcomes and satisfaction rates of the homeless service
recipients. These claims are aimed at preserving the funding
the organization received. Presently the state of affairs of the
homeless services as delivered by OPCC dba The People
Concern is far from acceptable which puts the City and this
Commission in a bad light before the citizenry of Santa
Monica for their failure to govern over these issues with true
enforcement.
Enclosed please find a picture of Samoshel thermostats
showing 62 degrees Fahrenheit, and my HUD complaint as
filed on November 29, 2018 against OPCC dba The People
Concern, the City of Santa Monica and the County of Los
Angeles.
Sincerely,
David Morris
Item 8-A
01/22/19
29 of 35 Item 8-A
01/22/19
1
Vernice Hankins
From:Steve Mizokami
Sent:Tuesday, January 22, 2019 12:30 PM
To:councilmtgitems
Subject:FW: 1221-1253 11th hearing
From: hardsjn@aol.com [mailto:hardsjn@aol.com]
Sent: Tuesday, January 22, 2019 12:27 PM
To: Steve Mizokami <Steve.Mizokami@SMGOV.NET>
Cc: hardsjn@aol.com
Subject: 1221‐1253 11th hearing
Steve Mizokami,
The proposed historic district on 11th St. is very curious .Having owned an apt, building on 11th (not this district) for the
past 11 years I don’t understand the need for this designation.
The city needs more housing and the structures in question (70 ‐80 years old) have certainly entered the category of the
‘end of a useful life’. The necessary upgrades for older buildings, even the 5‐10
Unit Apartments (seismic) is very costly and is only a band‐aid on property that needs to be torn down. The zoning R‐3
should be changed to the same as BCD, Broadway Commercial District, and encourage
More density. New construction upgrades the area, generates more tax revenue for the city and provides much more
housing for low income tenants. The existing structures under consideration
Will only become a very expensive and limited usage for the next 50 ‐100 years. Please don’t go backwards in providing
useful housing in Santa Monica.
Thank you,
Joseph Hards
Item 8-A
01/22/19
30 of 35 Item 8-A
01/22/19
1
Vernice Hankins
From:OZ <zurawska@yahoo.com>
Sent:Tuesday, January 22, 2019 11:59 AM
To:councilmtgitems
Subject:public comment re 8A(2) Extension of Human Services Grants - 1/22/19 City Council
meeting
Attachments:Maceri resume 1.JPG; Maceri resume 2.JPG
Dear Santa Monica City Council,
I oppose the extension of the Human Services Grants by two years, in particular to OPCC dba The
People Concern.
The City may not in good faith extend the Human Services Grant for another two years for OPCC dba
The People Concern. Doing so despite the many serious problems with the organization that have
been reported to the City over the past two years, would make the City complicit in enabling the
abuses of the vulnerable clients OPCC has been engaging in. Providing more funding to the
questionable nonprofit organization would be a violation of the City’s fiduciary duty to the citizens and
a violation of the City’s Code of Ethics, which is based on the principles of fairness, transparency,
accountability and integrity.
The year is 2019 and no contemporary city in the United States of America would dare disburse
public money to an organization that is widely known to warehouse homeless clients in third-world
like conditions, without proper case management, while intimidating the clients and violating their civil
rights, e.g. through elder neglect and abuse, the discrimination of individuals with disabilities and
sexual harassment.
The supposedly progressive City of Santa Monica has been misusing public funding on OPCC dba
The People Concern despite the multiple disturbing reports by OPCC survivors at several City
Council meetings, as well as before multiple City commissions such as Disabilities, Social Services,
Housing, the Commission for the Senior Community and the Commission on the Status of Women.
The City has been presented with the alarming 2017 LAHSA monitoring review of OPCC, which
found unmet performance targets, noncompliance with contract provisions, insufficient documentation
of reported outcomes, insufficient documentation of homelessness, failure to follow internal controls,
inadequate written policies and procedures, under utilization of program funding, and failure to utilize
program funds in accordance with the contract budget. Even more alarmingly, many of these findings
are repeat ones from the prior year.
The City has been presented with a copy of the lawsuit filed by former (ousted) OPCC employees in
July 2017.
