SR 03-26-2019 8A
City Council
Report
City Council Meeting: March 26, 2019
Agenda Item: 8.A
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To: Mayor and City Council
From: Katie Lichtig, Assistant City Manager, City Manager's Office
Subject: Annual Report on Homelessness
Recommended Action
Staff recommends that the City Council:
1) Review and comment on the Four-Pillar strategy and activities in the report, and
direct staff to proceed with the next steps;
2) Direct staff to proceed with feasibility analysis of possible sites for the replacement of
SAMOSHEL and associated community engagement process and return to Council with
recommendations;
3) Authorize budget changes as outlined in the Financial Impacts and Budget Actions
section of this report.
Executive Summary
Homelessness has been a challenge in Santa Monica for decades. As the numbers of
people experiencing homelessness throughout Los Angeles County has dramatically
increased in recent years, the City Council in 2015 focused on Santa Monica taking
regional leadership on this shared crisis.
Much has been accomplished, yet the latest numbers indicate that community public
health, wellbeing and safety concerns remain unresolved. Despite progress in matching
people experiencing homelessness to services and permanent supportive housing in
Santa Monica and elsewhere in the County, there has also been an unprecedented
increase in the number of housed residents at risk of becoming homeless.
In Santa Monica, results of 2019’s annual point-in-time Homeless Count tabulated by
staff confirm that the City has made great strides in addressing homelessness in key
geographic areas through its targeted interventions, while the overall number of people
experiencing homelessness is holding steady citywide.
While we are committed to reducing the number of people experiencing homelessness
in Santa Monica, we cannot end homelessness within our City borders alone. The City
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must continue its role as a regional leader and seek a collaborative and innovative
approach to finding short and long-term solutions that build capacity within neighboring
communities, while serving the urgent needs of the most vulnerable living among us in
Santa Monica and enhancing health and safety for all in our community. Specifically
staff recommends a refreshed four-pillar approach that includes:
1. Preventing housed Santa Monicans from becoming homeless and increas ing
affordable housing opportunities.
2. Addressing the behavioral health needs of vulnerable residents.
3. Maintaining equitable access to safe, fun, and healthy open spaces.
4. Strengthening regional capacity to address homelessness.
Background
Santa Monica has a robust history of designing innovative and comprehensive
homelessness services based on the needs of the current population. Previous reports
to Council outline this rich history and lay the foundation for our current homelessness
services delivery system. Please see attachment A
City Council set taking a leadership role in regional efforts to address homelessness as
one of its five strategic goals in August 2015. This led to the creation of a Homeless
Strategic Goal Action Team that included several piloted initiatives by staff to document
and respond to public concerns of a growing unsheltered homeless population. These
initiatives were seeded with $1.4M in one-time general fund surplus dollars in November
2017 and reallocated departmental budget funding. A progress report on these
initiatives, many of which have become promising practices that inform this report, can
be found in, Update on Pilot Initiatives to Address Homelessness (Attachment B).
In January 2019, City Council voted to once again affirm its commitment to reducing
homelessness within the City limits. Based on results from the “SaMo Says: Community
Priorities Survey,” Council selected “Reduce Homelessness” as one of the six City
Framework priorities for the FY2019-21 Biennial Budget cycle. See Attachment C for
the survey results and summary of the Council discussion.
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Staff propose to define the “Reduce Homelessness” framework outcome through a four-
pillar approach outlined in this report, along with recommended next steps for
consideration during the FY2019-21 Biennial Budget cycle.
As progress is being made, staff recognize public health and safety concerns expressed
by residents and visitors related to homelessness in Santa Monica. It is important to
reiterate that homelessness is not a crime, yet the presence of people meeting basic
needs in open spaces can contribute to a public perception of discomfort that often
leads to a sense of not feeling safe. At the same time, there is a percentage of people
experiencing homelessness who do commit crimes, as in general population, and
homeless people themselves are often victims of crime at a higher rate than the non -
homeless population. The City has and enforces strict anti-camping and other laws to
regulate the use of public spaces to ensure safe, equitable access for all. Yet, as the
proportion of people experiencing unsheltered homelessness increases compared to
those seeking shelter, a countywide trend for which Santa Monica is no longer immune,
the City must continue to respond with enhanced strategies to mitigate the impact of
street homelessness. City Council held a study session on Public Safety in Parks and
Beaches on March 5th and provided several items of specific direction for next steps
(Attachment D). In 2018, the City doubled down on its homelessness outreach through
expansion of place-based strategies that increased situational awareness of who is
experiencing homelessness, what their needs are, and with whom city staff can
coordinate to (re)connect them to services. A place-based approach, compared to the
City’s historic “people” approach, created a pathway for nontraditional departments such
as Library, Big Blue Bus and Public Works to join the conversation, increased data
collection of incidents and engagements, and increased inter-departmental
communication to more rapidly deploy proactive outreach services to mitigate rising
concerns. The success of these efforts are reflected in the 2019 Homeless Count
results.
The 2019 Homeless Count results indicate that the unsheltered count of people experiencing
homelessness in Downtown Santa Monica area decreased by 19%, suggesting that the City’s
investment in a geographic-focused multi-disciplinary street team and additional efforts by
SMPD’s Homeless Liaison Program are making an impact. This is significant as we look
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forward to prioritizing what programs are working effectively to move the needle on
homelessness.
Overall, homelessness held largely steady in the city. The increase of 3% in the overall total
count from 2018 to 2019 is essentially within the margin of error since the annual one night
count is subject to variation by daily weather conditions and other day-to-day fluctuations. The
total count of people experiencing homelessness increased from 957 to 985 between 2018
and 2019. The total number of unsheltered people experiencing homelessness increased by
1% (646 to 654) mainly due to an increase in vehicle homelessness. The total number of
sheltered people experiencing homelessness increased by 6% (311 to 331), as the number of
people in local hospitals more than tripled from 8 to 27, possibly resulting from the
implementation of a new state law (SB1152) that requires stricter discharge planning. The City
has begun conversations with local hospitals to better understand this in crease. Staff will report
back to Council a more thorough analysis of these results after June when the Los Angeles
Homeless Services Authority (LAHSA) releases the countywide results. See Attachment E for a
year-over-year comparison.
Discussion
The City of Santa Monica has a longstanding commitment to reducing homelessness
within its jurisdiction and is an innovator of intervention models that have become
regional and national best-practices. The City continues this tradition, leveraging data,
mobile and web-based technologies, and the principles of performance management to
more effectively prioritize and evaluate strategies to put resources where they are
needed most. The City is starting 2019 with renewed energy and refined focus on its
strategy to address homelessness within our borders through a comprehensive street -
outreach approach while staying steadfast in our call-to-action of neighboring
communities to increase homelessness resources within their jurisdictions. Reducing
Homelessness as a Framework priority for the upcoming bi-annual budget process
fosters momentum across the organization and memorializes that homelessness is an
organizational-wide responsibility for which every department can contribute talent,
expertise, and resources.
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The Homeless Action Team (a cross-departmental work team) proposes to define
“reducing homelessness” inclusively, and not through a crisis-oriented lens, to achieve
balance between immediate and longer-term strategies so that we mitigate current
concerns while driving toward the roots of the issue so that our solutions do not simply
accommodate and move people around, but eventually impact the number of new
people falling into homelessness. To capture this balance, guide the organization’s
comprehensive homelessness strategy for the next two years, and lay a foundation for
quantifiable outcome metrics, the Homeless Action Team presents a four-pillar approach
for Council’s consideration and adoption. This approach is introduced here, with each
pillar associated to a Framework outcome as indicated:
1. Prevent housed Santa Monicans from becoming homeless and increase
affordable housing opportunities. Protect low-income residents who are currently
housed in Santa Monica from losing housing and continue to dedicate Housing Trust
Fund dollars to develop and rehabilitate affordable and supportive housing for special
needs populations. [Economic Opportunity]
2. Address the behavioral health needs of vulnerable residents. Increase equitable
access to comprehensive behavioral health services for persons experiencing
unsheltered homelessness and living with untreated mental health and addiction, often
displaying anti-social behaviors in open spaces. [Health]
3. Maintain equitable access to safe, fun, and healthy open spaces. Ensure public
spaces are safe, healthy, and accessible to everyone through improvements to
infrastructure, ongoing maintenance, activation, outreach and engagement, and
enforcement. [Place and Planet]
4. Strengthen regional capacity to address homelessness . Santa Monica must
restore regional equilibrium by increasing services, homelessness facilities, and housing
opportunities in neighboring communities across the Westside through the development
of a regional strategy in efforts to truly move the needle on th is crisis. [Governance]
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Implementation of the Four-Pillar Strategy
The four-pillar approached was developed based on data presented by departments over the
past year, recommendations from the Santa Monica Homelessness Steering Committee (an
all-volunteer homeless stakeholders group), and an analysis of regional trends.
Each pillar is presented below with 1) a description of the pillar and why it is significant to
Santa Monica, 2) “Promising Practices” that have emerged since implementing the Homeless
Goal Action Plan, and 3) “Next Steps” that staff recommend for Council direction.
Pillar One: Prevent housed Santa Monicans from becoming homeless.
Within the City, there are over 12,000 households at-risk of homelessness identified as those
whom earn less than $50,000 per year and pay over 30% of their income on rent. Currently,
there is no evidence-based predictive analysis to identify who within this population will
actually fall into homelessness. However, a recent Zillow report shows that if the average
rental affordability worsens in the L.A. region by just 2%, meaning a renter must spend 51%
compared to 49% of their income on rent, an additional 4,227 people will fall into
homelessness. New homeless households are inevitable under current trends without
intervention.
Santa Monica has invested in homelessness prevention for several decades through a
commitment to renter protections and services for those facing eviction through partnership
with the Legal Aid Foundation of Los Angeles and St. Joseph Center. The Consumer
Protection Division within the City Attorney’s Office helps tenants and property owners
understand their rights and responsibilities under the law. The division also brings enforcement
actions to enforce housing laws, successfully protecting residents from unlawful discrimination
in seeking housing and unlawful harassment and evictions once housed.
In 2017, the City also piloted the Preserving Our Diversity (POD) program, an initiative that
provides financial assistance using as a basic needs formula to low-income seniors residing in
rent-controlled apartments. Additionally, the City voted to assess a quarter cent sales tax and
dedicated it to affordable housing. The funds were matched with former redevelopment loan
repayments to generate $15M annually for new affordable housing Development. Almost $4M
per year is dedicated to special needs populations including homeless and formerly homeless
households.
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One of the lesser-known prevention efforts revolves around first responders, primarily
firefighters and paramedics with SMFD. Santa Monica Fire Department employees are
uniquely positioned to provide insight into the hidden population of housed residents
who are acutely vulnerable to losing their apartments in our current economy. Both
SMFD and SMPD train their first responders to identify risk factors for homelessness
and provide outreach tools and contact information for service providers who may be
able to help retain housing.
Promising Practices
Preserving Our Diversity (POD) Pilot Program. In 2018, the City piloted the POD Program
to help low-income rent burdened seniors retain their housing through a cash -based program
based on need. This program is emerging as a regional prevention model for older adults.
Between 2017 and 2018 in L.A. County, the number of people 62 and older experiencing
homelessness increased by 21%. As a response to the increase, staff is coming to Council
with a request to expand the POD program and authorize funding from the Affordable Housing
Trust Fund. A funding request for staff time is also being submitted as part of the FY 2019-21
biennial budget process.
Farmer’s Market Food Security Programs. The Santa Monica Farmers Market
(SMFM) participates in three food assistance programs: Cal-Fresh/EBT, Women, Infant
and Children (WIC), and Market Match. Market Match is a grant -funded farmers market
incentive program that is available only at the Pico market at Virginia Avenue Park and
administered by Hunger Action LA, a local non-profit. In total, $79,067 of produce was
sold through these programs, creating healthy food choices to low-income households
to reduce hunger and help save limited disposable income.
Planning and Community Development Tenant Protections. The City’s Planning
and Community Development Department manages two tenant protection programs:
temporary tenant relocation assistance and tenant protections during construction. In
January 2017, the City hired a full-time Neighborhood Preservation Coordinator to help
manage both programs. Since then, the Department has also implemented new tools
and procedures to efficiently respond to tenant concerns related to the habitability of
their homes and track the number of cases where tenants’ homes are rendered
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uninhabitable. The data collected will be used to as sess trends and help inform future
policies and procedures. In 2017, the Department deemed 244 units as uninhabitable;
however, the figure decreased to 162 in 2018. Nearly half of all units deemed
uninhabitable in 2018 were cited for having no heat.
Next Steps:
Continue to promote the City’s Homeless Prevention services and expand affordable
and supportive housing opportunities for households at risk of becoming homeless.
Continue to improve demographic data collection at SMFM events to inform additi onal
prevention interventions.
Leverage SMFD’s unique role in the community to connect housed vulnerable
populations with the right resources to prevent homelessness and expand data
collection of these incidents.
Expand the capacity of the POD program to include additional participants.
Pillar Two: Address the behavioral health needs of vulnerable residents
Regionally, 30% of people experiencing homelessness self -report also living with
mental illness, another 25% self-report addiction disorders, and 10% self-report co-
occurring disorders. Homelessness, particularly unsheltered homelessness,
exacerbates these illnesses by weakening recovery support systems, including creating
barriers to accessing stabilizing medication. When untreated, these diseases lead to
anti-social behaviors that negatively impact quality of life for the person and raise public
health and safety concerns in the greater community. Locally, untreated mental illness
and increased methamphetamine usage create the greatest challenge to the successful
implementation of our homelessness strategies. The City has responded through
coordination and professionalization of local outreach efforts.
According to David Downing, Special Agent in Charge, Drug Enforcement Agency, Los
Angeles Field Division, “while opioid abuse is becoming a national crisis, meth is a
bigger problem in Los Angeles.” The Santa Monica Police Department has documented
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a decrease in inebriates and significant increase in methamphetamine users over the
past five-years. Since 2014, public intoxication decreased 43%, while persons in
possession of methamphetamine increased by 152% across all populations. People
experiencing homelessness represented 69% of possession of methamphetamine
dispositions in 2018.
Likewise, the number of people living with untreated mental illness, induced by
methamphetamine and other illegal drugs in some cases, has also increased. Santa
Monica Police Department reports processing two 5150 Welfare and Institutions Code
involuntary psychiatric holds on average per day and a 94% increase in voluntary and
involuntary mental health transports since 2014. Fifty-nine percent of these transports
were made to hospitals and intake facilities on the West side, including the two local
hospitals (Providence Saint John's Health Center and UCLA Medical Center, Santa
Monica), and Exodus Recovery’s Psych Urgent Care in Culver City. However, the
remaining 41% of transports are made by police officers in patrol vehicles to locations
outside of the area such as Harbor-UCLA Medical Center in Carson, Exodus Recovery
at the Martin Luther King Medical Center, Exodus Recovery Eastside, and the VA
Hospital. Each of these transports represents a significant drain on patrol resources
due to long travel and wait times.
In 2018, SMFD reported a 77% increase in the number of patients experiencing
homelessness evaluated and treated by paramedics (see chart below). This percentage
represents 30% of all SMFD responses. Of the 30%, 13%, or 119 people had a mental
health complaint and 165, or 18%, people had an alcohol related complaint. Under
current State policy, SMFD can only transport these individuals to a designated medical
facility (i.e., one of the two local emergency rooms or Ronald Reagan Hospital for
serious trauma) where these patients must then wait for an additional transport to a
designated mental health facility. These circumstance create a strain within the health
care community and delay access to appropriate treatment.
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Per the state Welfare and Institutions Code, Article 1, section 5150, SMPD is able to
transport those in need of emergency psychiatric treatment to hospitals and designated
alternative care destination facilities. To provide more trauma-informed transports for
persons in crisis, SMPD contracted with McCormick Ambulance in late 2018 to provide
non-emergency ambulance transport. At the direction of police staff, McCormick can
transport individuals suffering from mental illness with no acute medical issues directly
to any regional intake centers without overburdening our local emergency rooms or
patrol resources.
In 2018, the City increased the clinical capacity of local outreach teams by launching the
new C3 Homeless Outreach Multidisciplinary Team, expanding the case management
slots for the Homeless Multidisciplinary Street Team (HMST), and strengthening the
coordination with the Department of Mental Health (DMH) clinicians embedded within
SMPD. An “as-needed” social worker position was also approved by Human Resources
in 2018 and is expected to be filled by spring 2019.
Promising Practices
Expansion of the Homeless Multidisciplinary Street Team (HMST): Funded in part
by Supervisor Kuehl, the HMST Team provides ongoing case management services to
high utilizers of local emergency medical and police systems. Since its launch in 2016,
this team has placed 25 people into interim housing and 16 into permanent housing. In
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2018, the team managed a caseload of 20 people and had 1,331 engagements with this
highly vulnerable cohort.
Department of Mental Health Clinicians: One of the most effective inter-agency
collaborations has been the partnership between L.A. County’s Department of Mental
Health and SMPD. Two full-time clinicians are assigned to SMPD and deployed in the
field with partner officers. One clinician is primarily with a patrol officer responding to
radio calls for mental health evaluations in the community at large. The second clinician
is devoted entirely to the HLP Team for evaluations of street residents, both in the field
and jail. Given the high comorbidity of mental illness and the homeless population,
having these resources in the field has improved response times for assisting those in
crisis and created a more efficient pipeline for sharing information between case
managers, service providers, and first responders.
Pilot Jail-In-Reach Program: Santa Monica Police Department initiated a pilot jail-in-
reach program in late 2018 to connect arrestees with housing, service providers, and
behavioral healthcare. Using the county-funded Whole Person Care program and St.
Joseph’s Center resources, outreach workers are invited into the jail to engage
individuals prior to their release from the City jail. Initial data indicates that the likelihood
of arrestees will follow through with obtaining services is increased when the initial
intake process is done prior to release. Still in a pilot phase, however, SMPD would like
to pursue a similar program using drug counselors to perform similar in-reach with
methamphetamine users.
Implementing new care coordinating technology: In 2017, the City partnered with
Akido Labs, a subsidiary of USC’s D-Health Lab, and the Milken Institute to develop
Project Connect. This is a mobile application that seeks to provide near -real-time
communication between first responders (SMPD and SMFD) and homeless case
managers to strengthen coordination of care. The pilot was launched on February 19,
2019 for a 13-week trial. The project team will reconvene at the end of the pilot to
determine the app’s effectiveness in changing staff behavior in the field through
increased communication and coordination of care.
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Animal Support Services: The City’s Animal Services Shelter temporarily shelters
companion animals of people experiencing homelessness who must be temporarily
hospitalized due to physical or behavioral health crisis. The shelter has also supported
animals for owners transitioning into housing and employment opportunities. Costs for
these services are currently absorbed by the department, however there is prospect for
private philanthropy to help expand this service.
The Santa Monica Fire Department’s Community Response Unit (CRU): Launched
in January 2019, the goal of the CRU is to create innovative ways to engage and assist
Santa Monica’s most vulnerable populations. These include people experiencing
homelessness, vulnerable housed adults, people with mental illness, people with
substance use disorder, and high utilizers of public safety services. Effective response
for these vulnerable individuals requires SMFD to act outside of its normal emergency
model. Achieving this goal will improve the safety, health, and wellbeing of these
populations and improve the availability of our fire engines and rescue ambulances. The
CRU will focus on four areas to achieve results: Response, Education, Outreach, and
Prevention.
Alternative Behavioral Health Care Facilities: The emergence of alternative
behavioral health care facilities across the region show promising practice in increasing
access to care for persons in mental health and addiction crisis. As the City strengthens
is response to behavioral health crisis, staff recommend conducting a feasibility study
on the local need for such as facility within Santa Monica to relieve the strain on local
emergency departments, time away from patrol for SMPD officers, and to keep people
closer to their safety-net of friends, family, and social service advocates as they recover.
At the same time, the City will continue to support a change in state law to allow SMFD
to transport to such facilities so should one come online in Santa Monica in the future,
SMFD will be able to transport patients.
Next Steps
Commit ongoing funding to the city’s multidisciplinary teams including C3 and
HMST. Staff will return to Council with a funding request during the FY2019-21
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Biennial Budget Process to sustain and enhance these efforts.
Advocate for a change in state policy to authorize SMFD to transport non -
medical emergencies to alternative care facilities such as the Exodus Recovery
Psych Urgent Care Center in Culver City.
Continue funding for SMPD’s pilot with McCormick Ambulance to transport
persons with special needs to appropriate alternative care centers. This request
will be made as a part of the biennial budget process.
Direct staff to explore feasibility options for developing a coordinated behavioral
health response, including assessing the need to create a community-based
behavioral health center in Santa Monica. Staff will be submitting a budget
proposal under the Reduce Homelessness priority for a behavioral health
consultant to conduct this feasibility study.
Outreach to the local hospitals and other key stakeholders to create a community
ad-hoc behavioral health working group to strengthen communication,
coordination of services, leverage financial resources, and advocate for
legislative changes.
Work with the City Attorney’s Office to develop a mechanism for the City to
receive private funding to support the purchase of or receive as a gift, a
therapeutic van to provide field-based mental health triage and crisis stabilization
services by October 2019. This van would be operated by the current
multidisciplinary teams in partnership with LA County Department of Mental
Health and SMFD.
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Partner with Friends of the Animal Shelter to secure private funding to expand
support to pet owners experiencing homelessness who need temporary board
and care for their companion animals.
Report back on the results of SMFD’s CRU 6-month pilots with SMFD’s
recommendations on its next steps. SMFD will request ongoing funding for this
program as part of the biennial budget process.
Expand the Akido Project Connect App users to additional City departments and
homeless service providers.
Pillar Three: Maintain equitable access to safe, fun, and healthy open spaces
With over 600 unsheltered individuals spending some portion of their time on the
streets, conflicts over open space usage are frequent, requiring unique skills and
approaches to intervene and discern anti-social behaviors from respite and recreational
behaviors permissible by all users.
In 2018, the City doubled down on its street outreach and engagement activities to
address anti-social behaviors in public spaces. Specifically, Public Works, Library,
Human Services, Big Blue Bus, and nonprofit partners worked with SMPD to collaborate
on strategies to mitigate anti-social behaviors in key public spaces and create additional
“no-wrong-door” opportunities for service connections. These efforts leveraged ongoing
collaborative models such as the HLP Team’s partnership with West Coast Care (WCC)
to provide outreach on the beach and in Tongva and Palisades Parks, offering referrals
to shelter and other resources, emergency clothing, bus tokens and other support. A
primary focus is Project Homecoming through which WCC reconnects those
experiencing homelessness with family. Through these efforts, resources are deployed
to key spaces where people experiencing homelessness gather to increase
opportunities for service connection and mitigate the impact of homelessness on the
wellbeing of the community. The City’s practices are in alignment with LAHSA’s
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“Guiding Principles and Practices for local response to Unsheltered Homelessness,”
recommended best-practices for municipal engagement adopted by the LAHSA
Commission on February 28, 2019.
Promising Practices
Open space promising practices arose out of Council’s one-time funding and were
described in detail in the March 13th Info item to Council. Therefore, they are listed here
only by name and abbreviated description.
Launching of the C3 Multidisciplinary Outreach Team. Provides mobile health
and clinical interventions and linkages to homeless services and housing to
people experiencing homelessness in the Downtown Santa Monica area
including Palisades, Tongva, and Reed Parks.
Homeless Outreach Services at the Library. An Outreach Specialist staffed by
The People Concern provides onsite outreach services including weekly office
hours and special events to engage people experiencing homelessness in
nontraditional ways to increase engagement. This service will soon be enhanced
with the hiring of an as-needed social worker position by spring 2019.
Expansion of the Library Service Officers. The additional LSO hires allowed
the department to educate and enforce the new guidelines among all patrons to
maintain a safe, inclusive and learning environment. LSOs work closely with
SMPD’s HLP Team and onsite Outreach Specialist to connect people to
homeless, Veteran, and mental health services.
Incident Tracking on Big Blue Bus. In 2018, Big Blue Bus upgraded its incident
tracker to better capture homelessness related data in response to growing
concerns expressed by staff and riders. Big Blue Bus found that only 20% of all
reported incidents were homeless related and the number of incidents that
occurred out of over one million riders, were miniscule.
Expansion of the Homeless Liaison Program (HLP) Team. In January of
2018, the HLP team expanded from six to eight full-time officers, along with a
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Department of Mental Health Clinician and a sergeant. In the summer of 2018,
HLP went from five to seven-day-per-week coverage.
Relocated street feeding operation indoors. In late 2018, Food Not Bombs
partnered with Salvation Army to transition their street feeding program from the
3rd Street Promenade to an indoor, sit-down setting. West Coast Care provides
onsite outreach services including referrals to Winter Shelter, Project
Homecoming, and intake at St. Joseph’s Homeless Services Center. The inside
meal is hosted every Thursday, averaging 100 participants each week.
Next Steps
Continue funding for multidisciplinary teams. Continue funding to the C3
team to expand the current contract and explore additional funding to create a
new C3 team possibly focused on the beach. This request will be made as part of
the biennial budget process.
Expand the number of HLP Team Officers. The HLP Team is scheduled to
grow to ten officers in the first quarter of 2019.
Continue services at the Library. The Library is targeting to fill the as-needed
social worker position by April 2019 and secure ongoing funding for the additional
LSOs and as-needed social worker position. This request will be made as a part
of the biennial budget process. More consistent services and availability of
resources will allow the Library to more directly serve some of our most
vulnerable visitors through outreach, referrals, and case management.
Increase Beach Outreach Coordination. Strengthen relationship between West
Coast Care and businesses along Ocean Walk to increase engagement and
homeless service connection.
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Pillar Four: Strengthen regional capacity to address homelessness
The regional landscape has shifted significantly since Council first prioritized taking a
leadership role in regional efforts to address homelessness as a strategic goal in 2015.
Voters in the City of Los Angeles approved Proposition HHH in November 2016, a 10 -
year housing bond dedicated to building up to 10,000 new units of affordable housing,
supportive housing, and homeless facilities. The County of Los Angeles voters
approved Measure H, a quarter-cent sales tax that is anticipated to generate at least
$355 million a year until 2027, to provide supportive services and leverage housing
opportunities across the County’s 88 cities through a supply rental subsidies, landlord
incentives, and housing retention supportive services. In 2018, approximately $1B was
allocated to addressing homelessness in the L.A. County region through local, state,
and federal funding placing 24,998 people into interim housing, 20,446 into permanent
housing, and preventing 6,026 from falling into homelessness. Approximately 1,500 new
units of interim housing and nearly 3,000 new units of permanent supportive and
affordable housing have come online or in development since 2017.
This extraordinary collaboration between LA City and LA County has incentivized other
jurisdictions including the “Big 11” large cities in California and the State to join the
conversation and invest additional resources and ideas to address the growing
homelessness crisis. The State allocated $500M in one-time surplus funding to form
and implement the Homeless Emergency Assistance Program (HEAP). Governor Gavin
Newsom’s 2019-20 Budget proposal unveiled in January 2019 includes $1.3B in one-
time general fund dollars to support an aggressive new approach to spur housing
development to address the state’s affordability crisis and promote economic growth.
Santa Monica has been a direct recipient of these efforts through the expanded
investment in the regional Coordinated Entry System (CES). The CES aligns the Single
Adult, Family, and Youth Systems into a seamless, collaborative, county-wide platform
for housing and service delivery to homeless households. St. Joseph Center leads the
region-wide Coordinated Entry System collaborative for L.A. County’s Service Planning
Area 5 (which encompasses Santa Monica and the Westside) for both Individuals and
for Families. The collaborative encourages cities, L.A. County, and service providers to
leverage their shared resources to end homelessness, improve coordination among
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participating agencies, and increase the number of homeless people who obtain
housing. In 2018, 725 people engaged in Santa Monica were entered into the
countywide CES.
In February 2018, the City received a $70,000 grant from United Way and the County
Homeless Initiative to develop a flexible training curriculum to deepen the public’s
understanding of the regional homelessness crisis from the perspective of outreach
workers and persons with lived experience, and to educate on best practices for
engagement to multiply the City’s efforts. The first training videos have been produced
and posted to the City’s YouTube channel. A robust communications campaign will
engage a broad range of stakeholders—such as residents, landlords, businesses, and
charitable organizations—and will allow core modules to be shared with neighboring
communities. These grant funds have been fully expended.
By 2023, the City should also begin to experience relief as new homeless facilities and
housing opportunities supported by Proposition HHH and Measure H begin to come
online. These include an additional 200+ interim housing beds in Venice, Brentwood
(VA Campus), and Westwood (West L.A. Armory) and over 400 new units of supportive
housing by 2024. The City of Malibu has also opened a new homeless service center to
better coordinate referrals to local services. Safe Parking L.A. opened a new site in the
parking lot of West L.A. City Hall. The potential of these expanded services and the
potential housing pipeline should be integrated into the City’s homelessness strategy
moving forward.
The Senior Advisor and the Council Office & Legislative Affairs Liaison will continue to
work with public partners at all levels of government and the Westside Cities Council of
Governments (WSCCOG) to ensure the Westside receives its fair-share of new funding.
Currently the City is working with WSCCOG to develop a needs assessment to better
understand the homelessness housing and services gap in SPA 5 required to effectively
move the needle on local homelessness. Countywide, 24,000 people are in the
Coordinate Entry System waiting to be matched to a housing unit. However there are
only 9,600 available permanent housing opportunities and 8,649 interim housing
opportunities to meet this demand. A better understanding of the local gap will enable
the City and WSCCOG members to better advocate for private, state, and federal
19 of 23
resources for local providers so that they can meet the growing demand created
through increased outreach and engagement services.
The expansion of interim housing capacity in neighboring communities creates an
opportunity for the City to reimagine the Santa Monica Shelter (SAMOS HEL) to better
meet local needs. Built under a 1994 emergency ordinance, the current facility is a
sprung-tent structure that was originally built as a temporary facility to meet the regional
homeless needs. Since 1994, the needs of residents placed in SAM OSHEL have
become more complex requiring new design, smaller client-staff ratios, and flexibility to
accommodate personal belongings, companion animals, and more. The reimagined
SAMOSHEL would not be another emergency shelter, but a new facility that refle cts the
needs of the City and, today’s homeless population. Ideally, the reimagined
SAMOSHEL would house an interim housing program with specialized capacity to
support set-aside beds for first responders and outreach teams, and integrated new
supportive housing residences. Initial first steps to the reimagined process include
developing a community participation strategy to shape a new program model and
assist exploring potential new sites. Replacing SAMOSHEL with a new permanent
facility reflecting best practices is realistically a 3-5 year process. Staff recommends
that the current facility needs of SAMOSHEL be addressed to extend the lifespan of the
temporary housing for approximately five years while the City undergoes the process to
design based on best practices, community input, and users.
Promising Practices
We Are Santa Monica: We Are Santa Monica is a community engagement campaign
dedicated to joining neighbors, local nonprofits, businesses, and local organizations to
create a stronger community for all. We see the needs of all the people in our city and
inviting our community to learn more about the work happening across Santa Monica
and invite them to get involved. This has been a successful vehicle to inform
constituents about the City’s homelessness efforts that lead to engagement
opportunities with local homeless service providers.
20 of 23
Homelessness Steering Committee: The Homelessness Steering Committee is an
all-volunteer effort led by civic leaders Bill Parent, Chair of the Santa Monica Social
Services Commission, John Maceri, Executive Director of The People Concern, and
Kathleen Rawson, CEO of Downtown Santa Monica, Inc. The Steering Committee
meets with the community quarterly and accomplishes its work through four
subcommittees including: Advocacy, Public Safety, Volunteerism, and Open Spaces. In
2019, the Committee will streamline its activities to more strongly focus on advocacy
and volunteerism.
Westside Cities Council of Government (WSCCOG): The WSCCOG is a vehicle
through which the City champions regional solutions and problem -solving in tandem
with the leadership of neighboring communities. The Senior Advisor represents the
WSCCOG on the Regional Homeless Advisory Committee- a regional body of 58 cross-
sector stakeholders. In 2018 the Homelessness Committee conducted an asset map of
all current homeless programs and facilities. This report is being refined. Once complete
it will provide a foundation for a Westside Cities Homelessness Strategic Plan that will
include a housing and services needs assessment.
State and Federal Policy Agenda: City staff worked closely with the City’s state and
federal lobbyists to advocate for funding and policies to ease the burden of
homelessness in Santa Monica. In 2019, staff will advance a formal policy agenda to
engage diverse stakeholders in championing legislation that furthers Council’s policy
priority of reducing homelessness.
Increased Inter-Regional Collaboration: In 2018, the City of Santa Monica increased its
presence in inter-regional conversations with the City of Los Angeles and the County of Los
Angeles to shape emerging policies such as best-practice street-engagement strategies for
cities, 2019-20 priorities for Measure H Funding Allocation, review and feedback on LAHSA’s
HEAP Funding Spending Plan, and the passage of interim housing facilities standard. In 2019,
the three entities will work closely to support citing of new homeless programs in neighboring
communities outside of Santa Monica and to ensure that local nonprofits have ad equate new
resources to build capacity to meet growing demand created by expansion of homelessness
services (i.e. staffing, adequate program space, staff training).
21 of 23
Next Steps
Advocate for a Westside Homelessness Strategic Planning Process: Work through
the WSCCOG’s Homelessness Committee to create Westside Cities Homelessness
Strategic Plan that includes a housing and services needs assessment,
recommendations on where to site new housing developments, and estimated costs.
Reimagine SAMOSHEL. Staff seek direction from Council to have staff look at a
variety of sites for the future replacement of SAMOSHEL and develop a
community engagement plan to involve the community with agreement to return
to Council with recommendations.
Develop of a transparent state and federal policy agenda. In collaboration with the
Homelessness Steering Committee, the City will develop the policy agenda by the end
of March and work with the Office of Communications to distribute to the community
with a call-to-action.
Explore the creation of community foundation to support innovation. Work with
the City Attorney’s Office to explore options to streamline receipt of private funding to
support homeless innovation projects and regional efforts.
Launch the Online Homelessness Training Curriculum: The initial modules are
completed. The City will develop a strategy to release and distribute the first in the
series by spring 2019.
Continue the We Are Santa Monica efforts: Continue publicizing the City’s collective
homelessness strategy and progress through the We Are Santa Monica platform.
Continue support and encouragement for the Homeless Steering Committee: Staff
will continue to provide administrative and logistical support to the Steering Committee.
Conclusion
In 2018, the City strengthened its historic approach to addressing homelessness
through increasing its capacity by leveraging additional departmental expertise and
resources; while at the same time increasing collaboration with regional partners. While
22 of 23
the numbers slightly increased in the 2019 Annual Homeless Count, the numbers
decreased or remained stable in areas where there were targeted interventions.
Through doubling down on outreach efforts, staff made over 34,520 contacts with
people experiencing homelessness, connecting to housing and supportive services
when resources were available.
The City of Santa Monica is at an exciting juncture to explore how it can increase
protection for housed Santa Monicans at risk of homelessness; continue to identify and
engage persons experiencing behavioral health crisis; smartly deploy outreach
resources to open spaces based on data to improve well-being for all; and how to
support the expansion of regional capacity as new interim and permanent housing
resources come online in neighboring communities.
Over the coming year, staff would like to report back to Council on a quarterly basis
through updates of individual departmental progress and collective impact. Staff will
coordinate through the City Manager’s Office on this effort.
Financial Impacts & Budget Actions:
On August 8, 2017 Council authorized the City Manager to modify agreement #10291
with OPCC for operation of the Homeless Multidisciplinary Street Team (HMST),
resulting in a 3 year amended agreement with a total amount not-to-exceed $1.65
million, consisting of $1.05 million in City general funds and up to $600,000 in grant
funding from LA County Board of Supervisors District 3 (SD3) (Attachment F). In that
same staff report, Council authorized the City Manager to accept a grant award in the
amount of $300,000 from SD3 for HMST, and to accept all grant renewals. As of the
date of this report, a total of $1.35 million has been disbursed to OPCC. On January 31,
2019, the City and the County executed an amendment to renew the SD3 grant for one
additional year and for an additional amount of $300,000, making available the full not -
to-exceed amount of $1.65 million. The renewal requires the following FY2018 -19
budget changes:
23 of 23
FY2018-19 Grant Budget Changes
Establish Revenue Budget Appropriate Funds
Account
Number(s)
Amount Account
Number(s)
Amount
20400001.40547
0
$ 300,000 20400001.55593
0
$ 300,000
If the Supervisor’s grant is renewed and awarded for future periods, budget changes will
be included in subsequent year budgets, contingent on Council budget approval.
Prepared By: Alisa Orduna, Senior Advisor to the City Manager on
Homelessness
Approved
Forwarded to Council
Attachments:
A. Homeless_Spring_2017_FINAL
B. Update on Pilot Initiatives to Address Homelessness
C. Framework Priorities Report
D. Rec and Park Staff report
E. Homeless Count One Sheet final
F. HMST Staff Report
G. Written Comments
H. Powerpoint Presentation
Information Item
1
Date: May 8, 2017
To: Mayor and City Council
From: Karen Ginsberg, Director of Community and Cultural Services
Subject: Local Homeless Efforts in a Regional Context
Introduction
Santa Monica’s long running local investment in permanent solutions to address
homelessness has produced a sophisticated, collaborative approach effective in
transitioning highly vulnerable individuals off the streets and into housing. Unfortunately,
the scale of the regional homeless crisis has pushed Santa Monica’s homeless service
system beyond its tipping point, contributing to increases in street homelessness. What
used to be an issue for a few isolated communities is now so ubiquitous that the public
has responded with unprecedented support for new sources of revenue specifically for
homeless services and affordable housing, including Measure GS and GSH locally and
Measure H and Proposition HHH for LA County and City respectively. The regional
homeless service system, which includes coordinated outreach, County mental health
and health services, homeless prevention and rapid re-housing programs, family
reunification, shelter and permanent housing, and employment opportunities is poised
to evolve quickly. While investments will be necessary to increase capacity across the
region, locally, new investments should align with Santa Monica’s established policies in
order to serve this community’s needs and to mitigate negative local impacts.
The City’s homeless policies, like its service system, have evolved over many years to
be a reflection of the priorities and needs of this community. Locally, the City should
continue to support long-standing policies and investments and look for opportunities to
leverage regional funds to support current strategies that are proving to be effective
2
such as street-based clinical services, new technology solutions for improved
information sharing, more affordable housing and support to low-income residents at-
risk of homelessness. In addition, the City should continue to advocate for policymakers
to look to the future and fund the long-term housing and clinical services, which are
often provided by the County, and are needed to sustain substantial progress towards
reducing homelessness. LA County is at an inflection point – the decisions made today
both locally and regionally on policy and implementation of new programs will decide if
the curve of homelessness continues to climb or whether strategic investments and
collaborative efforts can turn the tide.
On May 9, 2017, Council will receive a City Manager’s Update on the results of the
2017 Santa Monica Homeless Count. Later this fall, Council will receive a full review of
the City’s coordinated homeless strategies.
Background
Santa Monica’s homeless service system has evolved significantly over 40 years and is
nationally recognized as an innovative model that addresses the complex issues that
contribute to long and repeated episodes of homelessness. The City’s significant
investments prioritize solutions that further the best practices of housing first, harm
reduction and assertive case management. Research has proven these strategies as
the most client-centered ways to deliver services and produce better outcomes 1.
Despite a comprehensive system that included services and treatment from outreach on
the streets to permanent housing, for many years there remained a sub-population of
long-term entrenched homeless residents. These individuals had multiple conditions
that made navigating the system difficult. The traditional first-come, first-served model of
services – which best served high-functioning individuals who were able to keep
1 Tsemberis, S, Gulcur, L and Nakae, M (2004, April) HOUSING FIRST, CONSUMER CHOICE, AND
HARM REDUCTION FOR HOMELESS INDIVIDUALS WITH DUAL DIAGNOSIS. Retrieved May 2, 2017
from www.ncbi.nlm.nih.gov/pmc/articles/PMC1448313/
3
appointments, follow rules and self-regulate their behavior – was leaving these high-
need individuals on the streets.
In 2004, the City took its first steps towards changing from a first-come, first-served
model to one that prioritizes resources for those specific, highly vulnerable individuals
who generate the most calls to first responders, cycle through local emergency rooms
and are most likely to die on the streets. In consultation with local businesses and first
responders,, the City created the Chronic Homeless Project (CHP). It identified an
initial group of 25 individuals around whom an interdepartmental team representing
Community and Cultural Services (CCS), Santa Monica Police Department (SMPD),
Santa Monica Fire Department (SMFD), the City Attorney’s Office (CAO) and Housing
and Economic Development (HED) alongside nonprofit service agencies partnered to
coordinate efforts to engage and house. The CHP team took “a whatever it takes
approach” to remove barriers to housing and treatment and the lessons learned remain
foundational to the City’s coordinated efforts today.
In 2005, as part of a federal mandate, LA County conducted its first “point in time”
homeless count, which estimated 88,345 people were homeless in LA County during
the last week of January. There was an estimated 6,860 in Service Planning Area 5
(SPA 5). A portion of Santa Monica was included in the count, but the statistical model
used to extrapolate that count did not provide a viable estimate of numbers at a
community level. Locally, in 2005, the City created a dedicated Homeless Unit within
Community and Cultural Services to manage City grants to homeless service providers,
align policy and funding, and coordinate services.
In 2006, to further increase the impact and effectiveness of Santa Monica’s homeless
service system, the City contracted with The Urban Institute to evaluate the City’s
homeless system of care. The Urban Institute studied the City’s per capita share of the
homeless population, geographic size, and local bed inventory, and recommended the
City scale its efforts to a smaller, more targeted capacity that reflected the local need.
Recognizing the need to continue to provide a housing option for people who are newly
4
arrived in Santa Monica, the City launched Project Homecoming, a family reunification
program that to date has housed over 1,900 homeless individuals with family and
friends at a cost of about $226 per person. Also in 2006, the City created a new three-
person Assertive Case Management Team dedicated to continuing the CHP project,
and the Santa Monica Housing Authority received federal funding for 63 new permanent
housing voucher subsidies, for a total of 198 homeless housing vouchers.
In 2007, LA County conducted a second “point in time” count, and estimated 73,702
people were homeless during the last week in January. The report also estimated that
141,737 people experience homelessness at some point throughout the year. SPA 5
estimates placed 6,703 individuals homeless on a single night. However, the 2007
Count utilized a different methodology, making it incomparable to the 2005 results.
Also in 2007, the City, in partnership with LA County Superior Court, launched the
Homeless Community Court to promote engagement in case management, treatment
services and housing as an alternative to jail time for chronically homeless individuals
connected with CHP. Since 2007, over 111 homeless court graduates have moved into
permanent housing.
In 2008, the City reinforced its commitment to serving the most vulnerable homeless
individuals by implementing the by-name Service Registry. Using a standard
assessment tool that provided a numerical vulnerability score, City staff and community
partners interviewed hundreds of homeless individuals over three nights in and around
the downtown area. The Service Registry currently consists of 372 individuals, 324 of
whom are off the streets in interim or permanent housing. Also in 2008, Council adopted
the Action Plan to Address Homelessness, which formally established a Santa Monica
Priority Population criteria for City-funded homeless programs and the concept of “fair
share” which continue to guide City resources and policy today. To continue to house
vulnerable chronically homeless individuals, the Santa Monica Housing Authority was
awarded federal funds for an additional 15 homeless housing vouchers.
5
In 2009, the City of Santa Monica conducted its own homeless count, in conjunction
with LA County. Rather than a statistical sampling of census tracts, the City conducted a
full City-wide visual count. This methodology provides the basis for annual local counts,
allowing for comparisons across time. In 2009, a baseline of 915 homeless individuals
were identified, with 480 unsheltered and 435 indoors in shelters, local hospitals, or the
City’s jail on a single night in January. LA County estimated 48,053 homeless
individuals, attributing the reduction from 2007 to the roll-out of the County’s $100
million Homeless Prevention Initiative (which provided seed funding for Santa Monica’s
Homeless Community Court), as well as a shift to a permanent housing-focused model.
The City has conducted annual counts, rather than the federally mandated bi-annual
counts, since 2009, and LA County has followed suit since 2016. Continuing a
permanent housing focus, the Santa Monica Housing Authority was awarded federal
funds for an additional 25 homeless housing vouchers, for a total of $3.26 million
annually in federal homeless Continuum of Care funding for permanent supportive
housing supporting over 230 households.
In 2010, the regional shifts to Housing First and increased federal allocations of housing
subsidies combined with the local increased coordination of the Service Registry and
the implementation of the Action Plan contributed to a significant reduction in the annual
Santa Monica point-in-time count. That year, 742 individuals were counted, a 19%
reduction.
Between 2010 and 2016, the City’s strategic, collaborative approach and emphasis on
prioritization of the most vulnerable, long-term homeless individuals kept the local
homeless count relatively stable overall, with street homelessness beginning to increase
in 2015 and 2016. During this same period, LA County’s homeless count increased from
a low of 39,461 in 2011 to over 46,874 in 2016. This year’s local results, which will be
presented to the Council on May 9th, show a significant change in the Santa Monica
6
homeless community. The data supports anecdotal experiences and underscores that
the regional homeless crisis is causing acute impacts in Santa Monica.
While the City has evolved its approach to align with the Urban Institute
recommendations and has become more efficient, the City’s infrastructure still bears a
heavy responsibility to the broader needs of the Westside community and LA County.
The County’s overreliance on existing infrastructure places stress upon local service
systems. In order to mitigate the stress caused by County policies, the City’s work
includes advocating for the County to distribute access to services across the region
rather than relying on communities like Santa Monica that are already providing shelter
beds and other facilities. For example, the County’s Winter Shelter model does not
allow participant walk-ins and only provides a limited number of bus pick-up and drop-
off locations from which to access the shelters. This anchors winter shelter users in host
communities that have few, if any, daytime services. Santa Monica was a designated
regional pick-up site for the County’s 2007-08 Winter Shelter bus to the West LA
Armory. Data collected from surveys of Winter Shelter bus users indicated that people
waiting daily for the bus were not originally homeless in Santa Monica. Using this data,
coupled with the City’s significant year-round shelter bed capacity (293), the City
successfully advocated for the County to operate pick-ups at other regional sites that
were otherwise unserved by any shelter infrastructure. In parallel with pushing external
partners to increase access to services, the City routinely looks internally at existing
programs to ensure their relevance and service to the City’s goal of reducing the local
impacts of homelessness. In 2008, the City decided to close the showers operating at
the pier and redirected patrons to the local SWASHLOCK program, operated by
OPCC/The People Concern.2 SWASHLOCK ensures homeless individuals have access
to hygiene services that are provided in a holistic, housing-focused environment.
After scaling the Santa Monica homeless service infrastructure and reallocating
resources towards intensive services and permanent affordable housing, the City
recorded a baseline census of 915 homeless people during the 2009 point-in-time
2 https://www.smgov.net/departments/Council/agendas/2008/20080226/s2008022608-A.htm
7
count. While the City’s coordinated and targeted efforts produced early reductions in
count totals (results)3, progress has slowed in recent years. These increases are likely
due to the size of the region-wide homeless population, which exceeded 46,000 people
in 2016, 75% of whom are literally on the streets, in parks and public spaces (results).4
Santa Monica’s 2017 count results will be presented to Council on May 9th and County
results are expected later this spring.
The service needs of the vulnerable street homeless population are overwhelming
regional capacity and influencing a shift in the profile of the Santa Monica homeless
population to more transient individuals who are new to the city, though most have a
long history of homelessness in other communities. Santa Monica, like the rest of the
county, is feeling pressure from regional street homelessness at unprecedented levels.
In response to widespread and visible street homelessness, LA City and County
adopted aggressive strategies to address the needs of the County’s homeless
population. Voters across the county approved legislation in City of Santa Monica
(November ’16), LA City (November ’16) and County (March ’17) to create new funding
sources for housing (Santa Monica, LA) and services (County) to address the regional
barriers causing, and prolonging, homelessness.
Discussion
As one of 88 cities in a county with the largest street homeless population in the nation,
the persistent regional homeless crisis affects Santa Monica. At the regional level,
homeless service programs successfully rehouse people, but the rate of placement is
dwarfed by the estimated 13,000 people on public benefits in LA County who fall into
homelessness on a monthly basis.5 Relative to the scale and scope of needs of this
population, the supply of homeless services and housing resources is inadequate,
resulting in higher incidences of street homelessness region-wide since 2013.
3www.smgov.net/uploadedFiles/Portals/Homelessness/About_Homelessness/homeless_count_summary
_2016.pdf
4 https://documents.lahsa.org/Planning/homelesscount/2016/factsheet/2016-HC-Results.pdf
5 Flaming, D., & Burns, P. (2015, August 25). ALL ALONE ANTECEDENTS OF CHRONIC
HOMELESSNESS. Retrieved April 12, 2017, from https://economicrt.org/publication/all-alone/
8
Recognizing that local efforts alone could not adequately address the impacts of
homelessness, the City is re-emphasizing regional partnerships. In August, 2015, City
Council established taking a leadership role in regional efforts to address homelessness
as one of the City’s top five strategic priorities. The Council instructed staff to do more
on a regional level, especially by engaging with LA City and County partners to address
these local impacts. Based on this directive, the City is leveraging its expertise and local
resources to support regional partners to build housing and service capacity in the
Westside region (outside of Santa Monica), while continuing to pilot innovative new
strategies within Santa Monica. Additionally, the City is sustaining and expanding
investment in housing retention services to prevent existing Santa Monica residents
from becoming homeless.
Since 2015, the City has activated its leadership strategy by sharing successful local
homeless service models with regional partners for replication, while securing new
regional partnerships to expand services and housing choices for Westside consumers.
The following projects illustrate the City’s efforts:
• Sharing the Police Department’s Homeless Liaison Program model with LA
County Sheriff’s Department as they created new first responder homeless
training modules;
• Successfully advocating that the Westside Cities Council of Governments add
addressing homelessness to its work plan;
• Re-establishing a Westside Cities Council of Governments Homelessness Work
Group;
• Securing County matching funds to expand local Rapid Rehousing activities;
• Endorsing Venice Community Housing Corporation’s proposal to LA City Council
to lead a permanent affordable housing development in Venice;
• Representing the Westside Cities Council of Governments on the newly formed
LA Homeless Services Authority Regional Homeless Advisory Council;
9
• Identification of homeless individuals who originated outside of Santa Monica by
Human Services Division staff and coordinating their connection to new County-
funded homeless outreach teams.
As mentioned previously, Santa Monica’s sustained investments in homeless services
have fostered a dynamic, comprehensive service system that provides an array of
emergency services, case management, treatment, and housing options. While the City
has invested land, capital funding, operational support and significant political will to
develop and maintain this infrastructure, the lack of comparable services on the
Westside makes Santa Monica the “go to” community for County offices and community
groups seeking to expand services. For example, in the past year, two regional
programs opened in Santa Monica to serve homeless individuals originating from
outside the community:
(1) The Bruin Shelter, hosted at Mt. Olive Lutheran Church is a nine-bed shelter
for UCLA and Santa Monica College students who lack housing. The County
Supervisor’s Office, in response to Council’s call for matching contributions, is
providing Mt. Olive with funding to pay required permitting fees to make the
building compliant with shelter operator requirements.
(2) The County has contracted with a local board and care facility, The Manor, to
temporarily house vulnerable Venice homeless residents identified by the County
outreach team.
While seemingly beneficial, these projects use local service infrastructure and do not
reduce the impacts of homelessness in Santa Monica or serve our local priority
population. It also enables neighboring institutions and cities to avoid accountability by
not creating homelessness solutions within their own communities.
As Los Angeles City and Los Angeles County implement their coordinated strategies
and bring new programs and resources online to address homelessness across the
region, Santa Monica should support those programs that align with established policies
and service strategies and enhance the City’s efforts to address the impacts of
10
homelessness in this community. In order to do this, Santa Monica is designing and
testing coordinated strategies to address increasing regional street homelessness that
could be expanded or sustained with regional funding, including:
• The Homeless Multidisciplinary Street Team, serving the top 25 highest users of
first responder services. RAND is evaluating the efficacy, outcomes, costs and
cost avoidance benefits of this model. The program launched with City one-time
funds expiring in December 2017. The City has applied for County funds to
continue the program; however there may be a need for additional resources if
the County is unable to commit to full funding;
• Developing policies for data governance to facilitate data sharing between first
responders and social services;
• Testing a range of data-informed coordinated joint outreach approaches by first
responders and homeless outreach workers to specific areas in the City;
• Developing a field-based real-time software solution to enable first responders to
provide continuity of care. Dedicated funding for this project has not been
identified, although initial development work is being done through an in-kind
partnership;
• Developing a communications strategy to educate residents, business and
visitors about homelessness, stimulate behavior change and activate
partnerships. The City has contracted with GOOD to design and implement a
comprehensive community education campaign. In addition, staff will be
convening a broad group of stakeholders to identify areas for new partnerships,
resource development and system improvements.
The City’s new approaches align with outcomes associated with Community, Place and
Economic Opportunity. With appropriate resource allocations, these programs, policies,
and technologies have the potential, once scaled and implemented, to make a
measurable difference locally and beyond.
In addition to this new programming to address impacts of homelessness, supporting
low income residents vulnerable to losing their housing is critical both locally and
11
regionally to stop the homeless population from continuing to grow. The City has a
variety of housing retention programming across multiple departments including flexible
funding for eviction prevention, housing rights education and protection through the City
Attorney’s Office, tenant harassment and eviction defense through funding to Legal Aid
Foundation of Los Angeles, and the Senior Housing Taskforce to prevent low-income
seniors from eviction and homelessness. These programs will continue to be our first-
line of defense in preventing Santa Monica residents from becoming homeless.
Next Steps
On May 9, 2017, Council will receive a City Manager’s Update on the results of the
2017 Santa Monica Homeless Count. Later this fall, Council will receive a full review of
the City’s coordinated homeless strategies, including outcomes from the homeless
multi-disciplinary street team and Senior Taskforce, cost estimates to scale up solutions
to meet new demands, and updates on regional strategy implementation and funding
priorities for LA County Measure H.
Summary
The City recognizes that our local efforts alone cannot solve the region’s homeless
crisis. The City’s strategic priority to take a leadership role in regional issues balances
the need to continue to support existing policies and develop congruent local solutions
while thoughtfully expanding partnerships with LA City and County entities. In the past
year, the City has significantly evolved its strategic approach to homelessness by
enhancing the use of data to design targeted programs, continuing to focus on the most
vulnerable with innovative, street-based engagement and services, and working to
ensure that new regional resources and programs introduced in Santa Monica are
coordinated with local efforts. As resources become available through LA City and LA
County’s renewed commitment to addressing homelessness, the City will promote its
best-practice models and encourage neighboring communities to replicate these models
to serve their local homeless populations and low-income residents. In order for Santa
Monica to improve the quality of life for all residents, the City must evaluate proposed
solutions and support those that address existing local needs, get people into
12
appropriate housing with services, and reduce impacts on the city as a whole. The City
will actively advocate with other Westside entities to ensure that new regional resources
benefit the Westside and include investment in long-term permanent solutions to
address and prevent homelessness.
Prepared By: Elizabeth Anderson, Senior Administrative Analyst
Information Item
Date: March 14, 2019
To: Mayor and City Council
From: Rick Cole, City Manager
Subject: Update on Pilot Initiatives to Address Homelessness
Introduction
As the City begins a new chapter in its commitment to addressing homelessness within
the city and the region, this Information Item provides an updated status report on the
Homeless Strategic Goal Action Plan goals and activities approved by Council and
seeded with one-time funding in November 2017. Staff also recommends viewing the
May 2017 Information Item (attached) on Local Homeless Efforts in a Regional Context
to review the City’s historic homelessness investments and our evolution as an
innovator in homeless services, many of which have now been institutionalized as
countywide best practices.
Staff will present the Annual Report on Homelessness to Council during the March 26
Council meeting.
Background
In August 2015, City Council made taking a leadership role in regional efforts to address
homelessness a top five Strategic Goal. Council recognized that the City could not solve
the homelessness crisis within its 8.3 sq. mile geography alone, and that doing so would
require coordination with regional partners including neighboring cities and the County
of Los Angeles. Homelessness surged in the region in 2017, increasing across Los
Angeles County by 23% from the 2016 count. In Santa Monica, homelessness
increased by 26% during the same period, the first significant increase since 2009.
Additionally, embodied within the increase lay a changing profile of homelessness; one
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
2
that was becoming more transient, unsheltered compared to sheltered, displaying
greater mental health and substance use disorders, and revealing many who while new
to Santa Monica, had experienced long periods of homelessness in other communities
across LA County.
In response, staff created the Homeless Strategic Goal Action Plan (Action Plan). This
Action Plan developed strategies and responses based on: pro-active engagement;
smart deployment of local resources; and use of data, technology and analysis to make
decisions. New strategies complemented the City’s historical approach that focused on
“who” (Santa Monica program eligible individuals) with a place-based strategy focusing
on “where” (highly impacted public spaces). In this regard, resources were allocated to
field-based services designed to meet people where they were, assess their needs, and
to the extent possible, redirect to appropriate housing and supportive services. On
November 28, 2017, Council allocated $1.4 million in one-time general funds to seed
the implementation of these initiatives. Additional departments that did not receive one-
time funding also participated through launching new pilots that focused on
homelessness prevention, public health mitigation, and data collection to increase
understanding of the impact of homelessness on city-operations. The results of these
initiatives are presented in the next section.
Discussion
The Homeless Strategic Goal Action Plan (Action Plan) was implemented in 2018
initiating the next chapter in the City’s 40-year history of addressing homelessness
(Action Plan attached). Departments worked through a cross-organization team called
the Homeless Action Team (Team) to review, refine, and advance Action Plan
strategies to mitigate the impact of a growing unsheltered homeless population.
The Team presented progress on a monthly basis to executive leadership for feedback
at SaMoStat, a data-review process that applies four tenets for analysis: timely and
accurate data, relentless follow up, effective tactics, and rapid deployment of resources.
Participating departments included Community and Cultural Services (CCS), Housing
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
3
and Economic Development, Library, Santa Monica Police Department (SMPD), Santa
Monica Fire Department (SMFD), Big Blue Bus, Planning and Community Development
Department, and Public W orks. Seeded with one-time funding allocated by City Council
in November 2017, most of these projects initiated in the first quarter of the 2018
calendar year. Additional pilots were also launched during this time-period. Listed below
is the Action Plan status update and analysis for activities that occurred during the 2018
calendar year.
Action Plan Status Update
The Homeless Strategic Goal Action Plan initially identified three outcome areas to
focus its efforts including Economic Opportunity, Place and Planet, and Community.
In 2018 with the onboarding of the new Senior Advisor to the City Manager on
Homelessness, Health was added to highlight strategies specifically designed to
mitigate the growing needs of persons living with behavioral health disorders. Regional
strategies were also placed under Governance. The Team also added new sub-
outcomes, goals, and activities throughout the year that are not reflected in the Action
Plan but are reflected in the status updates listed below. This series of charts evaluates
the activities implemented from January 1 through December 31, 2018, by outcome
areas and identifies the sub-outcome, goal and goal status, and achievements.
Place and Planet
Sub-Outcome Goal 2018 Achievements
Smart deployment of
local resources
Coordinated outreach
operations with City
staff, partners, and
service providers in
public spaces with a
high volume of
homeless quality of life
issues
Status: MET
Launched the new Santa Monica C3 Team,
a multidisciplinary homeless outreach team
in March. This team is deployed to the
Downtown area including Palisades,
Tongva, and Reed Parks. Initial results from
the Santa Monica C3 Team include:
1,616 engagements with 977 unique
individuals
Placed 16 into interim housing
Placed 4 into permanent housing
Connected 74 to mental health and
substance use treatment
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
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SMPD expanded the Homeless Liaison
Program (HLP) Team to 7 days a week and
deployed in key areas including Downtown
Santa Monica, parks, and the beach
(including its partnership with West Coast
Care.)
144 people were rehoused through Project
Homecoming, a longstanding Community
and Cultural Services Department program.
SMFD launched the 6-month Community
Response Unit Pilot (launched on Jan. 7,
2019)
Library, Pubic Works, and Big Blue Bus
initiated incident trackers to inform rapid
deployment of homeless outreach services.
Ensure effective, safe,
respectful use of
Library through policy
implementation,
enforcement, and
service delivery
Pilot “Office Hours”
Model with the People
Concern Outreach
Specialist for homeless
individuals
Status: MET
Upgraded Library Code of Conduct
Hired two additional Library Service Officers
(LSO’s)
Made 2,341 contacts with patrons seeking
homelessness services through more
consistent outreach at several library
locations, periodic pop-up Resource Fair
events, Outreach Specialist office hours, the
new Library Arts Brigade – with the
Outreach Specialist – at the Main Library.
Approved the creation of an “as-needed”
social worker position, instead of a social
worker consultant, attracting a larger
qualified applicant pool.
Pilot Wellness
programs/pop-up
events with Human
Services Dept. and
service providers
Status: MET
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
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Community
Sub-Outcome Goal 2018 Achievements
Activate internal
and external
stakeholders to
collectively address
homelessness
Community
engagement,
education, behavior
change, new
partnerships, and
action
Status: MET
Supported the Homelessness Steering
Committee in hosting 3 quarterly public meetings
that attracted over 100 community members at
each meeting.