To quote a few shocking sentences from the lawsuit:
"Defendants created and maintain a lawless, unhealthy, and dangerous environment for both
the homeless people they serve, and for front-line dedicated employees such as the Plaintiffs
who were harassed, retaliated against and ultimately discharged for standing up for their right
to a workplace free from health hazards and harassment based on race and sex."
"Workplace rife with race and sex-based harassment and discrimination."
Item 8-A
01/22/19
31 of 35 Item 8-A
01/22/19
2
"The premises were so unfit for human habitation that building contractors refused to work at
the site, cleaning services cancelled their contracts, and Defendants were forced to shuffle
between multiple pest control agencies due to the extent of the infestation. The building's
sickening conditions were cited by employees as their reason for resigning during (redacted
name)'s tenure(...)"
"The nature of the documents that were not produced makes it clear that the defendants
hoped to avoid liability by scrubbing incriminating records from the files."
The complaint alleges that after one of the plaintiffs complained to OPCC's Crisis Manager about
sexual harassment, he advised her to "work it out" with the harasser.
Finally, the City of Santa Monica has been presented with the testimony of advocates and several
OPCC survivors before the Los Angeles County Board of Supervisors on May 15, 2018. The nine-
minute video can be watched here:
https://www.youtube.com/watch?v=0-EYPEGuF-o
Please note that one of the speakers in the above video, Richard Segura, a disabled senior and
Santa Monican, recently passed away after OPCC refused to house him or refer him to another social
services organization. Richard died after living in his van for a few months.
After receiving all the above information, and two consumer complaints filed with the Santa Monica
City Attorney regarding OPCC, the supposedly progressive City of Santa Monica will now be
extending public funding to OPCC in the form of a Human Services Grant for another two years?
This is incomprehensible.
This can only be understood as corruption and willful disregard for the City’s fiduciary duty to the
citizens.
To date, despite all the above information, the City has done nothing to remedy the abuses of the
vulnerable clients by OPCC dba The People Concern, which are ongoing.
The Santa Monica Social Services Commission has failed to perform the required annual assessment
of the social services programs for at least five years now, as evidenced by the response by the City
Clerk’s Office to my public records request:
“RE: PUBLIC RECORDS REQUEST of January 07, 2019, Reference # R002332-011519
Dear Olga Zurawska,
The City of Santa Monica received a public records request from you on January 07, 2019. Your request
mentioned:
“This is to request copies of the annual assessments for the years 2013-present as prepared by the Santa
Monica Social Services Commission for the City Council on the extent to which agencies and programs of
the City, County of Los Angeles, and other entities are achieving goals and objectives for social services.
Thank you. Regards, Olga Zurawska”
After a careful review of our files, the City has determined there are no responsive documents to your
request. The Social Services Commission has not done an annual assessment for the periods requested.
If you have any questions, or wish to discuss this further, you may reply to this email or submit a new request.
Sincerely,
Item 8-A
01/22/19
32 of 35 Item 8-A
01/22/19
3
Saralani Anderson
Records Management Assistant
City of Santa Monica
Department of Records & Election Services (City Clerk)”
The former Chair of the Social Services Commission, Shawn Landres, has stated that the Social
Services Commission was prevented from acting in regards to the problems at OPCC by a gag order
from the Santa Monica City Attorney. I am not sure what power the City Attorney in a democratic city
might have to put a gag order on a City commission comprised of citizens who are supposed to
represent the interests of the community. The current Chair of the Commission, Bill Parent, confirmed
last month that the Commission will not be concerned with the many reports of wrongdoing by OPCC
dba The People Concern. Specifically, Mr. Parent stated to me that if I come to a Social Services
Commission again to offer public comment regarding OPCC dba The People Concern, I will be
allowed to speak, Mr. Parent will thank me for my input when I am done and move on to the next
speaker - thus suggesting there will be no future action from the Commission no matter what I report
regarding the organization.
Meanwhile, here is what the Santa Monica Municipal Code has to say about the purpose and duties
of the Social Services Commission:
Santa Monica Municipal Code
Up Previous Next Main
Search Print No Frames
Article 2 ADMINISTRATION
Chapter 2.60 SOCIAL SERVICES COMMISSION
2.60.010 Findings and purpose.
The City Council finds and declares:
(a) The City annually expends funds on the provision of social services to residents of the City.