Launched We Are Santa Monica that:
Developed 3 homelessness related toolkits and
distributed over 80,000 copies to neighbors, local
nonprofits, business, and community
organizations in Spanish and English;
6,500 website clicks to the We Are Santa Monica
landing page featuring homelessness resources
and content;
66,734 impressions across our social media
channels (Facebook, Twitter, Instagram,
YouTube) featuring content that supports the
topic of homelessness in Santa Monica;
240,000 issues of Seascape have been
distributed over a four-month period featuring
content on homelessness;
3 outreach events were held in Santa Monica
supporting local nonprofits and homelessness
outreach;
Amazon Wish Lists were created where
Community members can provide ongoing
support to local Santa Monica nonprofits by
purchasing in-kind donations;
CCS produced 10 short videos inviting the
community to engage with our homeless
neighbors and programs.
Economic Opportunity
Sub-Outcome Goal 2018 Achievements
Analyze
appropriate
intervention and
service supports in
models of
supportive housing
to retain housing
for homeless and
Assess the
effectiveness of
services to support
formerly homeless
in housing in the
Continuum of Care
Program
Status: MET
26 new Continuum of Care (CoC) participants
were housed in 2018, and all but one or 96%
remained housed. One tenant passed away.
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
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retain landlord
participation
Prevent
homelessness
among low-income
residents
Financial
assistance and
services resources
to promote housing
stability and
support low-income
seniors to remain in
the community
Status: MET
Launched the Preserving Our Diversity (POD)
pilot program with 21 participants.
100% of POD pilot participants remained housed
during the 2018 calendar year.
Reduce # of people
displaced due to
housing code
violations
Status: MET
162 relocation orders, compared to 244 in 2017, a
34% reduction
97% housing retention with most choosing to
remain in their home or returned once habitability
was restored.
Retain and
increase owner
participation in
voucher programs
to secure greater
housing
opportunities
Increase landlord
participation by 5%
a year
Status: MET
359 owners in total participated in the programs.
31 new owners participated in the voucher
programs however 36 owners withdrew from the
programs. In total the program lost 5 owners
since the previous year.
Five HOUSE (Housing Opportunities Utilizing
Subsidy Enhancements) incentives have been
utilized for a total of $25,000.
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
7
Health
Sub-Outcome Goal 2018 Achievements
Prove efficacy of
models to stabilize
and connect
homeless
individuals to
housing
Assess the
effectiveness of the
Homeless
Multidisciplinary
Street Team
Status: MET
The Homeless Multidisciplinary Street Team
(HMST), a separate team from C3, had 1,331
engagements with 27 unique high utilizers of
emergency city services;
Since its inception in 2016, HMST placed 25 into
interim housing; and 16 into permanent housing
with ongoing services.
Develop new
technologies to
improve information
sharing and
coordination of care
Status: In
Progress
Partnered with Akido Labs, a tech firm to develop
a mobile case management app to share data
across outreach staff to improve care coordination
among the most vulnerable, unsheltered persons.
Project Connect launched in a pilot phase on
February, 2019 with an initial cohort of about 20
users. The pilot will be evaluated at the end of
April and expanded to additional users if
successful.
Governance
Sub-Outcome Goal 2018 Achievements
Increase
availability of
housing and
services in other
communities
Develop a more
proportional
distribution of
regional housing
and services
Status: In-
Progress
Hired a full-time Senior Advisor to the City
Manager on Homelessness.
Advocated for new state revenue sources
including:
SB2 – Building Homes & Jobs Act and SB 850
Homeless Emergency Aid Program (HEAP) which
allocated $500M in one-time funding for cities
statewide to implement emergency homelessness
services. The Los Angeles Homeless Services
Authority will receive $81M for the LA County
region.
Working through the Westside Cities Council of
Government (WSCCOG) to launch a strategic
planning process to identify the need for
additional homelessness housing and services
through a regional perspective.
Aligning with the Everyone In Campaign to
support development of additional interim and
permanent housing in neighboring communities.
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
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Analysis
2018 was a significant transitional year focused on implementation of Action Plan
activities designed to mitigate the impact of homelessness on those experiencing it and
the broader community. These strategies were designed with place in mind, to deploy
resources into the field where more people than in past years are experiencing
unsheltered homelessness on the streets of Santa Monica. Initial results suggest that
these strategies are making a collective impact. Promising practices include:
Homeless Multidisciplinary Street Team (HMST): Launched with partial
funding by Supervisor Kuehl in 2016, the HMST Team is emerging as a best-
practice in avoiding costs for emergency medical services by providing a range
of medical, behavioral health, case management, and housing placement
services. Whereas other homeless outreach teams are place-based, HMST
focuses on specific people, providing ongoing intensive services to high utilizers
of local emergency medical and police systems. This multidisciplinary team
follows its caseload from the streets, in hospitals, courtrooms, or jails, until after
they are permanently housed. HMST works closely with Human Services and the
City Attorney’s Office to coordinate care through the City’s Homeless Community
Court program. Since its launch in 2016, HMST has placed 25 people into interim
housing and 16 into permanent housing. In 2018, the team made 1,331
engagements through this program.
Given the scale of the homeless population, these numbers may seem small,
however this intervention is meeting its goal of public cost avoidance and
housing the individuals with the greatest barriers. In 2018, the City engaged
RAND Corporation to conduct a quantitative and qualitative evaluation of
HMST. RAND’s initial findings suggest significant reductions in emergency
service contacts and City spending on HMST clients, especially in the period 6 to
18 months after engagement with HMST. A full report will be published later this
spring and will include recommendations for enhancing or replicating HMST to
maximize impact.
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
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• Place-based Multidisciplinary Team: In March 2018, the Community and
Cultural Service’s (CCS) Human Services Division launched the Santa Monica
C3 (City, County, Community) Team, a multidisciplinary outreach team that
includes a clinical social worker, substance use specialists, housing navigator,
public health nurse, peer advocate, and weekly visits by a physician and
addiction psychiatrist. This team provides mobile health and clinical interventions
and linkages to homeless services and housing to people experiencing
homelessness in the Downtown Santa Monica area including Palisades, Tongva,
and Reed Parks. The team had 1,616 engagements with 977 unique individuals.
Although over 70% of the contacts were single contacts where the team never
saw the individual again, this model embodies the City’s consistent and
compassionate engagement approach to provide each individual with an
opportunity for service connection. This model should be considered for ongoing
funding and expansion if resources are available.
• Homeless Outreach Services at the Library: Since 2016, CCS’s Human
Services Division has contracted with The People Concern to embed a staff
person to engage patrons experiencing homelessness within the Library system.
In 2018, the Outreach Specialist transitioned from case management to outreach
services, freeing the position to maintain a regular schedule for drop-in (one-on-
one) office hours 3-4 days a week, including visiting two branches, and
developing onsite events including pop-up resources and a new arts program.
The vacant as-needed social worker position will be filled this spring. In the year
ahead, data collected through the Library’s new tracking system will help
evaluate the effectiveness of these interventions in terms of reducing negative
incidents, and increasing a sense of a safe, library experience for all.
• Expansion of the Homeless Liaison Program (HLP) Team: In January 2018,
the HLP team expanded from six to eight full-time officers, along with a
Department of Mental Health Clinician and a sergeant. In the summer of 2018,
HLP went from five to seven-day-per-week coverage. HLP officers are deployed
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
10
to the Downtown area, the beach, and parks, and respond to constituent service
calls involving people believed to be experiencing homelessness. In 2018, HLP
made 25,557 contacts with people experiencing homelessness through proactive
and enforcement engagements. Through the use of the Project Connect App, the
HLP team should be able to increase near-real-time communication with case
managers to better coordinate care when officers encounter highly vulnerable
homeless persons.
• Santa Monica Fire Department’s Community Response Unit (CRU): The goal
of CRU is to create innovative ways to engage and assist Santa Monica’s most
vulnerable populations. These include people experiencing homelessness,
vulnerable housed adults, people with mental illness, people with substance use
disorder, and high utilizers of public safety services. Effective response for these
vulnerable individuals requires our Fire Department to act outside of its normal
emergency model. Achieving this goal will improve the safety, health, and
wellbeing of these populations and improve the availability of our Fire Engines
and Rescue Ambulances. The Community Response Unit will focus on four
areas to achieve results: Response, Education, Outreach, and Prevention. The
CRU’s greatest contribution in time may be its ability to train paramedics how to
identify people at-risk of homelessness, many of whom may not be touching
other social service systems, and connect them to the City’s long-standing
homeless prevention services.
• Relocation of Street Feeding Operations: In late 2018, Food Not Bombs
partnered with the Salvation Army to transition their street feeding program from
the Third Street Promenade to an indoor, sit-down setting. West Coast Care
provides onsite outreach services including referrals to Winter Shelter, Project
Homecoming, and intake at St. Joseph’s Homeless Services Center. The indoor
meal is hosted every Thursday, averaging 100 participants each week. This is a
promising model for replication to reduce street feeding practices in open spaces,
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
11
increase dignity through hospitality, and create conditions that open individuals to
social services.
• Preserving Our Diversity (POD): In 2017, the City’s Housing and Economic
Development Department piloted the POD Program to help low-income rent
burdened seniors retain housing through a need-based cash assistance. This
program is emerging as a regional prevention model for older adults. Between
2017 and 2018 in L.A. County, the number of people 62 and older experiencing
homelessness increased by 21%. The POD program will be expanded in 2019
through funding from the Affordable Housing Trust Fund to $2M annually.
Conclusion and Next Steps
The creation of the Homeless Strategic Goal Action Plan created a uniformed platform
enabling staff to coalesce innovative ideas from across the organization to strengthen
the City’s homelessness strategy. Through an enhanced focus on field-based services,
the City used data to inform the redeployment of resources to meet the needs of a
changing homeless population – one that is majority unsheltered, transient, and has
higher mental health and substance use stabilization needs. In January 2019, Council
reaffirmed its commitment to homelessness by prioritizing “reducing homelessness” as
one of the city’s top six Framework to guide the 2019-2021 Biennial Budget process. It
is hoped that the renewal of these promising practices will be considered for ongoing
funding consideration.
On March 26, 2019, staff will present the Annual Homelessness Report to City Council.
This report will include the results of the 2019 Annual Homeless Count;
recommendation of a four-pillar approach to guide Council in defining the “reducing
homelessness” framework; and promising practices recommended for ongoing support
and resource allocation through City, County, and philanthropic sources.
March 13, 2019 Information Item: Update on Pilot Initiatives to Address Homelessness
12
Attachment 1: May 8, 2017 – Info Item: Local Homeless Efforts in a Regional Context
Attachment 2: Homelessness Action Plan
Prepared by: Alisa Orduña, Senior Advisor to the City Manager on Homelessness
Information Item
1
Date: May 8, 2017
To: Mayor and City Council
From: Karen Ginsberg, Director of Community and Cultural Services
Subject: Local Homeless Efforts in a Regional Context
Introduction
Santa Monica’s long running local investment in permanent solutions to address
homelessness has produced a sophisticated, collaborative approach effective in
transitioning highly vulnerable individuals off the streets and into housing. Unfortunately,
the scale of the regional homeless crisis has pushed Santa Monica’s homeless service
system beyond its tipping point, contributing to increases in street homelessness. What
used to be an issue for a few isolated communities is now so ubiquitous that the public
has responded with unprecedented support for new sources of revenue specifically for
homeless services and affordable housing, including Measure GS and GSH locally and
Measure H and Proposition HHH for LA County and City respectively. The regional
homeless service system, which includes coordinated outreach, County mental health
and health services, homeless prevention and rapid re-housing programs, family
reunification, shelter and permanent housing, and employment opportunities is poised
to evolve quickly. While investments will be necessary to increase capacity across the
region, locally, new investments should align with Santa Monica’s established policies in
order to serve this community’s needs and to mitigate negative local impacts.
The City’s homeless policies, like its service system, have evolved over many years to
be a reflection of the priorities and needs of this community. Locally, the City should
continue to support long-standing policies and investments and look for opportunities to
leverage regional funds to support current strategies that are proving to be effective
2
such as street-based clinical services, new technology solutions for improved
information sharing, more affordable housing and support to low-income residents at-
risk of homelessness. In addition, the City should continue to advocate for policymakers
to look to the future and fund the long-term housing and clinical services, which are
often provided by the County, and are needed to sustain substantial progress towards
reducing homelessness. LA County is at an inflection point – the decisions made today
both locally and regionally on policy and implementation of new programs will decide if
the curve of homelessness continues to climb or whether strategic investments and
collaborative efforts can turn the tide.
On May 9, 2017, Council will receive a City Manager’s Update on the results of the
2017 Santa Monica Homeless Count. Later this fall, Council will receive a full review of
the City’s coordinated homeless strategies.
Background
Santa Monica’s homeless service system has evolved significantly over 40 years and is
nationally recognized as an innovative model that addresses the complex issues that
contribute to long and repeated episodes of homelessness. The City’s significant
investments prioritize solutions that further the best practices of housing first, harm
reduction and assertive case management. Research has proven these strategies as
the most client-centered ways to deliver services and produce better outcomes 1.
Despite a comprehensive system that included services and treatment from outreach on
the streets to permanent housing, for many years there remained a sub-population of
long-term entrenched homeless residents. These individuals had multiple conditions
that made navigating the system difficult. The traditional first-come, first-served model of
services – which best served high-functioning individuals who were able to keep
1 Tsemberis, S, Gulcur, L and Nakae, M (2004, April) HOUSING FIRST, CONSUMER CHOICE, AND
HARM REDUCTION FOR HOMELESS INDIVIDUALS WITH DUAL DIAGNOSIS. Retrieved May 2, 2017
from www.ncbi.nlm.nih.gov/pmc/articles/PMC1448313/
3
appointments, follow rules and self-regulate their behavior – was leaving these high-
need individuals on the streets.
In 2004, the City took its first steps towards changing from a first-come, first-served
model to one that prioritizes resources for those specific, highly vulnerable individuals
who generate the most calls to first responders, cycle through local emergency rooms
and are most likely to die on the streets. In consultation with local businesses and first
responders,, the City created the Chronic Homeless Project (CHP). It identified an
initial group of 25 individuals around whom an interdepartmental team representing
Community and Cultural Services (CCS), Santa Monica Police Department (SMPD),
Santa Monica Fire Department (SMFD), the City Attorney’s Office (CAO) and Housing
and Economic Development (HED) alongside nonprofit service agencies partnered to
coordinate efforts to engage and house. The CHP team took “a whatever it takes
approach” to remove barriers to housing and treatment and the lessons learned remain
foundational to the City’s coordinated efforts today.
In 2005, as part of a federal mandate, LA County conducted its first “point in time”
homeless count, which estimated 88,345 people were homeless in LA County during
the last week of January. There was an estimated 6,860 in Service Planning Area 5
(SPA 5). A portion of Santa Monica was included in the count, but the statistical model
used to extrapolate that count did not provide a viable estimate of numbers at a
community level. Locally, in 2005, the City created a dedicated Homeless Unit within
Community and Cultural Services to manage City grants to homeless service providers,
align policy and funding, and coordinate services.
In 2006, to further increase the impact and effectiveness of Santa Monica’s homeless
service system, the City contracted with The Urban Institute to evaluate the City’s
homeless system of care. The Urban Institute studied the City’s per capita share of the
homeless population, geographic size, and local bed inventory, and recommended the
City scale its efforts to a smaller, more targeted capacity that reflected the local need.
Recognizing the need to continue to provide a housing option for people who are newly
4
arrived in Santa Monica, the City launched Project Homecoming, a family reunification
program that to date has housed over 1,900 homeless individuals with family and
friends at a cost of about $226 per person. Also in 2006, the City created a new three-
person Assertive Case Management Team dedicated to continuing the CHP project,
and the Santa Monica Housing Authority received federal funding for 63 new permanent
housing voucher subsidies, for a total of 198 homeless housing vouchers.
In 2007, LA County conducted a second “point in time” count, and estimated 73,702
people were homeless during the last week in January. The report also estimated that
141,737 people experience homelessness at some point throughout the year. SPA 5
estimates placed 6,703 individuals homeless on a single night. However, the 2007
Count utilized a different methodology, making it incomparable to the 2005 results.
Also in 2007, the City, in partnership with LA County Superior Court, launched the
Homeless Community Court to promote engagement in case management, treatment
services and housing as an alternative to jail time for chronically homeless individuals
connected with CHP. Since 2007, over 111 homeless court graduates have moved into
permanent housing.
In 2008, the City reinforced its commitment to serving the most vulnerable homeless
individuals by implementing the by-name Service Registry. Using a standard
assessment tool that provided a numerical vulnerability score, City staff and community
partners interviewed hundreds of homeless individuals over three nights in and around
the downtown area. The Service Registry currently consists of 372 individuals, 324 of
whom are off the streets in interim or permanent housing. Also in 2008, Council adopted
the Action Plan to Address Homelessness, which formally established a Santa Monica
Priority Population criteria for City-funded homeless programs and the concept of “fair
share” which continue to guide City resources and policy today. To continue to house
vulnerable chronically homeless individuals, the Santa Monica Housing Authority was
awarded federal funds for an additional 15 homeless housing vouchers.
5
In 2009, the City of Santa Monica conducted its own homeless count, in conjunction
with LA County. Rather than a statistical sampling of census tracts, the City conducted a
full City-wide visual count. This methodology provides the basis for annual local counts,
allowing for comparisons across time. In 2009, a baseline of 915 homeless individuals
were identified, with 480 unsheltered and 435 indoors in shelters, local hospitals, or the
City’s jail on a single night in January. LA County estimated 48,053 homeless
individuals, attributing the reduction from 2007 to the roll-out of the County’s $100
million Homeless Prevention Initiative (which provided seed funding for Santa Monica’s
Homeless Community Court), as well as a shift to a permanent housing-focused model.
The City has conducted annual counts, rather than the federally mandated bi-annual
counts, since 2009, and LA County has followed suit since 2016. Continuing a
permanent housing focus, the Santa Monica Housing Authority was awarded federal
funds for an additional 25 homeless housing vouchers, for a total of $3.26 million
annually in federal homeless Continuum of Care funding for permanent supportive
housing supporting over 230 households.
In 2010, the regional shifts to Housing First and increased federal allocations of housing
subsidies combined with the local increased coordination of the Service Registry and
the implementation of the Action Plan contributed to a significant reduction in the annual
Santa Monica point-in-time count. That year, 742 individuals were counted, a 19%
reduction.
Between 2010 and 2016, the City’s strategic, collaborative approach and emphasis on
prioritization of the most vulnerable, long-term homeless individuals kept the local
homeless count relatively stable overall, with street homelessness beginning to increase
in 2015 and 2016. During this same period, LA County’s homeless count increased from
a low of 39,461 in 2011 to over 46,874 in 2016. This year’s local results, which will be
presented to the Council on May 9th, show a significant change in the Santa Monica
6
homeless community. The data supports anecdotal experiences and underscores that
the regional homeless crisis is causing acute impacts in Santa Monica.
While the City has evolved its approach to align with the Urban Institute
recommendations and has become more efficient, the City’s infrastructure still bears a
heavy responsibility to the broader needs of the Westside community and LA County.
The County’s overreliance on existing infrastructure places stress upon local service
systems. In order to mitigate the stress caused by County policies, the City’s work
includes advocating for the County to distribute access to services across the region
rather than relying on communities like Santa Monica that are already providing shelter
beds and other facilities. For example, the County’s Winter Shelter model does not
allow participant walk-ins and only provides a limited number of bus pick-up and drop-
off locations from which to access the shelters. This anchors winter shelter users in host
communities that have few, if any, daytime services. Santa Monica was a designated
regional pick-up site for the County’s 2007-08 Winter Shelter bus to the West LA
Armory. Data collected from surveys of Winter Shelter bus users indicated that people
waiting daily for the bus were not originally homeless in Santa Monica. Using this data,
coupled with the City’s significant year-round shelter bed capacity (293), the City
successfully advocated for the County to operate pick-ups at other regional sites that
were otherwise unserved by any shelter infrastructure. In parallel with pushing external
partners to increase access to services, the City routinely looks internally at existing
programs to ensure their relevance and service to the City’s goal of reducing the local
impacts of homelessness. In 2008, the City decided to close the showers operating at
the pier and redirected patrons to the local SWASHLOCK program, operated by
OPCC/The People Concern.2 SWASHLOCK ensures homeless individuals have access
to hygiene services that are provided in a holistic, housing-focused environment.
After scaling the Santa Monica homeless service infrastructure and reallocating
resources towards intensive services and permanent affordable housing, the City
recorded a baseline census of 915 homeless people during the 2009 point-in-time
2 https://www.smgov.net/departments/Council/agendas/2008/20080226/s2008022608-A.htm
7
count. While the City’s coordinated and targeted efforts produced early reductions in
count totals (results)3, progress has slowed in recent years. These increases are likely
due to the size of the region-wide homeless population, which exceeded 46,000 people
in 2016, 75% of whom are literally on the streets, in parks and public spaces (results).4
Santa Monica’s 2017 count results will be presented to Council on May 9th and County
results are expected later this spring.
The service needs of the vulnerable street homeless population are overwhelming
regional capacity and influencing a shift in the profile of the Santa Monica homeless
population to more transient individuals who are new to the city, though most have a
long history of homelessness in other communities. Santa Monica, like the rest of the
county, is feeling pressure from regional street homelessness at unprecedented levels.
In response to widespread and visible street homelessness, LA City and County
adopted aggressive strategies to address the needs of the County’s homeless
population. Voters across the county approved legislation in City of Santa Monica
(November ’16), LA City (November ’16) and County (March ’17) to create new funding
sources for housing (Santa Monica, LA) and services (County) to address the regional
barriers causing, and prolonging, homelessness.
Discussion
As one of 88 cities in a county with the largest street homeless population in the nation,
the persistent regional homeless crisis affects Santa Monica. At the regional level,
homeless service programs successfully rehouse people, but the rate of placement is
dwarfed by the estimated 13,000 people on public benefits in LA County who fall into
homelessness on a monthly basis.5 Relative to the scale and scope of needs of this
population, the supply of homeless services and housing resources is inadequate,
resulting in higher incidences of street homelessness region-wide since 2013.
3www.smgov.net/uploadedFiles/Portals/Homelessness/About_Homelessness/homeless_count_summary
_2016.pdf
4 https://documents.lahsa.org/Planning/homelesscount/2016/factsheet/2016-HC-Results.pdf
5 Flaming, D., & Burns, P. (2015, August 25). ALL ALONE ANTECEDENTS OF CHRONIC
HOMELESSNESS. Retrieved April 12, 2017, from https://economicrt.org/publication/all-alone/
8
Recognizing that local efforts alone could not adequately address the impacts of
homelessness, the City is re-emphasizing regional partnerships. In August, 2015, City
Council established taking a leadership role in regional efforts to address homelessness
as one of the City’s top five strategic priorities. The Council instructed staff to do more
on a regional level, especially by engaging with LA City and County partners to address
these local impacts. Based on this directive, the City is leveraging its expertise and local
resources to support regional partners to build housing and service capacity in the
Westside region (outside of Santa Monica), while continuing to pilot innovative new
strategies within Santa Monica. Additionally, the City is sustaining and expanding
investment in housing retention services to prevent existing Santa Monica residents
from becoming homeless.
Since 2015, the City has activated its leadership strategy by sharing successful local
homeless service models with regional partners for replication, while securing new
regional partnerships to expand services and housing choices for Westside consumers.
The following projects illustrate the City’s efforts:
• Sharing the Police Department’s Homeless Liaison Program model with LA
County Sheriff’s Department as they created new first responder homeless
training modules;
• Successfully advocating that the Westside Cities Council of Governments add
addressing homelessness to its work plan;
• Re-establishing a Westside Cities Council of Governments Homelessness Work
Group;
• Securing County matching funds to expand local Rapid Rehousing activities;
• Endorsing Venice Community Housing Corporation’s proposal to LA City Council
to lead a permanent affordable housing development in Venice;
• Representing the Westside Cities Council of Governments on the newly formed
LA Homeless Services Authority Regional Homeless Advisory Council;
9
• Identification of homeless individuals who originated outside of Santa Monica by
Human Services Division staff and coordinating their connection to new County-
funded homeless outreach teams.
As mentioned previously, Santa Monica’s sustained investments in homeless services
have fostered a dynamic, comprehensive service system that provides an array of
emergency services, case management, treatment, and housing options. While the City
has invested land, capital funding, operational support and significant political will to
develop and maintain this infrastructure, the lack of comparable services on the
Westside makes Santa Monica the “go to” community for County offices and community
groups seeking to expand services. For example, in the past year, two regional
programs opened in Santa Monica to serve homeless individuals originating from
outside the community:
(1) The Bruin Shelter, hosted at Mt. Olive Lutheran Church is a nine-bed shelter
for UCLA and Santa Monica College students who lack housing. The County
Supervisor’s Office, in response to Council’s call for matching contributions, is
providing Mt. Olive with funding to pay required permitting fees to make the
building compliant with shelter operator requirements.
(2) The County has contracted with a local board and care facility, The Manor, to
temporarily house vulnerable Venice homeless residents identified by the County
outreach team.
While seemingly beneficial, these projects use local service infrastructure and do not
reduce the impacts of homelessness in Santa Monica or serve our local priority
population. It also enables neighboring institutions and cities to avoid accountability by
not creating homelessness solutions within their own communities.
As Los Angeles City and Los Angeles County implement their coordinated strategies
and bring new programs and resources online to address homelessness across the
region, Santa Monica should support those programs that align with established policies
and service strategies and enhance the City’s efforts to address the impacts of
10
homelessness in this community. In order to do this, Santa Monica is designing and
testing coordinated strategies to address increasing regional street homelessness that
could be expanded or sustained with regional funding, including:
• The Homeless Multidisciplinary Street Team, serving the top 25 highest users of
first responder services. RAND is evaluating the efficacy, outcomes, costs and
cost avoidance benefits of this model. The program launched with City one-time
funds expiring in December 2017. The City has applied for County funds to
continue the program; however there may be a need for additional resources if
the County is unable to commit to full funding;
• Developing policies for data governance to facilitate data sharing between first
responders and social services;
• Testing a range of data-informed coordinated joint outreach approaches by first
responders and homeless outreach workers to specific areas in the City;
• Developing a field-based real-time software solution to enable first responders to
provide continuity of care. Dedicated funding for this project has not been
identified, although initial development work is being done through an in-kind
partnership;
• Developing a communications strategy to educate residents, business and
visitors about homelessness, stimulate behavior change and activate
partnerships. The City has contracted with GOOD to design and implement a
comprehensive community education campaign. In addition, staff will be
convening a broad group of stakeholders to identify areas for new partnerships,
resource development and system improvements.
The City’s new approaches align with outcomes associated with Community, Place and
Economic Opportunity. With appropriate resource allocations, these programs, policies,
and technologies have the potential, once scaled and implemented, to make a
measurable difference locally and beyond.
In addition to this new programming to address impacts of homelessness, supporting
low income residents vulnerable to losing their housing is critical both locally and
11
regionally to stop the homeless population from continuing to grow. The City has a
variety of housing retention programming across multiple departments including flexible
funding for eviction prevention, housing rights education and protection through the City
Attorney’s Office, tenant harassment and eviction defense through funding to Legal Aid
Foundation of Los Angeles, and the Senior Housing Taskforce to prevent low-income
seniors from eviction and homelessness. These programs will continue to be our first-
line of defense in preventing Santa Monica residents from becoming homeless.
Next Steps
On May 9, 2017, Council will receive a City Manager’s Update on the results of the
2017 Santa Monica Homeless Count. Later this fall, Council will receive a full review of
the City’s coordinated homeless strategies, including outcomes from the homeless
multi-disciplinary street team and Senior Taskforce, cost estimates to scale up solutions
to meet new demands, and updates on regional strategy implementation and funding
priorities for LA County Measure H.
Summary
The City recognizes that our local efforts alone cannot solve the region’s homeless
crisis. The City’s strategic priority to take a leadership role in regional issues balances
the need to continue to support existing policies and develop congruent local solutions
while thoughtfully expanding partnerships with LA City and County entities. In the past
year, the City has significantly evolved its strategic approach to homelessness by
enhancing the use of data to design targeted programs, continuing to focus on the most
vulnerable with innovative, street-based engagement and services, and working to
ensure that new regional resources and programs introduced in Santa Monica are
coordinated with local efforts. As resources become available through LA City and LA
County’s renewed commitment to addressing homelessness, the City will promote its
best-practice models and encourage neighboring communities to replicate these models
to serve their local homeless populations and low-income residents. In order for Santa
Monica to improve the quality of life for all residents, the City must evaluate proposed
solutions and support those that address existing local needs, get people into
12
appropriate housing with services, and reduce impacts on the city as a whole. The City
will actively advocate with other Westside entities to ensure that new regional resources
benefit the Westside and include investment in long-term permanent solutions to
address and prevent homelessness.
Prepared By: Elizabeth Anderson, Senior Administrative Analyst
Homelessness
5 Strategic Goals Action Plan
2
5 Strategic Goals
SaMoStat
Santa Monica’s Performance
Management System
The Framework captures the vision of the City
of Santa Monica. The City’s new performance
management system SaMoStat will collect, measure,
and track data to provide a cohesive structure to
identify where programs are working, where to
make changes, and how to best deploy City resources.
SaMoStat will follow four key, established tenents:
• Accurate and timely intelligence shared by all;
• Rapid deployment of resources;
• Effective tactics and strategies; and
• Relentless follow-up assessments
Beginning with the Council’s five strategic goals
and later with the departments reporting to the
City Manager, SaMoStat will help to drive a data-
driven culture. After the adoption of the budget,
the City will establish meaningful metrics for major
projects and at routine intervals, report on program
achievement based on these metrics through
SaMoStat.
2
In order to connect our desired outcomes to our day-to-day work, we identified five
council priority areas, or Strategic Goals, that are expected to have short-term impact on
community safety, quality of life, and prosperity.
Mobility
Santa Monica has defined a new model of mobility that includes a wide
range of options—Expo Light Rail, Breeze bike share, direct bus routes with
real-time information, car share, expanded shared-ride services, and safer
walking and biking. (Desired outcomes: Place & Planet, Health, Community.)
Learn & Thrive
Our community believes in providing learning opportunities at every stage
in life. (Desired outcomes: Learning, Economic Vibrancy, Community.)
Inclusive and Diverse Community
Santa Monica is committed to maintaining an inclusive and diverse
community by expanding affordable housing, raising workers’ incomes,
and helping Santa Monica residents stay in their homes and build their
community network. (Desired outcomes: Community, Economic Vibrancy,
Place & Planet, Health.)
Homelessness
Santa Monica has long been a leader in providing resources, supportive
services, and housing to its most vulnerable community members. The City
has supported the development of sophisticated, collaborative programs
to transition homeless community members from the streets and into
housing. But a region-wide shortage of affordable housing resources and
services is resulting in higher incidences of street homelessness. The City
cannot fully address the local impacts of this issue alone. We are expanding
our approach to include enhanced regional partnerships while we continue
to innovate and refine our local response to homelessness.
Airport
In 2014, Santa Monica voters overwhelmingly supported Measure Local
Control (Measure LC) to prohibit new development on Airport land, except
for parks, public open spaces and public recreational facilities without
voter approval and to affirm the City Council’s authority to manage Airport
land. In 2017, the City Council reached a historic agreement with the
Federal Aviation Administration (FAA) that allows the closure of SMO after
December 31, 2028. (Desired outcomes: Place & Planet, Health, Community).
3
The Framework: Sustainable City of Wellbeing
Outcome Areas
Our focus, as the Santa Monica city government, is to be a sustainable community that
delivers services that support the wellbeing of residents, employers, and employees.
Based on best practices from municipalities across the country, Santa Monica is now
using an approach to budgeting that connects the work of City Departments to a new
Framework and SaMoStat. This new process aligns departmental work efforts, measures
outcomes, and ultimately ensures that the City delivers these services effectively and a
transparent manner.
The Framework is built around its long-term commitment to sustainability infused
with its new Wellbeing Index, Santa Monica’s custom measurement tool that provides
an understanding of wellbeing in our community. The Framework is built on the core
beliefs, visions, and structures of these two exciting and groundbreaking approaches.
The five strategic goals connect to these outcome areas through a matrix- They are the
key drivers that will allow us to achieve outcomes for the residents of and visitors to Santa
Monica. In the spring and summer, The City will begin to develop metrics for each goal
and department project, eventually developing a process to use data to drive decisions.
FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING
DEPARTMENT
PROJECTS &
PROGRAMS
GOVERNANCE
HEALTH
STRATEGIC GOALS
COMMUNITY PLACE & PLANET LEARNING HEALTH ECONOMICOPPORTUNITY
COMMUNITY ECONOMICOPPORTUNITY GOVERNANCEHEALTHLEARNINGPLACE & PLANET
Foster a safe,
connected and
engaged community.
Champion lifelong
education achievement
and opportunities for
continuous personal
growth.
Support community
needs through a stable,
vibrant and diverse local
economy.
Protect natural
resources and cultivate
an exceptional
and resilient built
environment.
Nurture opportunities
for enriched physical,
social, and emotional
health.
Cultivate a trustworthy
and participatory local
government through
equitable, transparent,
and effective processes.
4
Background
Theory of Change
Santa Monica will not accept that homelessness is inevitable. While the
regional homeless crisis can’t be “solved” within our borders, our City is
determined to invest additional local resources, stand with neighboring
communities and take a leadership role in regional solutions. We will
gather and share timely data to track and analyze both overall progress
and individual cases and share the models that prove effective; we
will relentlessly and compassionately engage people experiencing
homelessness in order to make appropriate referrals to local and regional
programs; we will mobilize a community-wide effort to augment and
target public, non-profit, civic and business resources; we will work with
LA County, LA City and other regional partners to continually innovate,
pursuing effective and compassionate approaches wherever they can be
found. We believe this comprehensive approach can make a difference
in the lives of vulnerable people and support health, safety and equity in
our local community.
Over the course of 40 years, Santa Monica’s local investment in permanent
solutions to address homelessness has produced a sophisticated, collaborative
approach effective in transitioning highly vulnerable individuals off the streets
and into housing. The City’s homeless policies, like its service system, have evolved
over many years to be a reflection of the priorities and needs of this community.
Homelessness, however, is not an isolated local concern. Santa Monica is but
one of 88 cities in LA County, which is home to the second largest homeless
population in the country – over 57,000 homeless individuals were identified
through the 2017 LA County Homeless Count. Unlike other urban centers where
the majority of homeless people are in shelters, 74% of LA County’s population
is literally on the streets and in public spaces. The scale of the regional homeless
crisis has pushed Santa Monica’s local homeless system beyond its capacity to
meet growing demand.
An increase in homelessness between 2016 and 2017 locally (26%) and regionally
(23%) precipitated the passage of new legislation in Santa Monica, LA City and
LA County that will generate tax revenue to fund housing and services for
low income and homeless households. The regional homeless service system,
which includes coordinated outreach, County mental health and health services,
homeless prevention and rapid re-housing programs, family reunification,
shelter and permanent housing, and employment opportunities, is poised
to evolve quickly. While investments will be necessary to increase capacity
across the region, locally, the City continues to support long-standing policies
and investments and looks for opportunities to leverage regional funds to
support current strategies that are proving to be effective such as street-based
clinical services, new technology solutions for improved information sharing,
more affordable housing and support to low-income residents to prevent
homelessness. In addition, the City will continue to advocate for policymakers
to look to the future and fund the long-term housing and clinical services,
often provided by the County, that are critical to reducing homelessness. LA
County is at an inflection point – the decisions made today both locally and
regionally on policy and implementation of new programs will decide if the
curve of homelessness continues to climb or whether strategic investments and
collaborative efforts can turn the tide.
5
Action Plan
Outcome Area
1. Place and
Planet
Smart
deployment of
local resources
Coordinated
outreach
operations
with City staff,
partners, and
service providers
in public spaces
with a high
volume of
homeless quality
of life issues
Number of
homeless related
public safety
(police/fire) calls
for service in
operational areas
during the time
period of the
specific operation
Number of
eligible people
who use Project
Homecoming
during the time
period of the
specific operation
Number of
people contacted
for violating laws
such as the City’s
park and Library
closure law
during the time
period of the
specific operation
• Number
of advisals
• Number of
field interviews
• Number
of citations
• Number
of arrests
PD/CCS D5 Support for
Homeless Case
Managers, E4
First Responders
Training, E6
Outreach System
Use data to
identify locations
Develop location-
specific outreach
model
Include external
partners and
internal resources
as appropriate
Enforce local laws
Use data to
develop
individualized
service plans
Gather data
before/during/
after operation to
evaluate success
Provide referral
information
to individuals
contacted
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
6
Action Plan Continued
Outcome Area
Place and
Planet (con’t)
Number of
people referred
to local resources
during the time
period of the
specific operation
Number of
people referred
to regional
resources during
the time period
of the specific
operation
Number of
people who
participate in
demographic
surveying during
the time period
of the specific
operation
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
Smart
deployment of
local resources
2. Place and
Planet
Develop data
governance,
sharing, and
privacy policies
Develop
pilot custom
software based
on established
policies
CCS / ISD / PDNew technologies
to improve
information
sharing and
coordination
of care
Implement pilot
software by
April 2018
Scale software
to include
larger group of
participants and
users by July 2018
D5 Support for
Homeless Case
Managers, E4
First Responders
Training
7
Action Plan Continued
Outcome Area
3. Place and
Planet
Prove efficacy
of models to
stabilize and
connect homeless
individuals to
housing
Assess the
effectiveness of
the Homeless
Multidisciplinary
Street Team
Reduction in the
number of arrests,
citations, field
interviews and
use of emergency
medical services by
known high users
of first responder
services between
Oct. 2016 – Sep.
2017, annually
thereafter
Number of
individuals placed
in housing between
Oct. 2016 – Sep.
2017, annually
thereafter
Number of
individuals receiving
mental health care
between Oct. 2016
– Sep. 2017, annually
thereafter
Number of
individuals
connected to
community-based
healthcare between
Oct. 2016 – Sep.
2017, annually
thereafter
CCS / ISD / PD D2 Expand Jail
In Reach, D5
Support for
Homeless Case
Managers, E6
Outreach System
Deliver services to
25 highest users
Collect data on 25
HMST participants
plus 25 non-HMST
individuals
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
8
Action Plan Continued
Outcome Area
4. Place and
Planet
5. Place and
Planet
Develop a more
proportional
distribution
of regional
housing and
services
Pilot “Office
Hours” Model
with the
People Concern
Outreach
Specialist for
homeless
individuals
Increase in
number of
individuals for
drop-in Office
hours between
July 2017 –
December 2018
Number of case
management
enrollments -
Ongoing
D5 Support
for Homeless
Case Managers,
E6 Outreach
System
HED
CCS
Increase
availability of
housing and
services in other
communities
Ensure effective,
safe, respectful,
use of Library
through policy
implementation,
enforcement,
and service
delivery
Set up weekly
study room
availability
Continue
outreach
efforts and
information
sharing by the
People Concern
and library staff
Monitor
and report
questions and
needs expressed
by office hours
visitors
Library / CCS
Increase in
regional
housing
capacity
through
partnerships,
technical
assistance and
leveraging by
June 2020
Increase in
regional
funding for
services by June
2020
Investment in
and advocacy
for regional
partnership and
more quality
housing and
social service
programs
outside of Santa
Monica
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
F1 Promote
Regional SB 2
Compliance and
Implementation,
F3 Inclusionary
Zoning for
Affordable
Housing, F5
Incentive
Zoning/Value
Capture
Strategies,
F6 Using
Public Land
for Homeless
Housing
9
Action Plan Continued
Outcome Area
6. Place and
Planet
Pilot Wellness
programs/
pop-up events
with Human
Services Dept.
and service
providers.
Library / CCSEnsure effective,
safe, respectful,
use of Library
through policy
implementation,
enforcement,
and service
delivery
Number of
individuals
participating in
pilot programs
between
September 2017
– December
2018
Number of
individuals
referred
to services
between
July 2017 – June
2018
Improved
understanding
of service needs
of homeless
patrons visiting
the library
between
July 2017 – June
2018
Collaborate
with the People
Concern to
identify piloting
1-2 wellness
groups or
programs at the
library
Organize and
implement
semi-annual
pop-up event
featuring
local and
regional service
providers.
Develop and
distribute
surveys during
pilot programs
to better assess
the needs
of homeless
patrons visiting
the library
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
C4 SSI Advocacy,
D5 Support for
Homeless Case
Managers, E3
Effective Access
to ACA Services,
E6 Outreach
System
10
Action Plan Continued
Outcome Area
7. Commnity Community
engagement,
education,
behavior
change,
partnerships,
and action
CMO / CCSActivate
internal and
external
stakeholders
to collectively
address
homelessness
Convene four
stakeholder
meetings each
fiscal year
Implement
public
education
campaign by
June 2018
Improvement
in the
community’s
perception
of the City’s
response to
homelessness
as measured
through
resident surveys
by June 2019
Generate new
funding streams
by June 2019
Generate new
public-private
partnerships by
June 2019
Develop
community
stakeholder
group
Develop public
education
messages, tools,
and resources
Develop
resources for
businesses
Develop new
public-private
partnerships
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
N/A
11
Action Plan Continued
Outcome Area
8. Economic
Opportunity
9. Economic
Opportunity
Assess the
effectiveness
of services
to support
formerly
homeless in
housing in the
Continuum of
Care Program
Financial
assistance
and services
resources
to promote
housing
stability and
support low-
income seniors
to remain in the
community.
HED
HED
Analyze
appropriate
intervention
and service
supports in
models of
supportive
housing to
retain housing
for homeless
and retain
landlord
participation
Prevent
homelessness
among low-
income
residents
Develop
protocols of
cost-effective
service models
for formerly
homeless in
supportive
housing and
scattered site
housing models
by January 2018
26 rent
burdened at
risk low-income
residents
maintained
in housing
and accessing
available
resources by
September 2018
Evaluate service
utilization of
tenants evicted
Evaluate
landlord
participation
after eviction
Evaluate service
utilization
of tenants
receiving service
intervention
Implement a
1-year POD
pilot program
based on 26
households
to determine
if a basic
needs model
is effective to
retain housing
and improve
quality of life.
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
B4 Utilization of
Federal Housing
Subsidies, B8
Housing Choice
Vouchers
for PSH, D5
Support for
Case Managers
A1 Homeless
Prevention
Program, D5
Support for
Case Managers
12
Resources and Partners
Homelessness impacts all facets of the community – from social services to
public safety, our libraries and parks, sanitation and public works crews, retailers
and hoteliers, residents and tourists. Addressing the impacts of homelessness
in Santa Monica requires the coordination of efforts across numerous city
departments, community-based organizations, the business community and
regional partners. Coordination occurs on multiple levels, from direct service
delivery to policy and planning.
Locally, the Community and Cultural Services Department (CCS) convenes the
Chronic Homeless Project (CHP) which brings local and county services together
to share resources and collaborate on case plans for homeless individuals. In
addition, the Santa Monica Police Department’s Homeless Liaison Program (HLP)
team hosts an interdepartmental meeting to track progress and coordinate
efforts to house chronic offenders. CCS also leads the Senior Housing Task Force,
which brings together city departments and non-profit providers to identify
and support low-income seniors at risk of homelessness, and partners with the
City Attorney’s Office to administer the Homeless Community Court. In June
2017, CCS and the City Manager initiated a community homelessness steering
committee comprised of representatives from the business community, City
commissions, faith partners, non-profit agencies, LA County services as well
as state and county elected offices. Local organizations such as the Westside
Coalition, Downtown Santa Monica, Inc., Santa Monica Chamber of Commerce
and Santa Monica Travel and Tourism frequently invite CCS staff to provide
updates on local and regional homeless issues.
Regionally, the City participates in a range of planning meetings hosted by LA
County’s Chief Executive Office, the Los Angeles Homeless Services Authority and
the United Way of Greater LA. The City also meets regularly with other Westside
jurisdictions and state and county elected offices to coordinate regional efforts
and leverage local resources.
Achieving the outcomes described in this Action Plan and addressing the
growing impacts of homelessness on the community will require the continued
investment in existing systems as well as significant new resources from both
local and regional public and private sources to test new approaches and scale
up solutions that prove effective.
City of Santa Monica
City Council Meeting
AGENDA
GLEAM DAVIS
MAYOR
KEVIN MCKEOWN TED WINTERER
COUNCILMEMBER COUNCILMEMBER
SUE HIMMELRICH ANA MARIA JARA
COUNCILMEMBER COUNCILMEMBER
GREG MORENA TERRY O'DAY
COUNCILMEMBER MAYOR PRO TEM
RICK COLE
CITY MANAGER
LANE DILG
CITY ATTORNEY
DENISE ANDERSON-WARREN
CITY CLERK
STANDARDS OF BEHAVIOR THAT PROMOTE CIVILITY AT ALL PUBLIC
MEETINGS:
Treat everyone courteously; Give open-minded consideration to all viewpoints;
Listen to others respectfully Focus on the issues and avoid personalizing debate;
Exercise self-control Embrace respectful disagreement and dissent as democratic
rights, inherent components of an inclusive public process,
and tools for forging sound decisions
Meetings are broadcast live on CityTV cable channel 16, Radio Station KCRW FM 89.9 (after
8:00 PM for regular meetings), and on the internet at www.smgov.net and www.kcrw.org. Cable
television re-broadcasts air on Thursday and Saturday at 11:30 AM. The agenda will air on
CityTV on Saturday and Sunday at 11:00 AM and 6:00 PM, and on Monday and Tuesday at
12:30 PM and 6:00 PM.
City of Santa Monica Generated: 1/25/2019 4:00 PM Page 2
RULES OF ORDER FOR THE CONDUCT OF CITY COUNCIL MEETINGS
(Resolution No.11106 (CCS))
Persons wishing to address the City Council regarding items on the agenda must be present and submit
their name and address (optional) in writing to the City Clerk before the public hearing is opened for
that item. Request-to-Speak forms are available prior to the meeting and throughout the meeting.
Remarks from the public are limited to a total of 6 minutes per City Council meeting, with a maximum of 2
minutes and a minimum of one minute per item. Except for the author of the request, public comment on
12-items are limited to 1 minute. Except on Public Input, speakers may donate 2 minutes to another
person who may speak for a total of 4 minutes on that item. Both the donor of time and the designated
speaker must submit their cards in person together.
ORDER OF BUSINESS (may not be changed except by majority vote of the City Council.)
1. Closed Session.
2. Special Agenda Items (City Manager’s Report
Commendations, Presentations, etc.).
3. Consent Calendar (All items considered in one
motion unless removed by a City Councilmember for
discussion. Public comment shall be heard prior
to City Council discussion).
4. Study Session.
5. Continued Items.
6. Administrative Proceedings.
7. Ordinances:
1st Reading
2nd Reading
8. Staff Administrative Item.
9. Public Hearings.
10. Reports of Boards and Commissions.
11. Resolutions.
12. Written Communications (other than
Reports of Commission and Officers).
13. Councilmember Discussion Items.
14. Public Input (members of the public may
address the City Council only on items
not on the agenda, but within the subject
matter jurisdiction of the City)
Agendas and reports are accessible on the City's webpage at smgov.net/council/agendas. They are also
available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to
the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or clerk@smgov.net.
Addressing the City Council: State your name, address (optional), and neighborhood for the record;
address the City Council as a whole, not as individuals. After the public hearing closes, no member of the
public shall address the City Council on the matter under consider ation without first securing Council
approval. Please be courteous. Any electronic presentation materials intended to be presented at a
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the day of a City Council meeting.
Members of the audience: Please refrain from clapping, whistling, or acts of disorderly conduct; do not
distribute literature without prior authorization of the presiding officer; remain seated unless a ddressing
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go behind rails unless authorized by the presiding officer.
Members of the public unable to attend a meeting but wishing to comment on an item(s) listed on the
agenda may submit written comments prior to the meeting by meeting by mailing them to: City Clerk,
1685 Main Street, Santa Monica, CA 90401 or to councilmtgitems@smgov.net. Written comments
received from the public by 12 PM on the day of the City Council meeting will be distributed to the City
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accommodations (i.e. sign language interpreting, access to an amplified sound system, etc.), please
contact the City Clerk ’s Office at (310) 458-8211 or TDD: (310) 917-6626 at least 3 days prior to the
scheduled meeting.
Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar
con Esterlina Lugo.
Santa Monica Blue Bus Lines #2, #3, #5, #9 and the EXPO Line serve City Hall. Parking is available on
Main Street, on Olympic Drive, and in the Civic C enter Parking Structure (validation free).
City of Santa Monica Generated: 1/25/2019 4:00 PM Page 3
AGENDA
CITY OF SANTA MONICA
SPECIAL MEETING
THE BROAD STAGE, THE EDYE SECOND SPACE
1310 11TH STREET,
SATURDAY JANUARY 26, 2019
MEETING BEGINS AT 9:00 AM
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
(This is a special City Council meeting. Public comment is restricted to only items listed on
the agenda.)
Please note that Council intends to suspend the Council rules to modify the time
limits for public comment at the Council Retreat.
8. STAFF ADMINISTRATIVE ITEMS
8.A. Council Retreat to Set Priorities for the FY 2019-21 Biennial Budget Using the
Cities Framework for a Sustainable City of Wellbeing
Recommended Action
Staff recommends that the City Council:
1. Select 3-6 Framework Priorities from the list of sub-outcomes to guide the
budget process for Fiscal years 2019-2021;
2. Affirm transition to Framework Priorities from the Strategic Goals structure;
and
3. Add Advancing a New Model of Mobility as a new sub -outcome under Place
and Planet to the Framework for a Sustainable City of Wellbeing.
ADJOURNMENT
Agendas and reports are accessible on the City's webpage at
www.smgov.net/council/agendas. They are also available at the City Clerk's Office and in
alternate formats upon request. For a free email subscription to the City Council Agendas,
please contact the City Clerk’s Office at (310) 458-8211 or clerk@smgov.net.
Members of the public unable to atten d a meeting but wishing to comment on an item(s)
listed on the agenda may submit written comments prior to the meeting by meeting by
mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401 or to
councilmtgitems@smgov.net. Written comments received from the public by 12 PM on the
day of the City Council meeting will be distributed to the City Council prior to the meeting
City of Santa Monica Generated: 1/25/2019 4:00 PM Page 4
and posted online. Any electronic presentation materials intended to be presented at
a City Council meeting must be emailed to the City Clerk at clerk@smgov.net no later
than 12 PM on the day of a City Council meeting.
City Hall and the Council Chamber are wheelchair accessible. If you re quire any special
disability related accommodations (i.e. sign language interpreting, access to an amplified
sound system, etc.), please contact the City Clerk’s Office at (310) 458 -8211 or TDD: (310)
917-6626 at least 3 days prior to the scheduled meeting.
Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458 -8211 y
pida hablar con Esterlina Lugo.
Santa Monica Blue Bus Lines #2, #3, #5, #9 and the EXPO Line serve City Hall. Parking is
available on Main Street, on Olympic Drive, and in the Civic Center Parking Structure
(validation free).
City Council
Report
City Council Meeting: January 26, 2019
Agenda Item: 8.A
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To: Mayor and City Council
From: Katie Lichtig, Assistant City Manager, City Manager's Office, Administration
Gigi Decavalles-Hughes, Director, Finance Department
Subject: Council Retreat to Set Priorities for the FY 2019-21 Biennial Budget Using the
Cities Framework for a Sustainable City of Wellbeing
Recommended Action
Staff recommends that the City Council:
1. Select 3-6 Framework Priorities from the list of sub-outcomes to guide the budget
process for Fiscal years 2019-2021;
2. Affirm transition to Framework Priorities from the Strategic Goals structure; and
3. Add Advancing a New Model of Mobility as a new sub -outcome under Place and
Planet to the Framework for a Sustainable City of Wellbeing.
Summary
The Council holds an annual retreat as a unique opportunity for Council, community
members and staff to convene and collaborate on a focused subject. This year’s goal is
for the Council to use the Framework for a Sustainable City of Wellbeing (adopted in
2017 and revised in 2018) to identify the Framework Priorities. This will happen at the
retreat after taking into account community, boards/commissions/committees, and staff
input regarding where resources should be focused.
The new Framework Priority structure, starting on July 1, 2019, will supersede the
current Strategic Goals structure, and will ensure similar efforts are aligned with the
outcomes established in the Framework. The selection of Framework Priorities will
guide staff as the City prepares the FY 2019-21 Biennial Budget. The overall goal this
year is to ensure that government works better at lower cost by focusing resources on
the results that matter most.
Lastly the Council is being asked to consider a refinement to the Framework by adding
“Advancing a New Model of Mobility” as a new sub-outcome. While this objective has
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been a Strategic Goal since 2015 it has not previously been an expressed sub -outcome
of the Place and Planet Outcome Area. Staff believes this is an oversight that should be
corrected at this stage of budget formulation.
The Framework for a Sustainable City of Wellbeing
Financial Stewardship
The City of Santa Monica has an award-winning budget program that reflects traditional
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municipal best practices. It has worked well to ensure we support quality services to the
community, a well-maintained infrastructure and a healthy balance sheet that has
earned Santa Monica an AAA bond rating from all three of the national credit rating
agencies. However, traditional revenue streams are growing at a slower rate as the
economy shifts to online services and alternative transportation models; pension and
healthcare costs are projected to increase significantly; and the threat of a recession
looms ahead.
The City is taking measures to position Santa Monica for a 21st century economy,
including pursuing an Economic Sustainability Strategy; establishing a Pension Advisory
Committee (including community and workforce members) that’s made
recommendations to the City Manager about options to eliminate the unfunded pension
liability; and moving to a performance-based budget. Sustaining Santa Monica’s solid
financial footing is critical not merely to retain the city’s AAA rating, but also because
City government, in partnership with the community, is the engine that delivers the
services, creates the policy, and drives the change we want to see in our community.
Protecting our financial health ensures we can continue to provide funding for public
safety, affordable housing, protect rent-burdened seniors, install bike lanes, attain water
self-sufficiency, expand our parks, provide homeless services, and the other key
programs and policies that support a Sustainable City of Wellbeing.
On January 22, Council reviewed the City’s 10-Year Financial Forecast for the General
Fund. The Forecast shows that continuing operations in their current state will lead to
shortfalls beginning in FY 2020-21 that will escalate to $31.5 million by year 10, equal to
6% of ongoing revenues. Council directed staff to proceed with developing a fiscally
sustainable budget strategy, including finding a way to reduce the pension liability and
moving to a performance-based budget, to be used in the development of the FY 2019 -
21 Biennial Budget.
A Re-Imagined Budget Process
The transition to a reimagined, performance-based biennial budget will provide Council,
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staff and the community with a data-driven methodology by which to prioritize the
allocation of resources. By developing 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 Wellbeing is organizing structure for targeting the results that
matter most to the City Council and the community.
The move from a more traditional line item departmental revenue and expense
budgeting approach will happen incrementally. Whether the metaphor is “walk before
you run” or “put your socks on before you put your shoes on” the sequence puts
identifying priorities first, then developing metrics to measure progre ss toward the
identified goals. The ultimate objective is to achieve the most important results at the
lowest possible cost - a city government that works better and costs less.
The FY 2019-21 Biennial Budget process is the first step in a multi-year process
towards a Performance-Based Budget that integrates performance management into
resource allocation decisions. For the current biennial budget, the City Council adopted
the Framework that spells out our most important community outcomes (rooted in our
long-standing work and community commitment to sustainability and wellbeing).
Selecting Framework Priorities
As stated above, a key element of this re-imagined budget process is focusing
resources around key community priority areas. The Framework cont ains sub-
outcomes that are associated with one of the seven outcome areas and has a definition
and metrics that define success. The goal of the Council retreat is to select three to six
sub-outcome priorities (referring to these as Framework Priorities). The City can do
anything, we just cannot do everything. Establishing Framework Priorities will enable
the City to align resources and better focus on achieving the most important outcomes
in service to the community. Following extensive outreach to residents, business
owners, Boards and Commission members and staff, our reimagined budget process
anticipates Council selecting the key Framework Priorities for the FY 2019-21 Biennial
Budget by the end of the retreat.
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Community and Staff Engagement
Four data sets are being provided to Council by staff for their consideration:
1. Community Survey Results (Attachment A) and Written Responses (Attachment
B);
2. Staff Survey Results (Attachment C);
3. Leadership Team priorities; and
4. Letters from Boards and Commissions (Attachment D)
As a result of the first three outreach efforts, the following seven sub-outcomes were
identified as candidates as Framework Priorities:
Affordability
Built Environment
Ecosystem
Engaged Community
Keeping Neighborhoods Safe
Reducing Homelessness
Safe Driving, Walking, Biking and Transit
This input was not designed to represent a scientifically valid cross-section of the
community but rather be an open-ended invitation for broad, voluntary engagement. As
such, it is intended simply as potentially useful background guidance and information
supplementing all other forms of input into City government decision-making. A
complete set of survey results is attached to this report. The follow provides details on
each of the areas of input.
Community Input
Staff undertook a three-pronged community engagement strategy as part of highlighting
the reimagining of the budget process. More than 2800 community members (primarily
residents, but also respondents who work in Santa Monica, business owners, and
property owners) participated in the SamoSays survey as of Monday, January 21 st, the
last day of the survey. Staff also held community “pop-up” events at Farmer’s Markets
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and other community events to ask for input on the process. Finally, the City Mana ger
met with 43 community members who signed up online to participate in five informal
briefings on the new budget process. It is worth noting that these are fresh ways to seek
community input and hopefully attracted new voices into this process. The follo wing is a
chart of the top three sub-outcomes (there is a significant drop-off in the next highest
outcome) and a word cloud of the freeform survey response questions.
Staff Priorities
Staff were also invited to participate in a staff version of the SamoSays survey. This
survey mirrored the community survey except that is also asked information about what
department the survey taker worked in. This survey was taken by over 500 staff
members and the results largely mirrored those of the community. The following is a
chart of the top three sub-outcomes (there is a significant drop-off in the next highest
outcome) and a word cloud of the freeform survey response questions:
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Leadership Team Priorities
At a Leadership Team meeting on January 9 th, department heads, division managers,
department performance liaisons, and budget coordinators met to discuss priorities. At
the end of the session, the Leadership Team identified its top five priorities, not in a
ranked or prioritized order:
Keeping Neighborhoods Safe
Affordability
Engaged Community
Ecosystems
Built Environment
Boards and Commission Letters
To further inform the Prioritization process, Boards and Commissions were invited to
participate in the SamoSays survey as well as submit letters to the Council. Five
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Boards and Commissions submitted letters which are attached to this report:
Commission for the Senior Community;
Commission on the Status of Women;
Disabilities Commission;
Landmark Commission; and
Recreation and Parks Commission.
Council and community members at the Retreat will undertake a similar facilitated
process to identify up to six Framework Priorities. This workshop will provide yet
another data set the Council can incorporate into the ongoing community dialogue.
Sub-Outcome Definitions and Examples
The chart below shows the definitions and other contextual information for sub -
outcomes that ranked high on the priority lists of community members, City staff, and/or
leadership team members.
Affordability
Definition
A city that strives to provide opportunities for people to afford to live
within its boundaries.
Outcome Area Economic Opportunity
How We Will Track
Our Success
Percentage of residents that are housing burdened
Sample Activities Provide affordable housing through direct cash benefit to
support extremely low- and low-income families in order to
sustain and secure housing
Short-Term Rental Enforcement Action
Provide affordable housing through vouchers to very-low and
low income households
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Built Environment
Definition · 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.
Outcome Area Place and Planet
How We Will Track
Our Success
Tracking of energy and water efficiency by building stock
Percentage of residents within a quarter of a mile of open space
Percentage of residents within a quarter of a mile of goods and
services
Sample Activities Park planning
Review of plans, documents, and technical reports for building
permit issuance
Ecosystems
Definition · 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.
Outcome Area Place and Planet
How We Will Track
Our Success
80% reduction in greenhouse gas emissions by 2030
0 imported water by 2020
0 exceedent days
90% landfill diversion by 2030
Percentage of tree canopy coverage by neighborhood
Sample Activities Investigation of potential sustainability violations
Watershed maintenance
Tree Maintenance
Refuse, Organics, and Recycling Collection
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Engaged Community
Definition · Residents who can effectively engage with local government, who
can make their voices heard by participating in the civic process
Outcome Area Community
How We Will Track
Our Success
Percentage of residents who feel like their voices are heard in
the decision making process
Sample Activities Support to boards, commissions, task forces, and committees ·
Volunteer engagement
Keeping Neighborhoods Safe
Definition · Providing services and engagement to ensure the safety of all of
our neighbors
Outcome Area Safety
How We Will Track
Our Success
Response times
Overall view of safety
Property crimes v. violent crimes
Crimes per 1,000 residents
Sample Activities Investigate crimes against persons
Integrate new technology to enhance crime reduction efforts
Investigate burglary of motor vehicles and theft from motor
vehicles
Reducing Homelessness
Definition · Prevent homelessness among low income residents
Outcome Area Economic Opportunity
How We Will Track
Our Success
Percentage decrease in the population of people experiencing
homelessness
Sample Activities Interdepartmental and Regional Homelessness Leadership and
Coordination
Direct Client Services- Homelessness
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Safe Driving, Walking, Biking, and Transit
Definition · Providing services and engagement to ensure the safety of all of
our streets
Outcome Area Safety
How We Will Track
Our Success
Zero transportation related fatalities by 2026
Sample Activities Maintenance and repair of travel control devices ·
Traffic enforcement and pedestrian safety
Shifting from Strategic Goals to Framework Priorities
In the summer of 2015, the City Council established five Strategic Goals. They were
originally intended to be 3-5 year projects to accomplish specific results. A summary of
each goal and key milestones is attached (Attachment E). These five goals were
intended to focus our attention, resources and time to achieve the following:
Maintaining an inclusive and diverse community;
Establishing a new model for mobility;
Ensuring local control of the City land occupied by the Santa Monica
Airport;
Taking a leadership role in regional efforts to address homelessness; and
Fostering a community partnership to Learn and Thrive
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During the first year of work:
Staff identified financial resources to jump-start discreet projects;
The City Manager tasked senior staff members with leading and developing each
Strategic Goal; and
Strategic Goal Teams met on a regular basis.