(b) The need for social services increases at the same time that Federal and State funds for social services
decrease.
(c) Each year the City is requested to provide funds to agencies and programs in excess of the funds
available for social services.
(d) It is the policy of the City that funds for social services be distributed in a manner that will maximize the
direct benefits to residents in need of such services.
(e) It is the policy of the City that distribution of funds for social services be based on a planned system in
order to maximize efficient use of resources and minimize duplication of services.
(f) There is a need for the regular and ongoing assessment of social service needs and of those programs
delivered in the City by service providers including the City, County of Los Angeles and private organizations.
(g) There is a need for citizen participation in the process of evaluating and funding social service programs.
(Prior code § 2920; added by Ord. No. 1241CCS, adopted 1/12/82)
Santa Monica Municipal Code
Up Previous Next Main
Search Print No Frames
Article 2 ADMINISTRATION
Chapter 2.60 SOCIAL SERVICES COMMISSION
2.60.030 Powers and duties.
Item 8-A
01/22/19
33 of 35 Item 8-A
01/22/19
4
The Commission shall have the power and the duty to:
(a) Schedule periodic hearings to determine the unmet social service needs of the residents of the City.
(b) Recommend to the City Council policies to guide the provision of social services to residents of the City
and review and comment on procedures developed by the City Manager for the development of a
comprehensive delivery system to provide social services.
(c) Recommend to the City Council specific social service programs necessary to serve the unmet needs of
the residents of the City.
(d) Review the City Manager’s proposed budget for social services and make its recommendations thereon
to the City Council.
(e) Prepare an annual assessment for the City Council on the extent to which agencies and programs of the
City, County of Los Angeles, and other entities are achieving goals and objectives for social services. (Prior
code § 2922; added by Ord. No. 1241CCS, adopted 1/12/82)
It appears that there is a concerted effort by the City, including several of the City commissions, and
especially the Santa Monica Social Services Commission, to engage in a conspiracy of silence that
harms the vulnerable unhoused citizens but benefits OPCC dba The People Concern and their
Executive Director, Mr. John Maceri.
This can only be seen as corruption.
Furthermore, I struggle to understand how a $35M-per-year nonprofit organization that receives
generous public funding and collects private donations can continue to afford the questionable
stewardship of Mr. Maceri, which not only fails the organization’s official mission statement, but opens
the organization up to one PR fallout after another. In fact, it is hard to understand how Mr. Maceri
found his way to the position of Executive Director of The People Concern. According to Mr. Maceri’s
resume as submitted by him with a request for funding to the City of Santa Monica (enclosed), Mr.
Maceri went to junior college for two years, then continued to study for another two years at a regular
college which gave him a B.A. in biology. Then Mr. Maceri embarked on a career as an office supply
salesman only to abruptly change course at some point by acquiring a position working for a hospice
and then for OPCC dba The People Concern. Nowhere does Mr. Maceri’s resume mention any
educational background in social services or a related field that might prepare him for heading a
multi-million-dollar social services non-profit organization that collects generous public funding and
private donations. Unfortunately, Mr. Maceri’s resume is a red flag that might explain the many glaring
deficiencies of OPCC dba The People Concern.
For the City to entrust Mr. Maceri with the health, wellbeing and lives of the vulnerable unhoused
citizens is an irresponsible decision that I ask the City not to make.
The City contracting with Canavan Associates for a three-year evaluation of its social services
programs may improve the quality of the programs several years from now. However, immediate
action is required by the City to protect the vulnerable clients who are currently in the clutches of
OPCC dba The People Concern under the current stewardship of Mr. Maceri. By abandoning those
citizens and instead disbursing more taxpayer dollars to OPCC dba The People Concern and Mr.
Maceri would be a violation of the City’s fiduciary duty to the citizens and a violation of the City’s
Code of Ethics, which is based on the principles of fairness, transparency, accountability and
integrity.
Immediate safeguards must be put in place by the City against OPCC dba The People Concern
warehousing of the clients in subpar conditions, while subjecting the clients to civil rights violations
like elder neglect and abuse, sexual harassment and disability discrimination.
Item 8-A
01/22/19
34 of 35 Item 8-A
01/22/19
5
Regards,
Olga Zurawska
Item 8-A
01/22/19
35 of 35 Item 8-A
01/22/19