Beginning in early 2017, the Strategic Goal Teams developed Plans of Action (“Plans”),
which teams evaluated and amended as needed each year. These Plans captured the
background of each Strategic Goal; identified key outcomes to achieve; and developed
a series of activities with metrics and projects with milestones to achieve the stated
outcomes.
Out of these plans, the City realized several accomplishments, including:
An historic Consent Decree with the FAA to shorten the runway, resulting in an
immediate 80% reduction in jet traffic and to close Santa Monica Airport (SMO)
no later than January 1, 2029;
Passage of Measures H and HH that provided a ¼ point of sales tax funding for
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affordable housing;
Deployment of several specialized homeless outreach teams to provide
consistent and sustained engagement with people experiencing homelessness in
Santa Monica and link them to services and housing;
Implementation of the region’s first bike share program and a nationally -
recognized dockless mobility pilot to implement new modes of transit safely
investment in street safety improvements
In Fiscal Year 2017-2019, with the introduction of the Framework for a Sustainable City
of Wellbeing and its identification of high level outcomes the City aims to achieve, the
City established SamoStat, a performance management program for the City designed
to foster a culture of data-driven decision making. The Chief Performance Officer
trained over 300 staff on performance management principles and worked with the
Finance Department to develop a roadmap to transition to a performance -based budget.
On June 12, 2018, Council adopted the Fiscal Years 2018-2019 Budget that furthers the
City’s transition to a fiscally sustainable and outcome-based method of allocating
resources. This approach focuses on using performance data to fully fund important,
effective activities and eliminate or restructure programs that do not deliver high priority
results. This is an iterative process, with a plan of fully developing a performance based
budget over a six-year period. The new budget structure goes beyond an organized
approach to accounting for programmatic expenses, and seeks to prioritize funding
based on community priorities that align to the achievement of Framework outcomes.
Over the next few months, after Framework Priorities are identified by Council, staff will
work to develop a Plan of Action for each Framework Priority, which will be presented to
Council as part of the budget presentations in June. These Plans will identify proposed
resource allocations to drive towards the achievement of outcomes, as well as
measures of success and projects that are designed to achieve the outcomes.
Evolving the Framework
The current Framework organizes work efforts around seven outcomes, each of which
states the ideal state we hope to achieve. The outcomes are further organized into sub -
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outcomes, which provide more specificity and definitions around efforts designed to
achieve outcomes. Each sub-outcome contains metrics which allow the City to, through
quantifiable measurements, know whether we are on track to achieve our stated
outcomes.
The Framework is intended to evolve as the needs of the community and staff work to
define activities and metrics progresses. Over the past few months, staff worked to
review the existing Framework and identified the need to refine the definitions of some
sub-outcome areas and to better highlight Mobility. Staff will suggest refinements to the
Framework through the budget process but feedback from the public and staff have
identified the desire to address long-standing Council and community emphasis on the
issue of mobility. Staff recommends adding “Advancing a New Model of Mobility” as an
additional sub-outcome under Place and Planet at the Retreat.
Currently, outside of Vision Zero (safe transportation) included under Safety, the
Framework did not explicitly include a sub-outcome dedicated to our overall efforts to
create a new model of mobility. Representatives of Planning and Community
Development and the Big Blue Bus met with staff from the City Manager’s Office to
develop an approach to enhancing the visibility of Mobility efforts in the Framework.
Like Homelessness, Mobility efforts map to several outcome areas. However, the
preponderance of the activities map to Place and Planet, including improving
transportation infrastructure and protecting our ecosyste ms.
The Framework is intended not as a static structure, but one that while providing clarity
and consistency about desired outcomes continues to evolve along with a diverse and
dynamic community.
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Prepared By: Tim Dodd, Chief Performance Officer
Approved
Forwarded to Council
Attachments:
A. Community Survey Results
B. Community Survey Written Responses
C. Staff Survey Results
D. Letters of Support from Boards and Commissions
E. Strategic Goal Summaries and Achievements- final
F. Written Comments
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COMMUNITY SURVEY RESULTS
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COMMUNITY SURVEY WRITTEN RESPONSES
Community Survey respondents were provided with any opportunity to write priorities not
included in the list of 23 sub-outcomes. Please note that some written responses noted
priorities also included in the survey, such as Reducing Homelessness. The chart below shows
the top three written priorities:
Written responses are organized into the following thematic categories, for which there were
more than fifteen written responses. All other written responses are in the “Miscellaneous”
category:
Homelessness;
Traffic/ Mobility;
Miscellaneous;
Overdevelopment;
Keeping Neighborhoods Safe; and
Senior Issues
WRITTEN RESPONSES- HOMELESSNESS
Reduce crime/homelessness"
Santa Monica needs more green space/parks for its residents, and must remove
aggressive/harassing homeless persons from parks, beach areas, etc. It is not nearly as safe
for residents and familys to go to parks and beaches as it had been.
provide more services for homeless and the elderly. Support Meals on Wheels West and other
agencies helping to feed the hungry
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The number of incidents I've heard about and seen with homeless people being dangerous has
been greatly increasing and is concerning
"Homelessness
Homelessness
Homelessness "
We need more affordable housing to better meet the needs of so many who call SM home or
their place of work. Our streets are crowded with individuals experiencing homelessness, in
large part due ot high rent prices and being forced out of their homes. This is not OK.
I also see a need for addressing Homelessness as a top-tier priority. Thank you for addressing
Santa Monica s'mores priorities!
Reduce homelessness
"Getting rid of programs that help infest our streets with Vagrants that the city gives way to
There is way too much construction of high-end apartments and luxury hotels
The homeless situation is completely OUT OF CONTROL, with no City efforts in sight. Streets
are unsafe and filthy."
"Preventing homeless
More rights for residents verses homeless
Greater security cleanliness in parks"
Homelessness, public safety & cleanliness are of utmost concern to us. This neighborhood has
encountered a dramatic shift (negative) in the last 20 years.
"reduce homeless i city
reduce homeless in city
reduce homeless in city"
"Who put homelessness under ""economic opportunity
It Is a disgrace the way this city cares for and handles homlessness
Your reduce homelessness headline does not address my concern. I want SM to have zero
tolerance for homeless crime and public safety issues. I am tired of being verbally and
physically endangered by homeless. I want safe libraries, park and streets.
"get rid of homeless on the streets
homelessness
Reducing vagrancy"
Discourage transients from occupying public spaces. Too many filthy bums in this town.
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ENOUGH!! Too much enphasis on people who WANT to live here versus those who already live
here. "
"Reducing/eliminating existing homelessness
Homelessness - Please!!!!!
Eliminating Santa Monica as a known safe haven for the lifestyle homeless, drug users and
petty criminals. We have more transients than any other local city. Petty crime is on the rise
and the community is feeling less safe. Empower the police to effectively deal with the small
crimes that encourage other crimes. Eliminate the dollar amount needed to convict common
criminals that rob local businesses and harass residients.
Provide facilities for homeless - health, hygiene"
"As a former resident of Downtown Los Angeles, the worsening Homeless problem is Santa
Monica is terrible.
We have to guard our home from petty-theft and cleanup for drunks who throw their glass
bottles on our property, weekly"
Lack of homeless control, drugs are only misdemeanor , and no recourse beyond 72 hr hold
for mentally ill needs to change. We need to empower cops
Create housing for workers in SM not homeless. Small businesses can’t find staff who can
afford to live close by"
"Eliminating the homeless is the key issue in santa monica it disrupts, lives, business, tourism,
children, elder community.
"addressing the homeless and eliminating the homeless criminals
Homeless Program: ID, work for food and shelter, clinics or can’t stay in SM. "
Stop homeless services that do nothing but invite more to come here."
"We desperately need the city to deal with the large amount of mentally ill transients in our parks
and on our streets
I frequently go to Beverly Hills and I see NO mentally ill transients in the Main area or parks.
They must
Be doing something to get rid of them. Why don’t we? I do not want them housed here"
Today was the 5th time in the past few months I have woken up to a homeless person sleeping
in the hall outside my apartment. In all the years I've been here, it's never been anywhere near
this bad. I'm sure you know that. Something needs to be done, because we, as a community,
have let this problem get completely out of hand. It's like the tide, and it shows no sign of
abating. It seems at present no one, including myself, has a good solution, but just like the tide,
if we don't do something, we're going to drown in this. It's bad for health (a guy urinated in my
hall about three weeks ago), it's bad for safety (I'm 6'3", 200 lbs, but one of the people I found
was a lot bigger than me, and three of the women who live on my hall probably weigh less than
100 lbs each), it's bad for the economy (unless tourists want to visit America's homeless
8.A.b
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capital). We should put them all on electric scooters on a ride out of town, kill two birds with one
stone. (no pun intended)
"Reducing crime and arresting perpetrators of all crimes (including loitering and vagrancy) -
particularly vagrant and homeless crime
Don’t cater to the mentally ill on the streets. They need to be institutionalized.
As far as our ever growing homeless problem, I think the city should do away with the Vacancy
Decontrol Act so that housing is more affordable. The city council really sold out to special
interests on that one and now you're paying the price with the increase in homeless problems.
Cleaning up our parks so they are useable by taxpaying residents - currently homeless sleeping
everywhere, prostitution, and drug use/dealing"
We have gone to far with homeless, rent control and other handouts. Property owners and long
term residence no longer have a voice here and we are all moving. This town has become
unsafe and dirty.,..our priorities as a city need to be question ed and fixed.
"Get homeless people off of the street and quit encouraging them Make the homeless shelters
drug and alcohol free, NO DRUGS
"Not allowing homeless people to live on the street and harass residents and visitors.
Allowing residents to feel safe voicing conservative opinions and views that don't fit Santa
Monica's liberal agenda.
"Safety from homeless bums and street criminals allowed to roam our city - learn from Century
City, Manhattan Beach, etc.
Proactive police force that actually deters crime not facilitate it
Get homeless out of Santa Monica - I now patronize Century City as there are no bums to
harass me there"
"#2 reduce current number of homeless on sm strrets and apt carports, side walkssi
#3 sm police need to enforce no tresspassing, anti social behavior of homeless
Reduce homelessness
"Dealing with the existing and growing homeless population - too many homeless are gathering
in public spaces making it uncomfortable for us longterm residents.
Homeless-inforce laws like no loitering like other cities do. Do NOT make it so helcoming for
Homeless people.
Government FINANCIAL transparency- let us know where money is going and give us a chance
to vote on priorities and where to spend it."
You could show the nation how to protect homeless people at night and bring them to
caseworker support by utilizing Sleep Stations.
8.A.b
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Eliminating Santa Monica as a known safe haven for the lifestyle homeless, drug user s and
petty criminals. We have more transients than any other local city. Petty crime is on the rise
and the community is feeling less safe. Empower the police to effectively deal with the small
crimes that encourage other crimes. Eliminate the dollar amount needed to convict common
criminals that rob local businesses and harass residients.
Eliminating homeless from doing drugs and living in our parks
Provide facilities for homeless - health, hygiene
"It is less preventing homelessness and draining with the situation the policies here have
created, there are unstable, unsafe people on the streets, walking here no longer feels safe.
"""Prevent"" homelessness - let's keep people from moving onto the streets in the first place
Homelessness understanding - don't just count them, find out where they are from and how they
became homeless so we can prevent"
Clean streets more often. They are filthy due to the homeless problem.
As a former resident of Downtown Los Angeles, the worsening Homeless problem is Santa
Monica is terrible.
reduce support services for homeless
Lack of homeless control, drugs are only misdemeanor , and no recourse beyond 72 hr hold for
mentally ill needs to change. We need to empower cops
Eliminating the homeless is the key issue in santa monica it disrupts, lives, business, tourism,
children, elder community.
I have included both "Mental Health" and "Reduce Homelessness" on my list, as I believe they
go hand in hand. I feel more passionately about caring for the homeless by supporting mental
health initiatives, than I do fining or forcing them out of the city
Please reduce the support for Homeless, It is not city's responsibility. SM city offers too much to
attract homeless come to SM city
DO SOMETHING ABOUT THE VIOLENT MENTALLY ILL EVERYWHERE IN THE CITY!
Homeless Program: ID, work for food and shelter, clinics or can’t stay in SM.
Stop homeless services that do nothing but invite more to come here.
Instead of catch & release of homeless petty crime or indiscriminate bridge housing. Providing
mental health and substance abuse facilities to confine those who commit crime to until they
have successfully completed treatment and continue healthy regimen.
normally, I place the environment at the top of my list of important things, but lately, our
kindness to those in need has backfired. We need to find a way to manage our homess
population to protect our residents and visitors. it is not a crime to be poor, or homeless, but it is
a crime to rob, assault, steal, and be drunken or threatening in public. we have to get our city
back under control"
8.A.b
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"We desperately need the city to deal with the large amount of mentally ill transients in our parks
and on our streets
I frequently go to Beverly Hills and I see NO mentally ill transients in the Main area or parks.
They must
Be doing something to get rid of them. Why don’t we? I do not want them housed here"
Today was the 5th time in the past few months I have woken up to a homeless person sleeping
in the hall outside my apartment. In all the years I've been here, it's never been anywhere near
this bad. I'm sure you know that. Something needs to be done, because we, as a community,
have let this problem get completely out of hand. It's like the tide, and it shows no sign of
abating. It seems at present no one, including myself, has a good solution, but just like the tide,
if we don't do something, we're going to drown in this. It's bad for health (a guy urinated in my
hall about three weeks ago), it's bad for safety (I'm 6'3", 200 lbs, but one of the people I found
was a lot bigger than me, and three of the women who live on my hall probably weigh less than
100 lbs each), it's bad for the economy (unless tourists want to visit America's homeless
capital). We should put them all on electric scooters on a ride out of town, kill two birds with one
stone. (no pun intended)
REDUCE HOMELESS! THE PROMENADE HAS BECOME A REFUSE OF HOMELESSNESS!
Sleeping and urinating on all that new "furniture" why bother? What a waste of money
Crime is rampant. Hire more police. Get rid of homeless.
We have gone to far with homeless, rent control and other handouts. Property owners and long
term residence no longer have a voice here and we are all moving. This town has become
unsafe and dirty.,..our priorities as a city need to be question ed and fixed.
Stop allowing illegal homeless feedings that attract them
not just reduce hoMeless, but control
"Get homeless people off of the street and quit encouraging them Make the homeless shelters
drug and alcohol free, NO DRUGS
Homeless and I am wondering why one of the most important issues is not even listed.
I don’t want to reduce homeless, I’d rather not allow them. Every major beach town in
California has the burden of homeless population. Their shelters and services need to be away
from the tourist towns and closer to mental or veteran facilities.
"HIgh school. not connected to early adult. early adult (SMC) has more than enough
resources. The high school is sub-standard.
reduce homelessness should include CURRENT HOMELESS as well as preventing
homelessness."
"Not allowing homeless people to live on the street and harass residents and visitors.
Get homeless out of Santa Monica - I now patronize Century City as there are no bums to
harass me there"
8.A.b
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YOUR FORM NOT WORKING 1. KEEP NEIGHBORHOODS SAFE, 2.REDUCE
HOMELESSNESS, 3. PHYSICAL HEALTH, 4. INTRASTRUCTURE, 5.
"People living in the garage next to my condo. They keep me up all night.
Worried about the homeless
The homeless situation in Santa Monica is horrible. I have lived here on and of since 1975. I do
not feel safe anywhere in Santa Monica
Proactive police force that actually deters crime not facilitate it
#3 keeping neighborhoods safe . #4 reduce homelessness . #5 environmental health"
"I would also include reducing and addressing homelessness but the City has not proven
capable of effectively tackling this issue.
rreduce crime in our neighborhoods, home invasions, theft from home, reduce homelessness
and homeless threats to our citizens
Santa Monica needs to provide more housing and serv for our current homeless
"Santa Monica has become a refuge for drug addicts and homelless.
That’s the problem! "
"#2 reduce current number of homeless on sm strrets and apt carports, side walkssi
#3 sm police need to enforce no tresspassing, anti social behavior of homeless
Stop catering to, and encouraging, transients from all over the state, county, and country from
coming to Santa Monica by providing less programs and services
Work with the state and county to reopen mental institutions to place the chronically mentally ill
in a safe and healthy facility "
The Only priority is dealing with the dramatic rise in crime and homeless. It has destroyed our
wonderful community and the politicians have allowed it to happen.
Do something about the homeless /mentally ill people, they are taking over the city and making
it an unsafe place for its residents
"stop wasting money on homeless, it attracts more
help local low income families to prevent homelessness
"HOMELESS EPIDEMIC
"Dealing with the existing and growing homeless population - too many homeless are gathering
in public spaces making it uncomfortable for us longterm residents.
Homelessness
8.A.b
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"Safety from homeless bums and street criminals allowed to roam our city - learn from Century
City, Manhattan Beach, etc.
"Reduce crime by enforcing the laws and throwing lawbreakers in jail. No more tolerance of
criminal behavior by homeless criminals and deviants.
Enforce laws against vagrancy, public drinking and drug abuse!
Make the parks safe by clearing out the drunks and drug addicts and thieves"
"Be like Beverly Hills and don’t let homeless sleep in our city
Get rid of loitering
No housing for homeless transients "
"#3 Reduce crime #4 No homelessin our city
#5 Reduce crime. Nothing absolutely nothing else
Matters"
Homeless-inforce laws like no loitering like other cities do. Do NOT make it so helcoming for
Homeless people.
Eliminate "Regional Vagrant Service Center"
"Reduce Homeless
Reduce crime...related to homeless
Homelessness - Please!!!!!
Control the homeless
GET RID OF THE HOMELESS
get rid of homeless on the streets
"Homelessness
Filth - businesses should be responsible for helping keep Sm clean
Accountability - the city treats the mental health and homelessness like they don’t care"
"Increase police
Stop allowing illegal homeless feedings that attract them
Enforce laws so residents can feel safe again "
Get the crazy vagrants off the street!!!!
"Removal of transient homeless population
Keeping transient homeless out of our parks
8.A.b
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Facilities for the homeless (no-income residents)
The homeless situation is out of control and the aggressive behavior of the homeless is a
disgrace. The safety of the entire community is at risk due to this issue and needs to be
addressed today!
WRITTEN RESPONSES- TRAFFIC/MOBILITY
"More separated, protected bike lanes!
Reducing traffic congestion "
PRIORITY 2: It is almost impossible to get around Santa Monica in a car or have friends over
due to the paucity of parking. The City seems to think it's ok to keep building high rises, such as
the one in progress on Wilshire and 7th without adequate parking (not to mention the addition of
congestion) and that everyone will be OK with that because they will take a bus, or bike, or ride
a scooter. Not everyone can or wants to and the fact that I can't get to the 10 freeway from 4th
in a decent amount of time, or almost anywhere else near where I live tells me the City talks a
big game but doesn't really care about its residents, especially those who have to drive and the
elderly.
Adequate free parking for residences including their visitors
"The City needs to finally start ENFORCING THE LAWS regarding the use of e-scooters on
sidewalks!
open roadways for cars - stop ""road diets"""
motorized vehicle enforcement"
Reduce traffic
"I want more dense, transit-oriented housing!
I want to reclaim streets from cars/parking for biking, scooting, walking, and buses. We should
have a network of bicycle/scooter boulevards and more dedicated bus lanes!!"
"over development of high priced apartment buildings and no infrastructure to support all the
traffic, parking..with pedestrians causing traffic backups especially from Cloverfield to Stewart
on the cross streets
better syncing of traffic lights on Santa Monica Blvd around 20-23rd street to keep traffic moving
and not stopping at all those closely placed traffic signals.. the one coming west by Cloverfield is
the worst!"
"Less density of City population & traffic-how much can an 8 square mile City infrastructure
support an overwhelming full time population along with a burgeoning year round tourist industry
8.A.b
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City does not have a supply of affordable shopping or restaurants that attract its residents.
Residents of certain age; income & preference must go to neighboring cities to shop for
everyday needs and a reasonably priced eating experience.
Reducing traffic
Parking and not intentionally causing traffic in an effort to stop people from driving.
"Parking
Control Growth
Traffic"
"TRAFFIC
"Advance green space and density programmes
Proactive commuter agenda
Incorporate long-term prototypical policies"
Why are very important issues not listed - excess building (high density) and grid lock? This
survey is meaningless.
"Decrease congestion/limit growth
Fair rent policies for tenants AND owners"
Traffic, congestion, rampant tourism, i.e. 9 million visitors per year for 94,000 residents
Reduce traffic congestion
Reduced traffic that does not live in Santa Monica so that I can get to where I need to go within
the city in less time. Too many car trips from people who only work here and do not live here.
Especially Santa Monica College
Parking policies that provide adequate parking for residents as well as for visitors.
TOP: Traffic - especially eastbound traffic from 3-8pm on weekdays
"first priority: reducing traffic congestion/improving stoplight communication
second priority: making it easier to not need a car, even if you have a child too young to legally
ride a bird scooter"
Tall buildings
Traffic "
"REDUCE TRAFFIC
Reduce traffic "
"Avoid Renal Byscls, Skater, Electric moters.
8.A.b
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More public transportation such as local buses."
Stop building so much development which makes TRAFFIC a nightmare!!
"Affordable parking for residents. How about a permit to allow parking in the structures free for
residents. I no longer go to the movies or shop on the Promenade due to parking fees. It's less
edxpensive to go to Westwood or Century city.
I see a lot of businesses moving out of Santa Monica, or failing due to high rents. How about
some oversight on rent raising or purchases by non-resident or foreign companies. It's pretty
sad that the only book store left on the West side, Barnes & Noble, had to leave because the
rent tripled.
Bring back affordability to the Promenadeso small, eclectic and interesting businesses can
move back. The once unique Promenade has become a dull, boring Every Mall, USA with
blasting music too close together. My friends who live elsewhere in LA no longer wish to visit."
open roadways for cars - stop ""road diets"""
Fixing traffic congestion and improving traffic flow. On Friday 1/4/19 it took me 17 minutes for
my car to get to Ocean Ave from 5th St to Ocean Ave driving west bound on Arizona something
desperately needs to change.
Get rid of the traffic mess that is (Santa Monica)
My first priority is the traffic congestion
Reducing traffic is also a concern and less large development.
"Overdevelopment
Traffic gridlock
"Reducing/eliminating existing homelessness
Reducing traffic congestion "
Reduce traffic and congestion .... major problem
reduce traffic congestion
Walkable neighborhoods
MORE AFFORDABLE PARKING OPTIONS
Traffic Congestion, especially near Pier-maybe open it to residents, taxis, Uber’s...only.
Reduce population density/no new hotels and no apartments that don’t serve long time
residents and aren’t affordable"
I hope mobility means creating better infrastructure for other modes of transportation - bike
lanes, sidewalks. We must decrease the amount of cars allowed in Santa Monica. Madrid,
Paris, and London all have initiatives for car free days monthly and sometimes weekly.
Pontevedra, Spain eliminated cars and their tourism increased! Let's keep Santa Monica clean
so we can enjoy our beautiful city.
8.A.b
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Circulation. Traffic is terrible! I live in the Gandara Park neighborhood and my kid's school is
near Reed Park. During peak hours it sometimes takes me 15 minutes to be able to turn onto
Stewart. Recently Stewart was changed to a one lane street in each direction.
Unbelieveable!!!!! You have now compounded our traffic problem. I work across town and have
3 kids to pick up from various locations in Santa Monica, public transportation is not an option
for me. The interest of ciruclation and mobility seems to be centered or geared more towards
the tourist and worker that dos not reside in Santa Monica. Very little care and attention to
those of us that actually live in Santa Monica. Very disappointed. This is not the Santa Monica
that I loved 20 years ago.
TRAFFIC !!!!
Reduce Traffic Congestion
improving traffic flow across town
Traffic flow
"Get rid of scooters. If you do not, they need to be docked in designated space, not left all over
and laws need to be enforced. Can't tell you how many times I've been almost run over on the
side or tripped over a scooter.
improve traffic flow. We've lived here since 1987 and don't do any business in SM anymore
because the city have made it impossible to get around. We take our business elsewhere which
is a shame for business owners.
Crack down on crime. We have been robbed from our back yard. and see bikes taken from our
neighborhood often. Cars and houses are being broken into often. This has not happened to us
to this degree before this year."
Improving and expanding public transportation... NOT privatized gig-economy (Lyft, Uber,
Bird,etc)
you need to include the choking traffic we deal with every day and overdevelopment, or at least
what section it belongs. is that environmental health?"
parking, parking,parking
Congested traffic....1st priority"
"traffic is horrible. fix it.
to dense, moratorium on building"
Parking
"I would like to see Santa Monica return to making residents a priority instead of tourism. Santa
Monica has lost its soul and is now all flash and glitz to entice tourists while neglecting the
values of those who live here.
Reduce traffic (cars, bikes, scooters, buses)
Demolish the high-rises which were never allowed in the past and which will eventually lead to
blocking the sky altogether, just like NYC. Just awful! We originally moved to Santa Monica
8.A.b
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because it was a safe and friendly, low-key city. Thanks to our city council, it is just the reverse
now. No one is safe and it is crowded and noisy, filled with people who have no long-term,
vested interest in the city."
What you have done to help with traffic (moving all of Hollywood west), as well as your traffic
""improvements, have made living here FAR worse.
We love the work you do - we just don't always love the way you do it - residents first, please:
tax base (developers) second. thx"
Decrease the construction of higher and larger buildings throughout the city that increases the
traffic congestion that is already jamming our main streets and that has encroached onto every
neighborhood streets including the alleys throughout the day and night. Putting an end to the
city's practices that aids and abets criminal behavior of the homeless drug addicted population.
Improve traffic flow by synchronizing traffic lights and/or one way streets.
Traffic
"Education, Clean City, Improve bike/walking mobility (i.e., give preferece to peds not cars: add
stop signs, add crosswalks!) If you do not add stop signs and crosswalks - peds can't cross or
move!
TRAFFIC IS UMBER ONE
"Get rid of those electric scooters! They are a blight on our once beautiful city. I see them
scattered all around the streets, sidewalks, alleys, store fronts, etc. and the people riding them
are not responsible enough to use them properly. I've also seen them blocking sidewalks when
they're parked and I'm surprised someone in a wheelchair hasn't filed an ADA claim against the
city and/or the companies that own them. I have had riders coming at my car while riding them
the wrong way against traffic; have seen two people at a time riding and even adults with
children riding two at a time and mostly without helmets. I know the city is trying to be
progressive and probably gets kickbacks or campaign donations but this has gotten too out of
control.
"REDUCE TRAFFIC
"less traffic
I do not see any choice that suggests reducing the stifling traffic that is due to tremendous
overdevelopment.
"Reduce traffic. I can’t drive anywhere from 3-7pm on weekdays without significant delay. I
usually avoid going anywhere during those hours because the traffic is so bad.
Leave Beach parking lots open 24/7, collect money from cars 24/7, prohibit parking in front of
residences overnight (10pm-8am) near Crescent Bay Park unless permit acquired"
Slow the hyperdevelopment, make parking easier and cheaper, add traffic lanes, eliminate or
severely reduce presence of e-schooters, enforce traffic laws governing operation of scooters,
enforce traffic laws governing stop signs and speeding in neighborhoods, drop the appeal of
district election decision, severely reduce governmental regulation of business, which in its
present form just led us to sell an apartment our family had owned for nearly 60 years.
8.A.b
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You do not include traffic, obviously the city's biggest problem at the moment. We are trapped in
the city from about 2:30 p.m. until after 7 p.m. by "rush hour" traffic. But your omitting this from
your list of potential priorities indicates you have no sense of the frustration city policies have
inflicted upon residents. Wake Up!
Not allow scooters and bikes to block the sidewalks creating a safety hazard for pedestrians."
Don't allow bicycles on streets that are just too small/narrow, It's dangerous for
everyone.Enforce the traffic laws for everyone!
"Redo idiotic road roundabouts that propel cars into crosswalks! Such poor planning
Reduce traffic through logical automotive planning, not wishful thinking that people will drive
less.
Circulation. Traffic is terrible! I live in the Gandara Park neighborhood and my kid's school is
near Reed Park. During peak hours it sometimes takes me 15 minutes to be able to turn onto
Stewart. Recently Stewart was changed to a one lane street in each direction.
Unbelieveable!!!!! You have now compounded our traffic problem. I work across town and have
3 kids to pick up from various locations in Santa Monica, public transportation is not an option
for me. The interest of ciruclation and mobility seems to be centered or geared more towards
the tourist and worker that dos not reside in Santa Monica. Very little care and attention to
those of us that actually live in Santa Monica. Very disappointed. This is not the Santa Monica
that I loved 20 years ago.
TRAFFIC !!!!
"#1 priority is getting rid of terrible traffic congestion.
#2 priority is enforcing laws on Bird scooters (rarely enforced now).
Not allow scooters and bikes to block the sidewalks creating a safety hazard for pedestrians."
Don't allow bicycles on streets that are just too small/narrow, It's dangerous for
everyone.Enforce the traffic laws for everyone!
Reduce Traffic Congestion
improving traffic flow across town
Traffic flow
Not much you can do about traffic and being a popular destination.
Bus for family outing is not a practical option. How about a family bus pass
improve traffic flow. We've lived here since 1987 and don't do any business in SM anymore
because the city have made it impossible to get around. We take our business elsewhere which
is a shame for business owners.
Downtown Circulator or cheaper alternatives to move about the City. I could only imagine all the
innovative solutions we can turn our parking lots into.
8.A.b
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Improving and expanding public transportation... NOT privatized gig-economy (Lyft, Uber,
Bird,etc)
make streets more car friendly
have more concern for the residents instead of the tourists. Too much traffic, bikes and scooters
not following laws and running into people
2. reduce traffic and enforce traffic laws 3. stop overdevelopment
you need to include the choking traffic we deal with every day and overdevelopment, or at least
what section it belongs. is that environmental health?
Traffic has become a virtual nightmare in some areas.
TRAFFIC IS HORRIBLE. BY ALLOWING MORE BUILDING DOWNTOWN AND AT THE
BORDER OF WEST LA, IT ONLY GETS WORSE. PLEASE FIX IT.
parking, parking,parking
Congested traffic....1st priority
Reduce pass-through commuter traffic during AM and PM peek times. Residents are
LANDLoCKED. "
Reduce traffic (cars, bikes, scooters, buses)
Demolish the high-rises which were never allowed in the past and which will eventually lead to
blocking the sky altogether, just like NYC. Just awful! We originally moved to Santa Monica
because it was a safe and friendly, low-key city. Thanks to our city council, it is just the reverse
now. No one is safe and it is crowded and noisy, filled with people who have no long-term,
vested interest in the city."
Reducing trafeeic, how on earth can this not be a strategic priority?
Slow the speed of traffic through residential areas and major streets.
Decrease the construction of higher and larger buildings throughout the city that increases the
traffic congestion that is already jamming our main streets and that has encroached onto every
neighborhood streets including the alleys throughout the day and night. Putting an end to the
city's practices that aids and abets criminal behavior of the homeless drug addicted population.
Improve local traffic flow"
Improve traffic flow by synchronizing traffic lights and/or one way streets.
"Decrease traffic
Ban pesticides and other hazardous chemicals"
"Reducing traffic
Eliminating violent crime"
8.A.b
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Making it easier for all modes of transportation to move around the city.
reduce traffic congestion, limit new construction and approval of giant developments
Put in place traffic control messures in and around 11th street and Marine street. We need to
reduce speeding by installing speed bumps on Mrine street between Lincoln Blvd. and 16th
street. Also need additional stop sign on 11th street hill between Marine street and Ocean Park
Blvd. Also need to close off Ozone from through traffic off of Lincoln Blvd. We also desperately
need police to enforce traffic laws concerning commercial truck traffic in this neighborhood.
Something they refuse to do and delibertly ignore !!
"No more Development
Better serve Residents
Better traffic control "
Traffic
Please consider bringing back a City-Operated, RELIABLE and FREE "Hop on, hop off" electric
bus (like the old Tide Shuttle)
Gridlock and high density building are major concerns but not on the list, WHY????
"Education, Clean City, Improve bike/walking mobility (i.e., give preferece to peds not cars: add
stop signs, add crosswalks!) If you do not add stop signs and crosswalks - peds can't cross or
move!
Let homeowners develop their property as suits thier puposes. Reasonalbe limits are ok, but
the current cap of 20% top floor is absurd. With elderly people moving into their kids homes and
children staying longer, we need more space including privacy. The anti-development nimbys
have a loud voice but do not represent the majority."
Traffic, overdevelopment and the inability to get where you need to go in a timely manner are a
#1 concern...just in case "Safe Driving, Walking,Biking and Transit" don't cover this concern.
TRAFFIC IS NUMBER ONE
"Better Development that will make Santa Monica stand out.
Livability through biking, walking. Lets mimic European cities.
Park Space. Need freeway cap."
"TRAFFIC, how can you have this survey and not list TRAFFIC????
Our blocks from Pico to Ocean Park on 21st Street have been asking for traffic mitigation
measures for more than 15 years."
"less traffic
less big commercial buildings
get rid of self serving counsel people"
"Protect rent control tennants
8.A.b
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I do not see any choice that suggests reducing the stifling traffic that is due to tremendous
overdevelopment.
"Stop runaway development that's threatening to turn Santa Monica into Miami Beach West
Enforce noise laws that's making living on Ocean Ave near Crescent Bay Park unbearable
Leave Beach parking lots open 24/7, collect money from cars 24/7, prohibit parking in front of
residences overnight (10pm-8am) near Crescent Bay Park unless permit acquired"
"limit development
stop challenging the district voting lawsuit
reduce traffic congestion"
making a much better traffic flow to prevent gridlock.
"1. Traffic
2. Traffic
3. Traffic"
Slow the hyperdevelopment, make parking easier and cheaper, add traffic lanes, eliminate or
severely reduce presence of e-schooters, enforce traffic laws governing operation of scooters,
enforce traffic laws governing stop signs and speeding in neighborhoods, drop the appeal of
"People living in the garage next to my condo. They keep me up all night.
Worried about the homeless
Parking structure- prices too high!!"
"Parking. It's a nightmare in santa monica. Either no permit enforcement or not enough on our
streets.
Public program spending is out of control."
"#1 priority is getting rid of terrible traffic congestion.
#2 priority is enforcing laws on Bird scooters (rarely enforced now).
#3 keeping neighborhoods safe . #4 reduce homelessness . #5 environmental health"
You do not include traffic, obviously the city's biggest problem at the moment. We are trapped in
the city from about 2:30 p.m. until after 7 p.m. by "rush hour" traffic. But your omitting this from
your list of potential priorities indicates you have no sense of the frustration city policies have
inflicted upon residents. Wake Up!
Transit
"HOMELESS EPIDEMIC
CRIME
8.A.b
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TRAFFIC"
Buses: Need to run more often and longer throughout the evenings. People must be able to
travel.
"Slow Growth
Traffic
Parking"
Transportation
"Stop the high density building,
Traffic gridlock.
How can you be so out of touch to not list the above two items as a priority choice?"
"Overdevelopment
Traffic congestion"
"TRAFFIC why don't you list the thing that is killing this city??
STOP THE OVER BUILDING"
BETTER LOCAL BUS SERVICE - TRANSPORTATION NEEDS
"Cleanliness
Walkability"
(#1) Traffic congestion. (#2) Developer oversight and transparency
Public Transportation (NOT gig economy)
Parking and traffic control
"Reduce Traffic
More parks, open space, and trees"
increased public transportation opportunities
More bike lanes (Pico Blvd and Wilshire Blvd)
I don't see Mobility or public transportation
"Keeping the airport
Walkability of the city"
Public Transportation
Address the traffic before you pack in more people. It is not a pleasant place to live.
"Public transportation
8.A.b
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Public spaces"
"Senior citizen housing and other needs is first priority, and putting the needs of long time SM
seniors before non residents and others because they have no where else to go to call home
and their families and doctors are here
Traffic Congestion, especially near Pier-maybe open it to residents, taxis, Uber’s...only.
Reduce population density/no new hotels and no apartments that don’t serve long time
residents and aren’t affordable"
"opprotunities for Seniors.
traffic in downtown Santa Monica
crime"
"Address traffic and parking issues (give preference to residents)
Enforce motor vehicle laws (e-scooters)
Address the crime caused by the homeless population"
"traffic
over development / over-size projects .. 1200 block of 7th, 2300 Wilshire etc etc etc
poor scheduling of events and or city projects relative to the Wednesday Farmers Market
making parking and getting to the market more difficult."
It's not just the safety of traffic -- it's the volume of it. The City Council has let our streets
become congested beyond all reason.
"Over building
Congestion
Transients"
"Transit and Traffic Reduction
Protecting the character of SaMo by stopping development "
Parking ---- It is 100% about parking. SaMo makes it near impossible to run a business in the
area I'm in, severely limited parking.
#1 Efficient commute (which is now beyond horrible) - both transit and roads
WRITTEN RESPONSES- OVERDEVELOPMENT
Slowing Growth and addressing overcrowding
"Slow Growth Traffic Parking"
8.A.b
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"Stop the high density building, Traffic gridlock. How can you be so out of touch to not list the
above two items as a priority choice?"
"Overdevelopment Traffic congestion"
less big commercial buildings
"TRAFFIC why don't you list the thing that is killing this city?? STOP THE OVER BUILDING"
STOP THE OVERDEVELOPMENT OF THE CITY AND STOP GEARING EVERYTHING
TOWARDS TOURISTS RATHER THAN YEAR-ROUND RESIDENTS.
Reduce development. There is way too much new development
to manage growth and not let developers over-develop
"traffic over development / over-size projects .. 1200 block of 7th, 2300 Wilshire etc etc etc poor
scheduling of events and or city projects relative to the Wednesday Farmers Market making
parking and getting to the market more difficult."
"Over building Congestion Transients"
"Less building
"Building moratorium! Don’t cater to the mentally ill on the streets. They need to be
institutionalized. Lower property taxes"
"Stop overdevelopment. The city is over built, too dense and public engagement is at an all time
low. Listen to community groups and residents. Stop wasteful city government spending. We
pay too much for city staff, and we are overstaffed."
"Transit and Traffic Reduction Protecting the character of SaMo by stopping development "
"Stop the development. There has been too much, too fast. The choices provided are very
ambiguous to a point where you may actually voting for something that does the opposite of
what one thinks it means. "
Limit growth with no tall buildings
"Reduce growth, stop building businesses and high rises in Santa Monica. Slow down
development "
Parks and public spaces - clean and safe
We have gone to far with homeless, rent control and other handouts. Property owners and long
term residence no longer have a voice here and we are all moving. This town has become
unsafe and dirty.,..our priorities as a city need to be question ed and fixed.
"Education, Clean City, Improve bike/walking mobility (i.e., give preferece to peds not cars: add
stop signs, add crosswalks!) If you do not add stop signs and crosswalks - peds can't cross or
move!
8.A.b
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Let homeowners develop their property as suits thier puposes. Reasonalbe limits are ok, but
the current cap of 20% top floor is absurd. With elderly people moving into their kids homes and
children staying longer, we need more space including privacy. The anti-development nimbys
have a loud voice but do not represent the majority."
Cleanliness- clean up the parks and sidewalks- especially along the Pico corridor and Lincoln
"Enforce existing laws; take action to reduce defecation and urination in public spaces.
Ensure the cleanliness and safety of public parks; there has been a complete takeover of public
parts by one segment of the homeless population, rendering them unusable by others."
"Dealing with the existing and growing homeless population - too many homeless are gathering
in public spaces making it uncomfortable for us longterm residents.
cracking down on property owners who leave their buildings abandoned and derelict. This
increases rodent population and squatters/trespassers. It also lowers property values."
"Cleanliness (Saw a homeless woman naked at the pier with my 2 year twins on Saturday
morning)
Filth (Human Feces at Reed Park)
Constant Crime and Violence. I lived on 2nd and OP and had to move because of a Homeless
stabbing and a Mentally disabled scaled my 4 story condo and jumped off my roof. "
Commercial landlords to pay penalties if storefronts vacant over 6 months. Blight.
Keep the city cleaner. To be a vacation destination, It is embarrassing how dirty it is.
Housing
Limit developement
Fewer planes using SMO and speedier preparation for new parkland
Better Fiber Internet options
Reduce development would be my number three
5: improved car parking infrastructure for residents outside of DTSM...i suggest a parking
garage for Montana shopping
Curtail overdeveloment, reduce density.
"Development and large infrastructure improvements
Dense housing"
Downtown Circulator or cheaper alternatives to move about the City. I could only imagine all the
innovative solutions we can turn our parking lots into.
These roof gardens that all new buildings are allowed to have, so you loose all your privacy with
neighbours looking into your backyard are an abomination.
8.A.b
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More parks -- including the Great Park to replace the airport. Start planning NOW so we can
break ground in 2029!
Shut down the airport and raise money for our Great Park.
maintain active airport
City Counsel stop putting developers first. Learn to say "no" if it is detrimental to the residents
cut back on height and density of property development
Technology infrastructure (fiber networks, public/community wi-fi, cellular networks, etc.) should
be on the list
2. reduce traffic and enforce traffic laws 3. stop overdevelopment
5. increase parks and green spaces (great park instead of airport)
you need to include closing the airport as an item, or at least indication under what section it
belongs
you need to include the choking traffic we deal with every day and overdevelopment, or at least
what section it belongs. is that environmental health?
Reduce building. The city is overcrowded with more multi-unit buildings going up weekly without
enough parking.
LIMIT BUILDING. THE STREETS CANNOT SUPPORT IT. THE GRIDLOCK IS HORRIFIC.
THIS COULD EASILY BE A SECOND 'PARADISE' IN A FIRE.
permitting too restrictive - allow more building
to dense, moratorium on building
more park equipment for young children (age 2-5) in addition to existing equipment
Parks, Playing Fields
Get the criminals and bike chop shops out of the parks. Clean up the parks. The residents can
not enjoy their parks anymore!
Less development!
"Moratorium on building
Stop development "
Decrease the construction of higher and larger buildings throughout the city that increases the
traffic congestion that is already jamming our main streets and that has encroached onto every
neighborhood streets including the alleys throughout the day and night. Putting an end to the
city's practices that aids and abets criminal behavior of the homeless drug addicted population.
"More responsive city council to concerns of residents
Too much development, traffic and congestion
City College overdevelopment"
8.A.b
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"Protect rent control tennants
Reduce development
Improve local traffic flow"
Expand resident peace of mind with expanded open space, transparency & data privacy
"A City Council that is responsive to residents' interests.
Protection of our precious resources such as water by limiting development.
District elections."
"Financial responsibility by city government
Reduction of sales taxes
Less congestion from over development "
"Fair governance - end of at large elections, stop using our money to fight it
governance- not paying the highest salaries in the state with retirement obligations to come
governance- keeping the building plan in tack- not changing codes to accommodate huge
buildings, or using post office for commercial means"
reduce traffic congestion, limit new construction and approval of giant developments
"ZERO NEW DEVELOPMENT
LIMITS ON BUILDING SIZES
PRIORITY PARKING AND MUSIC CONCERT ATTENDANCE FOR RESIDENTS"
"No more Development
Better serve Residents
Better traffic control "
"Education, Clean City, Improve bike/walking mobility (i.e., give preferece to peds not cars: add
stop signs, add crosswalks!) If you do not add stop signs and crosswalks - peds can't cross or
move!
Let homeowners develop their property as suits thier puposes. Reasonalbe limits are ok, but
the current cap of 20% top floor is absurd. With elderly people moving into their kids homes and
children staying longer, we need more space including privacy. The anti-development nimbys
have a loud voice but do not represent the majority."
Slow growth!
Restrict development in favor of the people who actually live here now, not in favor of revenue
generating for the city.
Building moratorium!
8.A.b
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"Over building
This was once a 'quiet seaside city' as it used to be called, but now it's too expensive to live
here, the streets are clogged with traffic, the homeless are everywhere and the overall quality of
life has diminished greatly. The city has catered so much to the tourist business that we long
time residents and our interests and needs have been ignored."
Decrease the construction of higher and larger buildings throughout the city that increases the
traffic congestion that is already jamming our main streets and that has encroached onto every
neighborhood streets including the alleys throughout the day and night. Putting an end to the
city's practices that aids and abets criminal behavior of the homeless drug addicted population.
Freeze development, prevent building projects beyond existing codes."
"Stop runaway development that's threatening to turn Santa Monica into Miami Beach West
"Stopping development. Especially hotels and office buildings.
Preserve Main Street as historical landmark, stop any development."
"circulation
overdevelopment "
"Over-development
Residents are not the Council's first priority
political systems and practices skewed against residents"
Stop all the development! Kick out the pro dev staff! You have destroyed our beautiful beach
city!
preventing overdevelopment
"Better Development that will make Santa Monica stand out.
Livability through biking, walking. Lets mimic European cities.
Park Space. Need freeway cap."
Cleanliness- clean up the parks and sidewalks- especially along the Pico corridor and Lincoln
Stop the over building of Santa Monica. Though it seems too late already.
"less traffic
less big commercial buildings
get rid of self serving counsel people"
"Stop runaway development that's threatening to turn Santa Monica into Miami Beach West
Enforce noise laws that's making living on Ocean Ave near Crescent Bay Park unbearable
Leave Beach parking lots open 24/7, collect money from cars 24/7, prohibit parking in front of
residences overnight (10pm-8am) near Crescent Bay Park unless permit acquired"
8.A.b
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"limit development
stop challenging the district voting lawsuit
reduce traffic congestion"
Slow the hyperdevelopment, make parking easier and cheaper, add traffic lanes, eliminate or
severely reduce presence of e-schooters, enforce traffic laws governing operation of scooters,
enforce traffic laws governing stop signs and speeding in neighborhoods, drop the appeal of
district election decision, severely reduce governmental regulation of business, which in its
present form just led us to sell an apartment our family had owned for nearly 60 years.
Overdevelopment
CEASE this constant building of new hotels, condos,, apt. complexes - we are fast becoming
another out of balance NYC. Ridiculous traffic gridlock, noise pollution, deteriorization of our
quality of life. Too many people crammed into a small area, reducing the enjoyment for
everyone.
"More responsive and effective law enforcement that doesn’t look the other way when
crimes are committed.
Restrict development in favor of the people who actually live here now, not in favor of revenue
generating for the city.
Clear the city parks and beaches of criminals. "
"Save Santa Monica Airport; retain the physical integrity of its entire runway to serve in
emergencies.
Reduce traffic through logical automotive planning, not wishful thinking that people will drive
less.
Freeze development, prevent building projects beyond existing codes."
"Safety in parks
Sanitation in parks and public places"
"Enforce existing laws; take action to reduce defecation and urination in public spaces.
Ensure the cleanliness and safety of public parks; there has been a complete takeover of public
parts by one segment of the homeless population, rendering them unusable by others."
Priorities for many of us: huge crime increase, traffic gridlock everywhere, too much massive
developments that residents DO NOT want!!!! Listen to the residents and stop with your utopian
ideology!!!
"Cleanliness (Saw a homeless woman naked at the pier with my 2 year twins on Saturday
morning)
Filth (Human Feces at Reed Park)
Constant Crime and Violence. I lived on 2nd and OP and had to move because of a Homeless
stabbing and a Mentally disabled scaled my 4 story condo and jumped off my roof. "
8.A.b
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You can STOP BUILDING APARTMENTS & CONDOS!!!! There is no adequate infrastructure
for all the additional people!!! Get out of the pockets of out of state developers!
Slowing Growth and addressing overcrowding
"Slow Growth
Traffic
Parking"
"Stop the high density building,
Traffic gridlock.
How can you be so out of touch to not list the above two items as a priority choice?"
"Overdevelopment
Traffic congestion"
"TRAFFIC why don't you list the thing that is killing this city??
STOP THE OVER BUILDING"
"Reduce Traffic
More parks, open space, and trees"
Sanitation pick,ups
Improve parks for kids to play (homeless people at Reed park especially hanging out on the
playground, masturbating, shaving...etc this is totally unacceptable )
More EV infrastructure
"Over building
Congestion
Transients"
"Building moratorium!
Don’t cater to the mentally ill on the streets. They need to be institutionalized.
Lower property taxes"
The top priority of the city and its government should be to serve its residents. Period. Does
the city government accurately reflect what its residents -- not outsiders and developers -- want?
While all of the above choices sound "nice" and "righteous" on the surface, they completely
miss the point. These categories seem to be just platitudes developed by some outside
consulting service to make the city feel good about its self. What about Over-Development?
What about Traffic? What about city council members who often seem more interested in
espousing either personal or developer predetermined agendas, with very little interest in what
actual residents may want? What about fiscal responsibility, over-staffing and sky-high payrolls,
over-spending, and the huge pension liabilities lurking around the corner? What about the city's
8.A.b
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decision to spend millions of dollars fighting a court case over more representative council-
district elections, and then continuing to fight it after losing? Unfortunately this "nice" but
frivolous survey simply mirrors the basic problem with Santa Monica's current government. The
bigger issues that lie beneath the surface of this survey are what really count and should be
addressed with residents.
"Get rid of those electric scooters! They are a blight on our once beautiful city. I see them
scattered all around the streets, sidewalks, alleys, store fronts, etc. and the people riding them
are not responsible enough to use them properly. I've also seen them blocking sidewalks when
they're parked and I'm surprised someone in a wheelchair hasn't filed an ADA claim against the
city and/or the companies that own them. I have had riders coming at my car while riding them
the wrong way against traffic; have seen two people at a time riding and even adults with
children riding two at a time and mostly without helmets. I know the city is trying to be
progressive and probably gets kickbacks or campaign donations but this has gotten too out of
control.
As far as our ever growing homeless problem, I think the city should do away with the Vacancy
Decontrol Act so that housing is more affordable. The city council really sold out to special
interests on that one and now you're paying the price with the increase in homeless problems.
This was once a 'quiet seaside city' as it used to be called, but now it's too expensive to live
here, the streets are clogged with traffic, the homeless are everywhere and the overall quality of
life has diminished greatly. The city has catered so much to the tourist business that we long
time residents and our interests and needs have been ignored."
"Transit and Traffic Reduction
Protecting the character of SaMo by stopping development "
"Homelessness
Filth - businesses should be responsible for helping keep Sm clean
Accountability - the city treats the mental health and homelessness like they don’t care"
WRITTEN RESPONSES- KEEPING NEIGHBORHOODS
SAFE
"Keeping neighborhoods safe
Reduce crime
SAFE parks, SAFE library
More police prescence. More accountability from the police. Better response times. Safety of
residents should be your #1 concern
8.A.b
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Too much passing the buck in the police dept. and leaving some people in the cold. Addressing
only a portion of something that is important to the citizen and unless it's an emergency...they
are not very interested. That makes the citizen's heart broken...as this is who we have always
turned to.
need more police on the road to monitor traffic, safe driving, and crimes.
"More police officers patrolling our city
Reducing crime
Curtail giant buildings"
"Enforcement of scooters on the sidewalk
Enforcement of no smoking laws
Crime"
"Overall safety. I’m scared to walk around because I’ve been targeted by transients and
hurt. Police don’t really seem to do much when I call.
When I went to police station to report my car vandalized, the cop at the desk was rude, mean,
sarcastic, and HORRIBLE to me. Same cop/2visits. I went home and cried.
More patrols. My bike was stolen out of gated, locked apartment garage. A car and other items
were stolen from same garage. "
security, it's not safe to live here
"Arrest and prosecute criminals such that they are not released and do not live on our streets.
Abate gang members living in public and private housing.
"Keep our PD safe No to sanctuary cities share info with ICE
City Pot smoking nuisance laws. The smell is awful.
"Keeping neighborhoods safe
The city is simply unsafe as a result"
Homelessness, public safety & cleanliness are of utmost concern to us. This neighborhood has
encountered a dramatic shift (negative) in the last 20 years.
Do something about homeless vagrants terrorizing residents in one form or another!
"Hire more police officers
Upgrade the Santa Monica Animal Shelter
Close Main Street and Ocean Avenue to cars once a month"
Allow police to enforce vagrancy violations.
"I view keeping neighborhoods safe and safe walking, biking etc as one in the same. I'm not
sure how you would focus on one and not the other. They're concurrent issues
8.A.b
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Sadly safe neighborhoods has come to means reducing homelessness has "
Do not waste tax dollars on issues or services (i.e. global warming that should be left to state
and federal government. Remember that Santa Monica needs to be A LIVEABLE CITY or the
TAX PAYING residents will leave. Stop over developing the City and do something about the
crime that is affecting the City. How do you clean up the top few parks to allow for children and
families? (vs. the derilicts, which are different than the truly homeless?
Your reduce homelessness headline does not address my concern. I want SM to have zero
tolerance for homeless crime and public safety issues. I am tired of being verbally and
physically endangered by homeless. I want safe libraries, park and streets.
"Reduce Crime
Prevent loitering "
1) More police for more and better law enforcement
TOO MUCH HOMELESS CRIME AND GET THEM OUT OF OUR PARKS. THE PARKS ARE
BECOMING UNUSABLE BY CHILDREN AND FAMILIES
More police presence.
CRIME
reduce crime
"Low level crimes are destroying our city
I know long Can just take a walk with my daughter "
Eliminating Santa Monica as a known safe haven for the lifestyle homeless, drug users and
petty criminals. We have more transients than any other local city. Petty crime is on the rise
and the community is feeling less safe. Empower the police to effectively deal with the small
crimes that encourage other crimes. Eliminate the dollar amount needed to convict common
criminals that rob local businesses and harass residients.
"It is less preventing homelessness and draining with the situation the policies here have
created, there are unstable, unsafe people on the streets, walking here no longer feels safe.
The city needs to deal with the crime, we pay too much for in taxes for what is going on in santa
monica."
stop crime
"Get rid of scooters. If you do not, they need to be docked in designated space, not left all over
and laws need to be enforced. Can't tell you how many times I've been almost run over on the
side or tripped over a scooter.
improve traffic flow. We've lived here since 1987 and don't do any business in SM anymore
because the city have made it impossible to get around. We take our business elsewhere which
is a shame for business owners.
8.A.b
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Crack down on crime. We have been robbed from our back yard. and see bikes taken from our
neighborhood often. Cars and houses are being broken into often. This has not happened to us
to this degree before this year."
"you need better description of each item. eg what is built enviromonement, what are some
examples of ""infrastructure"" that needs to be addressed. otherwise my list is just a guess and
my not reflect a 'true' priority. my priorites are: 1. reducing crime and having police respond to
/enforce laws 2. reduce traffic and enforce traffic laws 3. stop overdevelopment 4. reduce noise
and air pollution (close smoking) 5. increase parks and green spaces (great park instead of
airport)
you need to include closing the airport as an item, or at least indication under what section it
belongs
you need to include the choking traffic we deal with every day and overdevelopment, or at least
what section it belongs. is that environmental health?"
police responsiveness
"Keep our PD safe No to sanctuary cities share info with ICE
City Pot smoking nuisance laws. The smell is awful.
Homeless Program: ID, work for food and shelter, clinics or can’t stay in SM. "
Reducing crime
"Arrest and prosecute criminals such that they are not released and do not live on our streets.
Abate gang members living in public and private housing.
Stop homeless services that do nothing but invite more to come here."
Get the criminals and bike chop shops out of the parks. Clean up the parks. The residents can
not enjoy their parks anymore!
"my daughters and I are all property owners and residents of Santa Monica - they can no longer
leave their condos without fear of assault, breakins and thefts are up, this is no longer a safe
and livable city. After living here since the 1950s, I would hate to be forced out by crime and
incompet
normally, I place the environment at the top of my list of important things, but lately, our
kindness to those in need has backfired. We need to find a way to manage our homess
population to protect our residents and visitors. it is not a crime to be poor, or homeless, but it is
a crime to rob, assault, steal, and be drunken or threatening in public. we have to get our city
back under control"
Decrease the construction of higher and larger buildings throughout the city that increases the
traffic congestion that is already jamming our main streets and that has encroached onto every
neighborhood streets including the alleys throughout the day and night. Putting an end to the
city's practices that aids and abets criminal behavior of the homeless drug addicted population.
Crime and Safety is of significant concern.
8.A.b
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Crime is rampant. Hire more police. Get rid of homeless.
"Reducing crime and arresting perpetrators of all crimes (including loitering and vagrancy) -
particularly vagrant and homeless crime
Cleaning up our parks so they are useable by taxpaying residents - currently homeless sleeping
everywhere, prostitution, and drug use/dealing"
"Safety from homeless bums and street criminals allowed to roam our city - learn from Century
City, Manhattan Beach, etc.
Proactive police force that actually deters crime not facilitate it
Get homeless out of Santa Monica - I now patronize Century City as there are no bums to
harass me there"
Less crime
"Reduce traffic. I can’t drive anywhere from 3-7pm on weekdays without significant delay. I
usually avoid going anywhere during those hours because the traffic is so bad.
Reduce property crimes. Thefts from vehicles have been a persistent problem in my
neighborhood and across the city for many years. "
Crime is by far the biggest issue
"More responsive and effective law enforcement that doesn’t look the other way when
crimes are committed.
Restrict development in favor of the people who actually live here now, not in favor of revenue
generating for the city.
Clear the city parks and beaches of criminals. "
"Arrest transients who are breaking the law and put them in jail no matter the length of sentence
Stop catering to, and encouraging, transients from all over the state, county, and country from
coming to Santa Monica by providing less programs and services
Work with the state and county to reopen mental institutions to place the chronically mentally ill
in a safe and healthy facility "
"Enforce existing laws; take action to reduce defecation and urination in public spaces.
Ensure the cleanliness and safety of public parks; there has been a complete takeover of public
parts by one segment of the homeless population, rendering them unusable by others."
"Reduce crime by enforcing the laws and throwing lawbreakers in jail. No more tolerance of
criminal behavior by homeless criminals and deviants.
Enforce laws against vagrancy, public drinking and drug abuse!
Make the parks safe by clearing out the drunks and drug addicts and thieves"
"Crime- there is so much theft and assault among other crimes
8.A.b
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Homeless-inforce laws like no loitering like other cities do. Do NOT make it so helcoming for
Homeless people.
Government FINANCIAL transparency- let us know where money is going and give us a chance
to vote on priorities and where to spend it."
"""Keeping neighborhoods safe"" is a euphemism for crime, which is clearly a top priority for
many of us.
Please investigate again the connection, if any, between increased crime and the metro train.
Too many drivers run stop signs & drive carelessly. Too many pedestrians pay attention only to
their cell phones when they cross the street. These actions are dangerous but rarely ticketed by
police as far as I can tell."
"Cleanliness (Saw a homeless woman naked at the pier with my 2 year twins on Saturday
morning)
Filth (Human Feces at Reed Park)
Constant Crime and Violence. I lived on 2nd and OP and had to move because of a Homeless
stabbing and a Mentally disabled scaled my 4 story condo and jumped off my roof. "
Eliminating Santa Monica as a known safe haven for the lifestyle homeless, drug users and
petty criminals. We have more transients than any other local city. Petty crime is on the rise
and the community is feeling less safe. Empower the police to effectively deal with the small
crimes that encourage other crimes. Eliminate the dollar amount needed to convict common
criminals that rob local businesses and harass residients.
"It is less preventing homelessness and draining with the situation the policies here have
created, there are unstable, unsafe people on the streets, walking here no longer feels safe.
The city needs to deal with the crime, we pay too much for in taxes for what is going on in santa
monica."
stop crime
We have to guard our home from petty-theft and cleanup for drunks who throw their glass
bottles on our property, weekly
Crack down on crime. We have been robbed from our back yard. and see bikes taken fr om our
neighborhood often. Cars and houses are being broken into often. This has not happened to us
to this degree before this year.
Lack of homeless control, drugs are only misdemeanor , and no recourse beyond 72 hr hold for
mentally ill needs to change. We need to empower cops
1. reducing crime and having police respond to /enforce laws
police responsiveness
I strongly believe we need to find ways to better enforce our laws to reduce crime. If that
requires the city to lobby for rollback of props 47 and 57 at the state level, I think money and
time should be spent on this effort.
8.A.b
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CREATE MORE WAYS FOR THE SMPD TO RESPOND MORE QUICKLY TO SMALLER
INCIDENTS. HOMELESS OR DOMESTIC INCIDENTS ARE NOT ADDRESSED
Keep our PD safe No to sanctuary cities share info with ICE
Reducing crime
Abate gang members living in public and private housing.
Arrest and prosecute criminals such that they are not released and do not live on our streets.
Control panhandling, harassing and intimidating people making the streets unwalkable, causing
people to drive instead of walk and avoid public areas where they would otherwise be positively
engaged in the community.
Keeping the community alive....Santa Monica has lost its charm and is not for the people who
live here...it is no longer safe and over crowded with big developments being approved and the
safety, drugs etc that are not being addressed...and the blythe...
Get the criminals and bike chop shops out of the parks. Clean up the parks. The residents can
not enjoy their parks anymore!
Crime and Safety is of significant concern.
"traffic,traffic, traffic.- please reduce it. - it is hard to drive in SM after 3:00
please make bike and scooter people obeying traffic laws"
Crime is rampant. Hire more police. Get rid of homeless.
"DECREASE IN CRIME PERPETRATED BY HOMELESS
SMPD ENFORCING LAWS
KEEPING ACTUAL RESIENTS OF THE CITY SAFE BY ALL MEANS"
"Reducing crime and arresting perpetrators of all crimes (including loitering and vagrancy) -
particularly vagrant and homeless crime
Cleaning up our parks so they are useable by taxpaying residents - currently homeless sleeping
everywhere, prostitution, and drug use/dealing"
We have gone to far with homeless, rent control and other handouts. Property owners and long
term residence no longer have a voice here and we are all moving. This town has become
unsafe and dirty.,..our priorities as a city need to be question ed and fixed.
"Reducing traffic
Eliminating violent crime"
"Keeping neighborhoods clean
Improve lighting on dark side streets"
"Safety from homeless bums and street criminals allowed to roam our city - learn from Century
City, Manhattan Beach, etc.
8.A.b
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Proactive police force that actually deters crime not facilitate it
Get homeless out of Santa Monica - I now patronize Century City as there are no bums to
harass me there"
"Reduce crime
Make all the people who rent scooters and bicycles obey the laws & not run lights & stop signs
or ride on sidewalks or remove the rentals from the city"
"Reduce crime and criminal behavior at the street level.
Enable the police to become more aggressive and proactive towards criminals and those who
disturb the peace."
Less crime
YOUR FORM NOT WORKING 1. KEEP NEIGHBORHOODS SAFE, 2.REDUCE
HOMELESSNESS, 3. PHYSICAL HEALTH, 4. INTRASTRUCTURE, 5.
"Reduce traffic. I can’t drive anywhere from 3-7pm on weekdays without significant delay. I
usually avoid going anywhere during those hours because the traffic is so bad.
Reduce property crimes. Thefts from vehicles have been a persistent problem in my
neighborhood and across the city for many years. "
Enforcing ordinances that are rarely enforced (e.g. bikes riding on sidewalks, people smoking at
bus stops, people using leaf blowers, and so on)
Make Santa Monica safe! Signifigant increase in police presence with a mission to reduce crime
and increase quality of life. Reduce sense of lawlessness.
"I would also include reducing and addressing homelessness but the City has not proven
capable of effectively tackling this issue.
Making parks like Tongva and Reed safe for residents to enjoy."
Crime is by far the biggest issue
"More responsive and effective law enforcement that doesn’t look the other way when
crimes are committed.
Restrict development in favor of the people who actually live here now, not in favor of revenue
generating for the city.
Clear the city parks and beaches of criminals. "
rreduce crime in our neighborhoods, home invasions, theft from home, reduce homelessness
and homeless threats to our citizens
"Santa Monica has become a refuge for drug addicts and homelless.
That’s the problem! "
"#2 reduce current number of homeless on sm strrets and apt carports, side walkssi
8.A.b
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#3 sm police need to enforce no tresspassing, anti social behavior of homeless
#3 reduce city spending on frivolus projects like $2M Park bathrooms, civic center early child
center, excessive fees and taxes"
"addressing the homeless and eliminating the homeless criminals
safer city
crime"
Greater attention to crime.
"Safety in parks
Sanitation in parks and public places"
"Arrest transients who are breaking the law and put them in jail no matter the length of sentence
Stop catering to, and encouraging, transients from all over the state, county, and country from
coming to Santa Monica by providing less programs and services
Work with the state and county to reopen mental institutions to place the chronically mentally ill
in a safe and healthy facility "
The Only priority is dealing with the dramatic rise in crime and homeless. It has destroyed our
wonderful community and the politicians have allowed it to happen.
"Santa Monica has changed so much and it is not a safe place anymore. Make Santa Monica
Safe again
Do something about the homeless /mentally ill people, they are taking over the city and making
it an unsafe place for its residents
Crimes - NEED TO STOP "
"stop wasting money on homeless, it attracts more
help local low income families to prevent homelessness
too much crime"
"Enforce existing laws; take action to reduce defecation and urination in public spaces.
Ensure the cleanliness and safety of public parks; there has been a complete takeover of public
parts by one segment of the homeless population, rendering them unusable by others."
Get rid of crime in our streets and our neighborhoods!
Priorities for many of us: huge crime increase, traffic gridlock everywhere, too much massive
developments that residents DO NOT want!!!! Listen to the residents and stop with your utopian
ideology!!!
CRIME
TRAFFIC"
8.A.b
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"Crime
Homelessness
Public meth use"
Safer parks
Public meth use"
Crime is rampant. Hire more police. Get rid of homeless.
Give tickets to people that don't have dogs on leashes if they are suppose to and scooters, etc.
They all go right passed the police"
Reducing crime
"Reduce crime by enforcing the laws and throwing lawbreakers in jail. No more tolerance of
criminal behavior by homeless criminals and deviants.
Enforce laws against vagrancy, public drinking and drug abuse!
Make the parks safe by clearing out the drunks and drug addicts and thieves"
"#3 Reduce crime
#5 Reduce crime. Nothing absolutely nothing else
Matters"
"my daughters and I are all property owners and residents of Santa Monica - they can no longer
leave their condos without fear of assault, breakins and thefts are up, this is no longer a safe
and livable city. After living here since the 1950s, I would hate to be forced out by crime and
incompet
The city needs to deal with the crime, we pay too much for in taxes for what is going on in santa
monica."
Require restaurants to transport recycling to official facilities to discourage picking.
cracking down on property owners who leave their buildings abandoned and derelict. This
increases rodent population and squatters/trespassers. It also lowers property values."
"Crime- there is so much theft and assault among other crimes
Homeless-inforce laws like no loitering like other cities do. Do NOT make it so helcoming for
Homeless people.
"""Keeping neighborhoods safe"" is a euphemism for crime, which is clearly a top priority for
many of us.
Please investigate again the connection, if any, between increased crime and the metro train.
Too many drivers run stop signs & drive carelessly. Too many pedestrians pay attention only to
their cell phones when they cross the street. These actions are dangerous but rarely ticketed by
police as far as I can tell."
8.A.b
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"Cleanliness (Saw a homeless woman naked at the pier with my 2 year twins on Saturday
morning)
Filth (Human Feces at Reed Park)
Constant Crime and Violence. I lived on 2nd and OP and had to move because of a Homeless
stabbing and a Mentally disabled scaled my 4 story condo and jumped off my roof. "
Fighting with criminals
"Public safety
Our public parks are unusable -- remove the homeless
Excessive regulation is killing housing and small businesses"
"More police officers
More detectives
More and cheaper parking"
Get the drug addicted, crazy, methed out criminals out of my city
"Senior services
Control the homeless
Reduce crime"
"opprotunities for Seniors.
traffic in downtown Santa Monica
crime"
"Address traffic and parking issues (give preference to residents)
Enforce motor vehicle laws (e-scooters)
Address the crime caused by the homeless population"
"reduce crime such as assault, theft, burglary
police response in a timely manner
more police patrolling the neighborhood"
Domestic violence and rape
To hire more police officers, prefarably motorcycle cops
Reduce Crime
"Get rid of those electric scooters! They are a blight on our once beautiful city. I see them
scattered all around the streets, sidewalks, alleys, store fronts, etc. and the people riding them
are not responsible enough to use them properly. I've also seen them blocking sidewalks when
they're parked and I'm surprised someone in a wheelchair hasn't filed an ADA claim against the
8.A.b
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city and/or the companies that own them. I have had riders coming at my car while riding them
the wrong way against traffic; have seen two people at a time riding and even adults with
children riding two at a time and mostly without helmets. I know the city is trying to be
progressive and probably gets kickbacks or campaign donations but this has gotten too out of
control.
As far as our ever growing homeless problem, I think the city should do away with the Vacancy
Decontrol Act so that housing is more affordable. The city council really sold out to special
interests on that one and now you're paying the price with the increase in homeless problems.
This was once a 'quiet seaside city' as it used to be called, but now it's too expensive to live
here, the streets are clogged with traffic, the homeless are everywhere and the overall quality of
life has diminished greatly. The city has catered so much to the tourist business that we long
time residents and our interests and needs have been ignored."
"Increase police
Bike safety -- "
Inforce the laws - keep scooters off the boardwalk and sidewalks"
Parking structure- prices too high!!"
Clear the city parks and beaches of criminals. "
safer city
crime"
Making parks like Tongva and Reed safe for residents to enjoy."
"More responsive and effective law enforcement that doesn’t look the other way when
crimes are committed
"Arrest transients who are breaking the law and put them in jail no matter the length of sentence
"Santa Monica has changed so much and it is not a safe place anymore. Make Santa Monica
Safe again
too much crime"
"Crime
cracking down on property owners who leave their buildings abandoned and derelict. This
increases rodent population and squatters/trespassers. It also lowers property values."
"Crime
"Crime- there is so much theft and assault among other crimes
Reduce crime"
Reduce property crimes. Thefts from vehicles have been a persistent problem in my
neighborhood and across the city for many years. "
Enforce laws so residents can feel safe again "
8.A.b
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Crime. Reduce violent crime. I do not feel safe walking in Santa Monica.
Crime reduction
The homeless situation is out of control and the aggressive behavior of the homeless is a
disgrace. The safety of the entire community is at risk due to this issue and needs to be
addressed today!
I have lived here since the 90's. The total degradation of this city is stunning in recent years.
Crime, drug abuse, massive homelessness, mentally ill people shouting in the streets, package
theft, break-ins--where are the city leaders?
CRIME
WRITTEN RESPONSES- SENIOR ISSUES
"Senior citizen housing and other needs is first priority, and putting the needs of long time SM
seniors before non residents and others because they have no where else to go to call home
and their families and doctors are here Traffic Congestion, especially near Pier-maybe open it to
residents, taxis, Uber’s...only. Reduce population density/no new hotels and no apartments
that don’t serve long time residents and aren’t affordable"
Seniors activities and services
Senior Services
"Services for seniors Services for caregivers of seniors"
Service for Seniors
"senior services active senior inclusion"
Services for Seniors
"services for seniors services for caregivers of seniors"
Help for the elderly
Services for Caregivers of Seniors
"1. Services for Seniors 2. Services for Caregivers of Seniors and Others"
"Senior services Control the homeless Reduce crime"
Services for Seniors
services for seniors is a top priority for me
senior services
service for seniors
8.A.b
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"Senior citizen housing and other needs is first priority, and putting the needs of long time SM
seniors before non residents and others because they have no where else to go to call home
and their families and doctors are here
Senior services
"Senior citizen housing and other needs is first priority, and putting the needs of long time SM
seniors before non residents and others because they have no where else to go to call home
and their families and doctors are here Traffic Congestion, especially near Pier-maybe open it to
residents, taxis, Uber’s...only. Reduce population density/no new hotels and no apartments
that don’t serve long time residents and aren’t affordable"
"Senior services educational, recreational, health issues Your other categories are too vague
and broad in scope"
"Programs and Services for Seniors Controlling development including adhering to existing
codes Infrastructure"
"Services for Seniors. Services for caretakers of Seniors"
Services for Seniors
Programs for seniors
"Services for Seniors Services for Caretakers of Seniors"
"opportunities for Seniors. traffic in downtown Santa Monica crime"
Services for seniors and caregivers
"1st Priority: Services for Seniors and their Caregivers 2nd Priority: Mental Health 3rd Priority:
Adult Learners (to include seniors)"
WRITTEN RESPONSES- MISCELLANEOUS
We need oversight of city to insure employee compensation is market adjusted. Overall staff
and departments need to be audited for efficiency and overlap. Focus should be on residents
and not tourist, homeless and political causes. Endless costly studies of the obvious discredit
the competence of local government. Example if the city was listening to residents it would
have built addition ball fields instead of child care center for most city employees. City
employees should take the bus to work and not have parking since the buses run mostly empty.
The Civic center is obsolete and even the urban land institute said if should be replace.
"Reduced Low Income Housing ...Allow more Market Housing ... and get rid of Rent Control
Board
Reduced Education Fees ... For a city of 90,000, our education fees, bonds, expenses are not
justified!
8.A.b
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Get rid of Blue Bus which is mostly empty and take up too much road. Switch to Uber vans."
"Protect long time tenants..Pease! “Ellis-ed out all the tenants, many longtime
residents!†Is terribly sad to read in articles.
Please support our Rent Control Board including Renters Rights.
Please put a sease to building! More people introduces more crime. Santa Monica is known as
“Home to the Homelessâ€"
Support the aged through food and housing
"Resolve the rodent issue in the parks & gardens
Hold CCSM accountable with social workers on their staff "
Keep Santa Monica resident friendly. Not just cater to tourists and hospitality industry
"More affordable housing
More program for at risk youth "
Government FINANCIAL transparency- let us know where money is going and give us a chance
to vote on priorities and where to spend it."
youth and families
The above are confusing
Internet connectivity and online services.
NOISE REDUCTION EFFORTS. Stated in your most current edition of Seascape [January
2019] reducing pollution (including noise pollution) are but two aspects of mental wellbeing that
can go a long way toward a happier, healthier life.' Which begs the question, because we sure
do NOT see it (or rather hear) it, what IS Santa Monica doing to reduce noise in downtown
Santa Monica? Every SINGLE DAY there are innumerable ambulance and fire runs, all done
with horns and sirens blaring - at ALL hours, even when traffic is at a minimum (i.e. - early
mornings/late nights). Add to that the constancy of honking horns and we residents are
subjected to an incredible degree of noise pollution on a daily basis. We have the unfortunate
circumstance of living in close proximity to the Lincoln corridor and the noise coming from it in
the form of the prior examples and via other sources, too, is a CONSTANT assault on the
senses, and truly and measurably diminishes the quality of life here. We have broached this
subject to the City before, but it, as most likely these comments too, falls on deaf ears. Santa
Monica knows it has issues here and even suggest that pollution including noise is an issue and
yet it implements exactly ZERO measures to discourage for example, the honking of horns at
intersections, the prohibition of extended construction hours for the buildings going up at the
intersections of Lincoln and Colorado... to name a few. Shame on Santa Monica for talking a
big game of caring but doing little to nothing to show for it!
Programs to encourage
"Honesty should be a category under Governance
Fiscal Restraint should be a category under Governance"
8.A.b
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Keep Santa Monica Airport open
"More developed explanations of the ""sub-outcomes""
Create a way to indicate the intensity of the choices (i.e. 1-10 or allow respondents to select the
same selection for more than one priority?)"
IMPLEMENT DISTRICT VOTING
STOP BEING REGIONAL SERVICE PROVIDER "
Food security and support for low income folks.
"It appears that serving me personally and others like me is definitely and purposely outside of
your plans as you push SM more to the socialist line.
SM's political agenda is terrifying. It is no longer our city. It is insane. Semi private parking on
public streets?? Green paint that is already pealing on bike paths?? If bikers by now do not
know where the bike paths are they shouldn't be on bikes. Why are you wasting home owner
tax payers money on such nonsense??
In addition to the above rant, I don't understand why SM needs to identify ethnic groups. If we
are LEGAL citizens, then we are all Americans under one flag."
"stop chemicals from being sprayed in the air - https://youtu.be/L5is16A8pfw
stop fluoride in the drinking water - https://fluoridealert.org/articles/50-reasons
more community gardens and fruit orchards - citrus lined streets"
Within the use of space priorities, I would specifically like to see a permanent ice rink for the
community. Don't want to waste an opportunity to say it!
Help for the elderly
Whomever decided to put the Expo Line at street level should be sued! The Lincoln corridore
between Wilshire and Pico is unpassable at most times of the day. When the new residences
adjacent to the corner of Lincoln and Colorado open it will be absolute gridlock. Congratulations!
"Community connection metric: ""% of residents who report volunteering for a nonprofit or civic
organization"" - this is largely an ableist metric. People of all ages and abilities need purpose
and meaning. Measuring volunteer service as an indicator of community connection does not
paint a complete picture and is only marginally indicative of connection for the few rather than
the many.
Engaged Community metric: ""% of citizen-initiated customer service tickets closed within
department-specific time period"" - again, this is not a metric of community engagement. It's a
metric that shows how quickly your departments are able to end the complaint process. The
I love that a survey is at least being done in my community, but the metrics you describe to
measure outcomes seem like something out of an HR or customer service department. I get
that there are limitations but, from a research design perspective, it doesn't seem that these
8.A.b
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metrics get to the core of what people really need. You'll get a great ""report,"" but this is so
lacking in qualitative data, I think it can only be taken with a grain of salt. "
"Commercial landlords to pay penalties if storefronts vacant over 6 months. Blight.
No cell phone boosters--damage from wireless in lab animals.
Require restaurants to transport recycling to official facilities to discourage picking."
Better Fiber Internet options
"5: improved car parking infrastructure for residents outside of DTSM...i suggest a parking
garage for Montana shopping
4: reduce ambient noise (I suggest clearly marked signs declaring monetary fines for honking
car horns like in parts of NYC)"
reduce support services for homeless
"Airport noise....2nd priority
Congested traffic....1st priority"
"Get homeless people off of the street and quit encouraging them Make the homeless shelters
drug and alcohol free, NO DRUGS
Don't allow bicycles on streets that are just too small/narrow, It's dangerous for
everyone.Enforce the traffic laws for everyone!
Give tickets to people that don't have dogs on leashes if they are suppose to and scooters, etc.
They all go right passed the police"
Supporting our policeman and fire fighters
"Save Santa Monica Airport; retain the physical integrity of its entire runway to serve in
emergencies.
Reduce traffic through logical automotive planning, not wishful thinking that people will drive
less.
Freeze development, prevent building projects beyond existing codes."
"Arrest transients who are breaking the law and put them in jail no matter the length of sentence
Stop catering to, and encouraging, transients from all over the state, county, and country from
coming to Santa Monica by providing less programs and services
Work with the state and county to reopen mental institutions to place the chronically mentally ill
in a safe and healthy facility "
"Property being bought and new owners want to buy tenants out and the owners turn around
and sell the property.
New owner buying property and do major construction with tenants living at home and the
construction is 6 ft from the apt the dust and dirt no notice or updates when bill dozer will be
8.A.b
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coming the loud drilling ..its like being in a war zone tenants living with construction causes
depression. Example: 1417 17th st 90404"
4: reduce ambient noise (I suggest clearly marked signs declaring monetary fines for honking
car horns like in parts of NYC)
Regulating noise -- particularly excessive use of loud sirens by ambulance, police and fire trucks
next time don't make it so difficult to access English in your surveys.
eliminate rent control
4. reduce noise and air pollution (close smoking)
Airport noise....2nd priority
City Pot smoking nuisance laws. The smell is awful.
Publish the plan for the airport to become a park ALONG SIDE a plan to build middle class
housing along the rail line
The Santa Monica Airport should be the city's main priority. The airport is noisy, polluting and
dangerous and not consistent with the city's stance on sustanability. The airport should be
closed immediately.
Parking
also end rent control , and reduce the size and controll of government by at least 80 %
"Keep SM Airport. Keep it jet free. Do NOT get rid of airport. Do not move homeless to airport.
No more parks.
Reduce pass-through commuter traffic during AM and PM peek times. Residents are
LANDLoCKED. "
too many stored vehicles parked in residential areas without ever moving
Changing the new LAX airport routes over our homes every 2 minutes and small planes as well.
This is such an assault. Closing SM airport has resulted in this.
traffic light integration with metro! Stewart and Olympic can take up to 15 minutes of waiting if
you don't catch the light.
"Keeping neighborhoods clean
Improve lighting on dark side streets"
Re-visit decision-making on use of publicly owned land
Parking Options - It takes me 20+ minutes to find a parking space on the 2nd street/Montana
Ave block because of non-permitting, etc.
8.A.b
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Supporting our policeman and fire fighters
"Concern for the needs of residents
Reversal of commercial development
De-emphasize tourism"
"Stop and turn away the motorcycles without mufflers at our city limits!!!!!
Otherwise, I love Santa Monica!!!!!"
"Don't wait until a sale to re-assess housing. 602 Georgina Ave has an assessment of 350k and
is a 4 million dollar house because it has not been sold in many years.
Use property tax gain from reassessment to Lower the Sales Taxes as it effects the poor more
then the rich.
Welcome developers who can build Multi Story skyscaper style property on Ocean Ave (near
jobs) and near the 26th st station, don't shun them."
"Protecting renters
Community serving businesses (i.e. affordably priced, not tourist destinations)
Responsive to residents, transparent, and accountable city government without corruption "
specific to infrastructure; provide safe communication system, replacing existing overhead
power lines (plan to "underground" telephone, electric, cable lines and poles), prioritize
overloaded neighborhood of Ocean Park
"Save Santa Monica Airport; retain the physical integrity of its entire runway to serve in
emergencies.
Reduce traffic through logical automotive planning, not wishful thinking that people will drive
less.
Freeze development, prevent building projects beyond existing codes."
"Arrest transients who are breaking the law and put them in jail no matter the length of sentence
Stop catering to, and encouraging, transients from all over the state, county, and country from
coming to Santa Monica by providing less programs and services
Work with the state and county to reopen mental institutions to place the chronically mentally ill
in a safe and healthy facility "
"Police doing police work not directing traffic at 3rd street promenade.
Hire more police with giving less OT pay.
Restructure building and planning dept to be helpful to the customers that pay for permits. "
"Dealing with the existing and growing homeless population - too many homeless are gathering
in public spaces making it uncomfortable for us longterm residents.
8.A.b
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cracking down on property owners who leave their buildings abandoned and derelict. This
increases rodent population and squatters/trespassers. It also lowers property values."
Lower taxes
"Preserve neighborhoods and historical buildings.
Limit development, especially the tragedy which is the stretch of Lincoln between Olympic and
Broadway.
Bring back affordable family restaurants. "
As a response to global warming, LA is painting streets white. Why isn't Santa Monica doing
this?
"Property being bought and new owners want to buy tenants out and the owners turn around
and sell the property.
New owner buying property and do major construction with tenants living at home and the
construction is 6 ft from the apt the dust and dirt no notice or updates when bill dozer will be
coming the loud drilling ..its like being in a war zone tenants living with construction causes
depression. Example: 1417 17th st 90404"
I am here to find out if Yossi Govrin has been elected to be again as a director of SM Studios.
My priority is NOT having him as a director but elect someone new, fresh, with no so much
power, and someone who takes care of artists and rent low cost studios. This is NOT Govrin!
Thanks
MORE AFFORDABLE PARKING OPTIONS
"Since our town is a tourist destination, that drives up prices for restaurants/services etc., seems
like residents should receive a ""locals discount"" card or something that balances the benefits
that vendors make from the tourists.
More services for children with special needs (0-5). "
Help for the elderly
these titles are stupid. none of them make sense. jeesh.
I would like to see The City take a stronger stand for peace and a nonviolent international policy
by the United States.
Keep Santa Monica Airport open
"Noise reduction in Downtown SM.
City council government corruption
Real estate lobbiests too much influence "
To hire more police officers, prefarably motorcycle cops
"Relax development restrictions
Slow more non-affordable housing"
8.A.b
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Parking ticket fines are not an appropriate amount for the working class
Public libraries are now for the homeless and not a place for regular citizens anymore, which is
very sad.
#3 reduce city spending on frivolus projects like $2M Park bathrooms, civic center early child
center, excessive fees and taxes"
Housing!!!! Need more low income, moderate income, and work force housing!!!
Supporting the arts fairly--i.e., with fair compensation
"Reduce City spending/borrowing
Reduce City pensions/salaries
"Reduce City spending/borrowing
Reduce City pensions/salaries
Infrastructure
"Educate the NIMBYs and provide better communications infrastructure
Infrastructure"
Maintain rent control. Do not let rent control succumb to the pressures of real estate ownership.
Monitor Airbnb and the like as there are many under the City's radar"
Actually listen and move towards santa miinica teaident needs not visitors and non residents or
business"
Pro-resident governance
Public should elect S.M. Mayor. City Council should have "term limits". Curtail use of scooters.
Effectively reduce homelessness.
IMPLEMENT DISTRICT VOTING
STOP BEING REGIONAL SERVICE PROVIDER "
"End the corruption of the municipal government
Reduce City Hall staff by 50%
Improve air quality - traffic congestion is really deteriorating downtown air quality
Reduce noise pollution"
#3 reduce city spending on frivolus projects like $2M Park bathrooms, civic center early child
center, excessive fees and taxes"
School equity
Lower property taxes"
8.A.b
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Allowing residents to feel safe voicing conservative opinions and views that don't fit Santa
Monica's liberal agenda.
Government FINANCIAL transparency- let us know where money is going and give us a chance
to vote on priorities and where to spend it."
Enforce noise laws that's making living on Ocean Ave near Crescent Bay Park unbearable
Decrease the construction of higher and larger buildings throughout the city that increases the
traffic congestion that is already jamming our main streets and that has encroached onto every
neighborhood streets including the alleys throughout the day and night. Putting an end to the
city's practices that aids and abets criminal behavior of the homeless drug addicted population.
Making it easy for business is the second priority
"Reduce payscales for public employees. Police,fireman, city manager, city lawyers make too
much money. A budget of $600 million for a city this size is extravagantly large.
"Making SM more friendly, less onerous to small business
"fair elections, people electing a mayor
The top priority of the city and its government should be to serve its residents. Period. Does
the city government accurately reflect what its residents -- not outsiders and developers -- want?
While all of the above choices sound "nice" and "righteous" on the surface, they completely
miss the point. These categories seem to be just platitudes developed by some outside
consulting service to make the city feel good about its self. What about Over-Development?
What about Traffic? What about city council members who often seem more interested in
espousing either personal or developer predetermined agendas, with very little interest in what
actual residents may want? What about fiscal responsibility, over-staffing and sky-high payrolls,
over-spending, and the huge pension liabilities lurking around the corner? What about the city's
decision to spend millions of dollars fighting a court case over more representative council-
district elections, and then continuing to fight it after losing? Unfortunately this "nice" but
frivolous survey simply mirrors the basic problem with Santa Monica's current government. The
bigger issues that lie beneath the surface of this survey are what really count and should be
addressed with residents.
district election decision, severely reduce governmental regulation of business, which in its
present form just led us to sell an apartment our family had owned for nearly 60 years.
Reduce development
"I would like to see Santa Monica return to making residents a priority instead of tourism. Santa
Monica has lost its soul and is now all flash and glitz to entice tourists while neglecting the
values of those who live here.
"Keep SM Airport. Keep it jet free. Do NOT get rid of airport. Do not move homeless to airport.
"Save Santa Monica Airport; retain the physical integrity of its entire runway to serve in
emergencies.
8.A.b
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Let homeowners develop their property as suits thier puposes. Reasonalbe limits are ok, but
the current cap of 20% top floor is absurd. With elderly people moving into their kids homes and
children staying longer, we need more space including privacy. The anti-development nimbys
have a loud voice but do not represent the majority."
"Please stop allowing developers, like those behind the real estate company ""Industry,"" to
dictate/undermine/provide graft or other incentives to continue turn Santa Monica into what all
long-time residents DO NOT WANT.
"Airport noise....2nd priority
"you need better description of each item. eg what is built enviromonement, what are some
examples of ""infrastructure"" that needs to be addressed. otherwise my list is just a guess and
my not reflect a 'true' priority. my priorites are: 1. reducing crime and having police respond to
/enforce laws 2. reduce traffic and enforce traffic laws 3. stop overdevelopment 4. reduce noise
and air pollution (close smoking) 5. increase parks and green spaces (great park instead of
airport)
Council members representing my district"
you need to include closing the airport as an item, or at least indication under what section it
belongs
No more parks.
*Please note that entries which mentioned individual staff members were redacted from
this list.
8.A.b
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Letters of support from Boards and Commissions:
1. Commission for the Senior Community
2. Commission on the Status of Women
3. Disabilities Commission
4. Landmarks Commission
5. Recreation and Parks Commission
1. COMMISSION FOR THE SENIOR COMMUNITY
8.A.d
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8.A.d
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2. COMMISSION ON THE STATUS OF WOMEN
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8.A.d
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3. DISABILITIES COMMISSION
8.A.d
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4. LANDMARKS COMMISSION
TO: Mayor Davis, Chair Pro Tempore O’Day and Commissioners Himmelrich,
McKeown, Morena and Winterer
FROM: Santa Monica Landmarks Commission
SUBJECT: Commission request for line item budget to meet priorities
Santa Monica residents have been requested to complete a City survey on Community
Priorities to support Council’s efforts to direct budget and other governmental policy,
and Council members have scheduled a retreat to consider the responses and other
data relevant to budget formulation. Similarly, the Landmarks Commission is giving
attention to the priorities it considers significant and the budget allocations required to
support these in carrying out its mission and purpose as set forth in its Chapter 9.56 of
the Municipal Code.
At its last retreat on October 23, 2017 and the monthly meeting on January 14, 2019,
Commissioners listed the following as major priorities, requiring that specific budget
items be identified as available for Commission use in carrying them out:
Provide education and outreach to the public and at all levels of local education
(K-University) on City’s historic preservation and Landmarks program
Clarify and make known the benefits and incentives to apply for Landmark status
and provide information and technical assistance to owners, other residents, and
community organizations who do so
Implement plaque/commemorative inscription/QR identification program
The Commission asks Council to consider authorizing the following budget items to
enable fulfillment of the above priorities.
Printed materials, including but not limited to brochures, other informational
pieces and means of identification
Development of similar materials for online use
Continuing education/professional development for Commissioners, including but
not limited to registration fees, travel and lodging support for relevan t workshops
and conferences
Annual retreat, including funding for an outside facilitator
We wish you a productive retreat and thank you for your consideration of the above.
8.A.d
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5. RECREATION AND PARKS COMMISSION
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SUMMARIES OF STRATEGIC GOALS
Council’s Five Strategic Goals:
Airport
Summary: In 2014, Santa Monica voters overwhelmingly supported
Measure Local Control (“Measure LC”) to prohibit new
development on Airport land, except for parks, public open
spaces, and public recreational facilities without voter
approval and to affirm the City Council’s authority to manage
Airport land. In 2017, the City Council reached a historic
agreement with the Federal Aviation Administration (FAA)
that allows the closure of SMO after December 31, 2028 and
the shortening of the runway to 3,500 feet, eliminating use
by large jets and creating a runway safety area.
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Theory of Change: By aggressively asserting Santa Monica’s rights as owner of
the airport property, forcing the FAA to recognize local
control to mitigate adverse health and safety impacts of
Airport operations and ultimately to convert the airport to
educational, cultural, and recreational park uses.
Framework Outcomes:
Governance; and
Place and Planet
Outcomes:
Bring structures up to acceptable standards (Safe,
sanitary, and decent conditions);
Analyze current revenue structure with long-term
payment obligations;
Bring properties to market rate; and
Manage property delinquencies.
Achievements:
Completion of runway shortening on December 23, 2017;
Progress towards eliminating the excess pavement no
longer used for aircraft operations;
Began the process of assessing buildings’ condition in
order to bring structures up to acceptable standards
(safe, sanitary and decent condition);
Conducted an assessment of existing revenue and
expenses to repay long term payment obligation to the
General Fund;
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All sub-tenancies were eliminated (Santa Monica Art
Studios sub-tenants will be brought over to City’s
Management control on April 1, 2019);
Airport vacancy rate is less than 8%, compared to the
industry standard of 13%;
Developed a policy to process, identify and track property
management leases;
Implemented a policy to process delinquency accounts;
and
Developed a bid to replace the Airport’s property
management software that will simplify tenant payments,
enhance responses to request for maintenance, and
reduce staff’s time handling property management tasks.
Homelessness
Summary: Santa Monica has long been a leader in providing resources,
supportive services, and housing to its most vulnerable
community members. The City supported the development
of sophisticated, collaborative programs to transition
homeless community members from the streets and into
housing. A region-wide shortage of affordable housing
resources and services is resulting in higher incidents of
street homelessness. The City cannot fully address the local
impacts of this issue alone, and as a result expanded our
approach to include enhanced regional partnerships while
continuing to innovate and refine our local response to
homelessness.
Theory of Change: Santa Monica will not accept that homelessness is
inevitable. While the regional homelessness crisis cannot be
“solved” within our borders, our City is determined to invest
additional local resources to consistently engage everyone in
our community who is unhoused, to provide effective
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services, stand with neighboring communities, and take a
leadership role in regional solutions. We will gather and
share timely data to track and analyze both overall progress
and individuals.
Framework Outcomes:
Health; and
Economic Opportunity
Outcomes:
Smart deployment of local resources;
Increase availability of housing and services in other
communities;
Ensure effective, safe, respectful use of libraries through
policy implementation, enforcement, and service delivery;
and
Activate internal and external stakeholders to collectively
address homelessness.
Achievements:
29,827 Citywide contacts with people experiencing
homelessness;
The C3 team has made 159 referrals to services, and 4
permanent housing placements;
Homelessness Multidisciplinary Street Team has placed
37 individuals into some sort of housing;
Police calls for service, field interviews and officer
initiated activity are all down from last year;
Police won a contract to use an ambulance transport to
better aid individuals experiencing homelessness;
Police have used data to target their energy on changing
hotspots throughout the months;
People Concern has had 88 unique drop-in clients, with 2
connections to employment
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Library's pop-up resource fair has had 75 visitors thus
far;
Public Works have reduced the number of incidents
involving city employees to zero in the past couple
months; and
Public Works have made several improvements to public
bathrooms to improve cleanliness and accessibility.
Plan of Action
Learn and Thrive
Summary: Our community believes in providing learning
opportunities at every stage of life to improve the
wellbeing of our residents.
Theory of Change: Successful government promotes the health, safety,
and wellbeing of the people it serves, with cities
uniquely positioned to have a meaningful local and
global impact. Access to opportunities for learning
and growth that begin with our youth that and
continues through all stages of life has been proven to
be a key element in our individual and joint
wellbeing. Santa Monica Cradle to Career (C2C), a
collective impact initiative, is focused on ensuring that
every child in Santa Monica has the ability to succeed
from early childhood through adulthood. The Youth
Wellbeing Report Card revealed findings related to
our youth’s ability to learn and thrive, starting in their
earliest years. As a result, Learn and Thrive focused
on kindergarten readiness. By increasing the number
of children who are on track for kindergarten on day
one, we maximize their opportunity for success
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throughout their academic year career. By building
connections for all Santa Monicans to play a role in
the success of young people and their families, we
will increase our capacity to support our youth in their
educational growth and transition to become
successful adults.
Framework Outcomes:
Community;
Economic Opportunity; and
Learning
Outcomes:
In collaboration with community partners, ensure
all children are on track for kindergarten; and
Create conditions that help ensure all community
members have the ability to thrive.
Achievements:
100% participation in the Early Development
Instrument (EDI), a nationally recognized tool to
assess the readiness of children for kindergarten;
63% of students are on track for all five domains
included in of the instrument, an increase of 3%
over the 2017 rate of 60% of kindergartners on
track in;
135 youth were served across by the Child/Youth
Resource Teams (0-5 years, middle school, and
older youth) in 2017-18 including 38 vulnerable
children and their families who received support
from by the Early Childhood Wellbeing Project;
Construction is underway for of Early Childhood
Lab School (ECLS) at Civic Center, scheduled to
open in Fall of 2020. Enrollment criteria includes a
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minimum of 15% low-income Santa Monica
families;
o 23 families participated in the 2017-2018
Reading 2 Go program with 16 families
completing the program and reported a
number of benefits including but not limited
to:
Exposure to new music and great
books in the library
Expansion of English and Spanish
vocabulary, enjoying books more
Parents apply new/creative ways to
assist their children
Children engaging in imaginative
play
16 Library story times were offered weekly in
2017-2018 reaching 2,989 participants (52%
children; 48% adults). Weekly themes included
Sharing & Caring; Fuel for School; Use your
Words and Early Learning.
Plan of Action
Inclusive and Diverse Community
Summary: Santa Monica is committed to maintaining an
inclusive and diverse community by maintaining and
expanding affordable housing, raising workers’
incomes, and helping Santa Monica residents stay in
their homes as engaged members of the community.
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Theory of Change: Without intervention, market forces, combined with
the impacts of a variety of state laws, have the
potential to transform Santa Monica from an
economically diverse community to a community
where only those with significant financial resources
can afford to live. The strategic goal of maintaining
an inclusive and diverse community focuses on
implementing policies and programs to ensure that
the City of Santa Monica is a place that welcomes all
people and can provide a place for more than just the
wealthy. The goal recognizes that the primary tool for
maintaining economic diversity is the preservation
and production of affordable housing.
Framework Outcomes:
Community;
Economic Opportunity;
Health; and
Place and Planet.
Outcomes:
Promoting economic diversity;
Create more housing opportunities for low and
moderate-income families; and
Providing support for residents in poverty to
addresses their basic needs.
Achievements:
Minimum wage was raised to $15 an hour;
Conducted an initial inventory of City services and
programs for low and moderate income residents,
such as subsidies and discounts on services, has
been completed. Work continues on using this
information to identify potential service gaps as
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well as potential opportunities to create
consistency across program applications and
guidelines; and
Tracking data from the American Community
Survey.
Plan of Action
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1
Vernice Hankins
From:Stephanie Venegas
Sent:Thursday, January 24, 2019 2:09 PM
To:councilmtgitems
Subject:FW: 2019 Planning Commission Priorities
From: Council Mailbox
Sent: Thursday, January 24, 2019 2:08 PM
To: Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Councilmember Kevin McKeown
<Kevin.McKeown@SMGOV.NET>; Sue Himmelrich <Sue.Himmelrich@SMGOV.NET>; Greg Morena
<Greg.Morena@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Ted Winterer
<Ted.Winterer@SMGOV.NET>
Cc: Rick Cole <Rick.Cole@SMGOV.NET>; Katie E. Lichtig <Katie.Lichtig@SMGOV.NET>; Anuj Gupta
<Anuj.Gupta@SMGOV.NET>; Gigi Decavalles <Gigi.Decavalles@SMGOV.NET>; Tim Dodd <Tim.Dodd@SMGOV.NET>;
David Martin <David.Martin@SMGOV.NET>
Subject: FW: 2019 Planning Commission Priorities
Council‐
Please see the below email regarding the budget priorities of the Planning Commission.
Thank you,
Stephanie
From: Mario Fonda‐Bonardi [mailto:mario@fbharchitects.com]
Sent: Thursday, January 24, 2019 1:47 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Cc: Nina Fresco <nina@freddycan.net>; Leslie Lambert <leslielambert92@gmail.com>; Richard McKinnon
<Richard.McKinnon@SMGOV.NET>; Amy Anderson <ananderson27@outlook.com>; Jason Parry
<Jason.Parry@SMGOV.NET>; Shawn Landres <Shawn.Landres@SMGOV.NET>; David Martin
<David.Martin@SMGOV.NET>; Kyle Ferstead <Kyle.Ferstead@SMGOV.NET>
Subject: 2019 Planning Commission Priorities
Dear Council Members
Thanks for setting up a public process to discuss the priorities in the next budget cycle. The Planning
Commission discussed this at our meeting of January 16, and would like to suggest 4 items for funding and
prioritizing that would significantly enhance our City. In no particular order of importance they are:
1. Designate or hire a staff member whose job is to implement the City’s ambitious Vision Zero (no traffic
fatalities). With increased traffic and alternate vehicles such as Bird Scooters the Vision Zero, will be
unrealizable unless someone is actually responsible for moving the needle on this urgent (life and death) issue.
2. Hire a City Preservation Officer. The preservation of the City’s historical fabric is inadequately advanced
with no single person delegated to focus solely on speeding up the designation/non designation process,
monitoring the Mill’s act contract conformance, updating codes, and countless other tasks and decisions that are
not being done in a timely or effective manner.
Item 8-A
01/26/19
1 of 4 Item 8-A
01/26/19
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3. Accelerate the City's’s effort to get the entire City to Net Zero electricity use. While the City has been
ratcheting up our Code requirements and other green ordinances and incentives to approach Net Zero, we have a
long way to go. The sustainability Office and the City decision makers need to push harder to keep the progress
moving with dedicated yearly targets that progress can be measured against.
4. Accelerate the City's’s effort to provide affordable housing. While the City has been ratcheting up our Code
requirements and other affordable housing incentives we have a long way to go particularly for homeless and
middle class residents . While no single silver bullet will solve all our housing affordability issues and the
job/housing imbalance, continuing evolution of our codes and incentives need to happen if we are to make even
a small dent in this intractable problem.
While we are not suggesting hiring more staff lightly, the first two items are probably only achievable with
more staff, unless we are willing to compromise or terminate some existing programs. While all 4 priorities
merit Council support and funding, the last two are continuations of the work that existing staff, Commissions,
and Council are already doing and primarily require more political muscle to increase the pace of progress not
necessarily more staff.
Your favorable review of this request is greatly appreciated. Feel free to call me with any questions.
Mario Fonda-Bonardi AIA Planning Commission Chair
Mario@fbharchitects.com
310-453-1134
Item 8-A
01/26/19
2 of 4 Item 8-A
01/26/19
8.A.f
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Vernice Hankins
From:Council Mailbox
Sent:Thursday, January 24, 2019 2:16 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Sue Himmelrich; Greg
Morena; Ted Winterer; Ana Maria Jara
Cc:councilmtgitems; Rick Cole; Katie E. Lichtig; Anuj Gupta; Andy Agle; Gigi Decavalles; Tim
Dodd
Subject:FW: Letter regarding housing policy from Santa Monica Forward to City Council
Attachments:Document1.docx
Council‐
Please see the below email regarding the Council Retreat.
Thank you,
Stephanie
From: Judy Abdo [mailto:judyabdo@gmail.com]
Sent: Tuesday, January 22, 2019 1:51 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: FW: Letter regarding housing policy from Santa Monica Forward to City Council
To All
We wanted you to have our thinking regarding housing policy before your council retreat. Thanks for all you
are doing.
Judy
---------------------------------------------------------------------------------------------------------------------------------------------------
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January 21,2019
RE: HOUSING FOR ALL
Dear Mayor Davis and Councilmembers:
Santa Monica Forward strongly supports the production of housing, at all affordability levels, as a high priority
Strategic Goal.
Housing Production as a Strategic Goal should be defined to include increasing housing opportunities for
moderate income and workforce families and individuals. The Land Use and Circulation Element (LUCE) defines
Workforce Households as those whose annual incomes fall between 120% and 180% of Area Median Income
(AMI). In Santa Monica, this translates to annual incomes that fall between $83,160 and $124,740 for a family of
four, with adjustments for household size. This would provide housing opportunities for two middle income wage
earners.
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The Land Use and Circulation Element (LUCE) clearly includes the provision of Workforce Housing as Policy
(page 3.3-2) and a Community Benefit (page 3.3-10). The LUCE also suggests several approaches for the
creation of Workforce Housing, including the use of underutilized public and corporate land and creative
partnerships between the City and major employers. SMF also suggests that incentives such as expedited
processing and special zoning allowances be explored.
We do not believe that production of Workforce Housing will negatively affect compliance with Proposition R
since we understand that there is a robust pipeline of 100% affordable housing projects that are in the planning
stage.
Santa Monica Forward also supports the inclusion of Moderate Income Housing Opportunities as an important
component of the City’s Housing Strategic Goal. Currently, the City’s housing programs are directed toward
increasing housing for low income people. Although important, these programs do not meet the housing needs
of moderate income people, who for a four-person household, have annual incomes between 80% of AMI
($55,440) and 120% of AMI ($83,160).
There are many reasons for our recommendations including:
Preserving the economic diversity of Santa Monica. This diversity has always been valued in our
community and, we fear, it is in danger of disappearing.
Providing affordable housing for middle income families and individuals will benefit people such as
SMMUSD teachers, local hospital workers, first responders, SMC and other public employees and others
who work here but cannot afford to live here.
Improving the quality of life for people who work in Santa Monica by reducing their commute time, thereby
benefiting the whole community by reducing rush hour traffic congestion. The positive environmental
effects are clear.
Providing affordable housing opportunities for our adult children.
In conclusion, SMF is concerned that the City is facing an “economic barbell” in housing opportunities. Although
SMF does not believe that enough housing is being produced in the city, the housing that is being developed is
only available to the lowest and the highest ends of the income spectrum. Households in the middle are either
ineligible for low income housing or being priced out of the market. Addressing the housing needs of moderate
income people and those considered Workforce is a challenge, but we have confidence that the City can find
ways to meet it.
Thank you for the opportunity to comment on the City’s goal-setting for 2019.
Sincerely,
Judy Abdo, Co-Chair
Santa Monica Forward Steering Committee
Juan Matute, Co-Chair
Santa Monica Forward Steering Committee
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City Council
Report
City Council Meeting: March 5, 2019
Agenda Item: 4.A
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To: Mayor and City Council
From: Karen Ginsberg, Director, Community & Cultural Services
Subject: Strategies to address Park and Beach Safety, Public Health, Maintenance,
and Activation
Recommended Action
Staff recommends that the City Council review and comment on strategies to address
issues related to safety, public health, maintenance, and activation of parks and the
beach, and direct staff to develop one-time or ongoing activities and funding requests
within the City’s FY2019-21 Biennial Operating Budget or FY2019-20 Exception-Based
Capital Improvement Program Budget processes, with future funding dependent on
available resources and Council approval.
Executive Summary
The City of Santa Monica is committed to developing and maintaining public space s that
are welcoming, safe, and accessible to all. City staff is aware of increasing community
concerns about safety in our local parks and the beach, and Council asked staff to
further engage the public on the topic, which was done during a public hearin g at the
January 17, 2019 Recreation and Parks Commission meeting.
Santa Monica is home to a rich and diverse network of public spaces, including parks,
the beach, the Pier, and the Third Street Promenade. These community assets make
Santa Monica unique and an international tourist destination. Parks enhance the City’s
neighborhoods, serve as focal points, foster civic pride and identity, and offer access to
sports, recreation, entertainment, and social connection. The Santa Monica State Beach
is an iconic destination and rich natural resource, with 18 million visitors per year.
Public spaces must be accessible to everyone, and while the City cannot regulate who
can use public spaces, the City can and does place reasonable limitations on allowable
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behavior in public spaces. Where drug use and criminal activity enter our public spaces,
the City will continue to respond to ensure protection of our community space.
Safety has at least two dimensions – the documented level of criminal, dangerous or
anti-social behavior in our parks and at the beach -- and the perception of safety among
park and beach users. Both are critical to addressing to ensure our public spaces are
safe and welcoming for everyone.
The management of public spaces also benefits from community involvement. Active
community-based use of parks helps reinforce the social fabric of neighborhoods and
models appropriate use of spaces, which in turn deters criminal behavior. There are
opportunities for elected and appointed leaders, community m embers, staff, County
partners, service providers, charitable organizations, and others to collaborate and
make visible and positive investments towards that end.
This report provides an overview of the work underway to address the safety, public
health, maintenance and activation of the City’s parks and beachfront , and beach- and
park-specific metrics. Some proposed strategies require new one-time or new ongoing
funding which staff are developing for consideration within the FY2019-21 Biennial
Operating Budget and FY 2019-20 Exception-Based Capital Budget processes.
Background
Following well-publicized incidents at Reed Park and Tongva Park and in light of
concerns raised by residents, the Recreation and Parks Commission discussed park
safety strategies in October 2018, made recommendations to Council which were heard
in November 2018, and held a public hearing in January 2019.
Meeting Date Description
October 11, 2018
Letter to Council
(attachment A)
The Recreation and Parks Commission finds that “the safety
situation in the parks and at the beach has reached a crisis point
and that further action cannot be delayed” and recommended a
series of actions related to: park closure, camping, beach closure,
cameras and lighting, food distribution, and public safety
personnel and presence.
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November 13, 2018 Council considers the Commission’s letter and public testimony,
requests that the Commission further engage the public and
directs staff to prepare for a future Council study session.
January 17, 2019
Letter to Council
(attachment B)
The Recreation and Parks Commission holds a public hearing
about park and beach safety and makes recommendations for
consideration by the Council regarding: public safety personnel
and infrastructure; the possibility of a beach curfew; park
programming; day beds; prohibiting access to parks; and
nuisance abatement.
Discussion
This agenda item details ongoing and proposed park and beach safety strategies. Staff
believes that safety, a Council-adopted Framework Priority, in public spaces can be
enhanced through activation, improvements to infrastructure, ongoing maintenance,
monitoring, reporting and enforcement, as well as access to services and amenities.
One dimension of both the reality and perception of safety in our parks and beach is the
increasing local impact of the regional homeless crisis, particularly the increased
presence and visibility of those with mental illness, drug and alcohol addictions and non-
violent criminal records among those living on our streets. It should be stressed that
homelessness is not a crime and that those experiencing homelessness are often
victims of crime, including in parks and at the beach. However, the visibility of criminal
or anti-social behavior by some who are living on the streets often stigmatizes the entire
population of those experiencing homelessness and erroneously equates
homelessness and criminal behavior.
The City has a long-standing commitment to addressing homelessness locally as well
as regionally. Council recently identified Reducing Homelessness among its Framework
Priorities. An interdepartmental team will present a comprehensive Reducing
Homelessness Plan of Action to Council on April 30. While people experiencing
homelessness often spend time in parks and at the beach, this is not a report about
homelessness. The strategies presented in this report further the City’s vision of
welcoming, safe, and accessible public spaces for all.
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Public Safety Resources and Deployment, Enforcement of Rules and Laws Includ ing
Nuisance Abatement, Park Closure, Camping
Local Law
The City dedicates considerable resources to crafting local laws that follow judicial
guidance, protect spaces for use by all, and facilitate enforcement. For example, the
Santa Monica Municipal Code imposes restrictions on the time, place, and manner of
solicitations and peddling; prohibits camping in public spaces including the City’s public
parks, beaches, the Pier, streets, alleys, public parking lots, landscaped areas, the right -
of-way, and property owned by the School District, College, or other governmental
agencies; and prohibits sitting or lying in downtown and Main Street doorways at night.
The Community and Cultural Services Department Director has the authority, according
to Municipal Code section 4.55.400, to promulgate rules to regulate parks, beaches,
park facilities, beach facilities, and other sites. There are rules related to the use of
Santa Monica’s parks and public restrooms; these rules are visibly posted and prohibit
behaviors such as smoking, camping, consuming alcohol and drugs, obstructing
walkways, and being present after closure. Staff works with the City Attorney’s Office to
ensure that all rules are legal and enforceable.
The City Attorney’s Office and Police Department have full authority to enforce laws
when crimes are committed and do so. For example, the City Attorney’s Office, Santa
Monica Police Department, and Code Enforcement Division recently worked together to
charge a local business, the McDonald’s at 1540 2nd Street, for maintaining a public
nuisance. The case resulted in a stipulated judgement under which McDonald’s will
cease 24-hour operations. Staff will continue to enforce state and local laws that protect
public health, safety, and welfare and use nuisance abatement tools to protect public
spaces.
Enforcement
Park and beach rules are enforced by sworn and non-sworn members of the Santa
Monica Police Department, who pair proactive enforcement and engagement strategies
with coordination of services.
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The Public Services Officers (PSO) Unit (“Park Ranger” and similar classifications were
converted to Public Services Officers in 2014) consists of 29 non-sworn officers; 24 are
specifically responsible for patrolling the parks and downtown areas and have been
deployed full-time, in four-hour rotations, to five specific parks for the last six months:
Palisades, Tongva, Reed, Memorial, and Virginia Avenue. Five additional PSOs
assigned to the Airport are rotated through the downtown and parks as needed. Park
patrols occur from 6:00 a.m. to 11:00 p.m. seven days per week. Monday through
Thursday, two PSOs begin their shift at 4:00 a.m. to address livability issues in the
parks, primarily violations of park closure hours and camping. This pair of PSOs works
closely with SMPD’s Homeless Liaison Program (HLP) Team, outreach provider West
Coast Care, and the Police Department’s contracted mental health clinicians. On
average, the PSOs respond to approximately 350 dispatched radio calls per month, and
self-initiate approximately 750 calls for service. PSOs have the ability to issue
Administrative Citations for violations of the code that are regulatory/permit based, such
as performer violations and issues with physical trainer permits, but the main benefit of
the PSOs is the consistent monitoring of the City’s open spaces and the training and
experience to enlist the services of other Police Department and City resources when
needed.
The HLP Team is comprised of eight sworn police officers, a sergeant and a Los
Angeles County Department of Mental Health (DMH) Clinician dedicated to
engagement, education, outreach and enforcement in the community, all related to the
effects of homelessness. The majority of this work is directly with those experiencing
homelessness; however, as the population has grown, and awareness has increased, a
larger and larger portion of the HLP Team’s time is also spent dealing with conflicts that
arise between the housed and homeless. Dealing with the quality of life issues endemic
to having a large population of people living outside is complicated, particularly because
homelessness itself is not a crime, and all people have equal rights to use and enjoy
parks, beaches, and other public spaces. HLP officers must balance those rights with
fair and effective enforcement. Members of the HLP Team patrol seven days per week,
primarily focusing their efforts on the downtown area, Main Street, the beach, and all
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City parks to advise and cite individuals who violate City of Santa Monica municipal
codes related to tents, camping, open flame, etc. HLP officers also respond to calls for
service from the community and provide support to Public Services Officers when they
are contacting individuals for quality of life violations such as smoking, drinking i n public,
and camping. Having a dedicated DMH Clinician facilitates evaluations for mental
health issues and assists with funneling homeless individuals to the social services they
need and for which they are eligible. In addition, the DMH Clinician can c ommunicate
directly with case workers assigned to clients living on Santa Monica’s streets. This
highly effective conduit for communication and support has been extremely successful
in connecting and reconnecting some extremely vulnerable homeless individu als with
the support they require.
The HLP Team also works with West Coast Care (WCC), a group that provides
outreach on the beach and in Tongva and Palisades Parks, offering referrals to shelter
and other resources, emergency clothing, bus tokens and o ther support, including the
WCC’s primary focus of reconnecting those experiencing homelessness with family.
WCC makes contact with family members, obtains a commitment from them to provide
housing for their kin, and then uses funds from the City’s Projec t Homecoming budget to
purchase plane, train, or bus fare. WCC also provides regular follow-up with those who
are sent home to ensure they are still housed at three and six months.
In April 2019, the Santa Monica Police Department will conduct a four -division
reorganization. Teams that work on similar problems and projects will align under
common supervision and management to best deliver resources. The HLP Team and
park PSOs will be placed under the command of a Police Lieutenant.
Crime Data
Crime data shows Santa Monica’s parks and beaches do not harbor a greater degree of
criminal activity than other locations in the City. Citywide reported crime increased 8.8%
in 2018, the third year of increase in a row. The majority of the reported crimes were
non-violent property crimes and the majority of arrests were for misdemeanors.
Similarly, the vast majority of reported crimes committed in Santa Monica’s parks and at
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the beach are low-level public order crimes such as drinking or smoking in public and
public camping.
The Police Department uses timely incident statistics to deploy officers to trouble spots.
Last year, most of the calls for service in parks and a majority of calls for the beach
were initiated by PSOs and police officers rather than the public. This demonstrates that
SMPD are present in these areas and are initiating contacts with individuals who are
violating rules and laws.
Department-wide statistics
(October 1, 2017-September 30, 2018)
Total Calls
for Service
(CFS)
CFS- Self-
initiated
Advisals (H)
Citations (H)
Arrests (H)
Downtown
(Grid)
29649 12261
(41%)
3634 1036 489
Tongva Park 1359 1068
(78%)
232 147 27
Reed Park 2149 1838
(85%)
389 110 20
Memorial Park 874 785
(92%)
105 11 1
Douglas Park 493 402
(81%)
45 3 3
Palisades Park
1400-1500 BLK
1906 1442
(76%)
428 163 43
North Beach 1591 835
(52%)
97 22 12
South Beach 2013 1280
(64%)
341 82 29
Pier/OFW 3596 2091
(58%)
303 36 29
Field-Based Services
In late October 2018, SMPD officers and local service providers created a one-day pop-
up outreach event in Reed Park to increase visible police presence and provide field -
based services. In the past six months, SMPD has conducted special directed
operations in Tongva Park and Reed Park to address concerns including drug sales and
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other antisocial behaviors. In addition, Neighborhood Resource Officers and the HLP
Team, in coordination with social service providers, have stationed the department’s
Mobile Command Post, nicknamed “Optimus Crime”, in Reed Park and the
southernmost end of Palisades Park multiple times this past year. Additionally, the
SMPD Mounted Patrol Unit is often in Palisades Park, Tongva Park, and Reed Park
during the weekends, providing a highly visible police presence in some of the City’s
busiest open spaces.
Reporting
If people see criminal activity while in parks, they are encouraged to report it to the non -
emergency police dispatch line. New “See something say something” signage has been
posted in Reed and Memorial Parks. Additionally, incidents, concerns, and requests for
maintenance and social services should be reported through SM Works, the City’s
virtual City Hall, https://www.smgov.net/santamonicaworks.aspx
Hospitality and Maintenance Services
Downtown Santa Monica, Inc. (DTSM) launched the Ambassador program in 2009 to
offer hospitality, maintenance, and restroom attendant services to downtown property
owners. In 2016, the City entered into an agreement with DTSM for Ambassador
services in Tongva and Palisades Parks with the goal of improving the parks’
cleanliness and safety and the public’s perception of the parks. Hospitality and restroom
ambassadors help maintain a welcoming environment by engaging visitors; offering
directions, recommendations, escorts and other customer service assistance; providing
visual and audio observation to public space management; light cleaning and restocking
restrooms; and providing minor maintenance assistance when needed. Ambassadors
also work closely with SMPD, monitoring for anti-social and illegal behavior, and making
contact with homeless individuals. The program has been well-received and has had a
positive impact on visitors’ perception of safety and cleanliness of the parks, particularly
in and near the public restrooms. In response to the program’s success, in 2018
Council authorized a multi-year agreement to extend ambassador services for Tongva
and Palisades Parks, including increased services at Palisades Park. Staff is evaluating
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costs and models for hospitality services at Reed Park and attendants for restrooms
adjacent to the south side of the Pier. Neither are currently funded.
At the request of and in partnership with Pier tenants, the City is exploring the idea of
forming a business improvement district (BID) of Pier and adjacent Ocean Front Walk
businesses. The City may also participate in the BID with the inclusion of the adjacent
City parking lots and beach areas around the Pier by implementing a parking rate
increase to generate funding to pay for the City’s portion of hospitality ambassador
services for the area.
In 2018 soap dispensers containing a combination hand/body wash were installed in all
beach and park restrooms citywide and a steam cleaning pilot program was initiated at
the beach restrooms as a response to the Hepatitis A outbreak in the Los Angeles
region. The pilot program to steam clean beach restrooms is currently funded through
FY2018-19 and work is performed nightly. This service ensures the restrooms are
sanitized, stocked, and ready for use each morning at the 6:00 a.m. opening. As part of
the biennial budget process, staff will recommend reprogramming existing funding to
allow for this work to continue, thus establishing steam cleaning of beach restrooms as
regular and ongoing maintenance.
Landscaping, Lighting, Facility Improvements and Cameras
Staff continually assesses the condition of Santa Monica’s parks, adjusts landscape
palettes and maintenance schedules, changes light fixtures and lighting levels, and
makes capital and safety improvements as needed, such as the following projects that
are currently in progress or have been completed:
Renovations to Reed Park buildings, pathways, playgrounds, and lighting
Replacement of Palisades Park petanque courts with native, drought-tolerant
plants
Conversion of light fixtures at four parks, including Reed and Palisades Parks, to
LED lights for increased safety and visibility
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Assessment and improvements to light levels and lighting infrastructure in
Tongva Park, currently an unfunded effort.
Reconstruction of Clover Park restrooms
Improvements to restrooms in Reed, Memorial, and Gandara Parks to enhance
safety and visibility
Determining feasibility and cost to install cameras in parks, currently an unfunded
effort.
Sharps Containers and Harm Reduction Substance Use Outreach
Santa Monica State Beach has 11 public restrooms that are open year-round from 6:00
a.m. to 8:00 p.m. Four sharps boxes for hypodermic needle disposal were installed in
October 2018 adjacent to the wash sinks at the 1600 and 1700 Ocean Front Walk
beach restrooms as a pilot. These sharps boxes are checked weekly and are available
24-hours a day. It is estimated that over 200 needles have been collected to date and
the use has been consistent and similar at both restrooms. Staff will evaluate an
expansion of this program. In addition, staff from Venice Family Clinic’s Common
Ground program is joining the City-funded Santa Monica C3 multi-disciplinary street
team in Palisades and Tongva Parks part-time to engage high-risk drug users.
Following best-practices in harm reduction, Common Ground staff are providing
information on the program’s incentives for safe syringe exchange, counseling and
treatment options.
Beach Access and Usage
Santa Monica State Beach is currently open 24 hours day, seven days per week,
although beach parking lots and restrooms are closed at night. Beach parking lots are
open from 6:00 am to 6:00 p.m. from November 1 through March 31, and from 6:00 am
to 8:00 p.m. from April 1 through October 31, with the exception of Lot 1N north of the
Pier, which is open until 2:00 a.m.
Santa Monica has never had a beach curfew. The Santa Monica State Beach exists in
the multi-regulatory environment of the City of Santa Monica, the Stat e Parks
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Department, and the California Coastal Commission. The Coastal Commission
disfavors restrictions on beach access and, for example, authorizes beach curfews only
in accordance with a June 1994 Beach Curfew Guidance document that requires
presentation of credible evidence demonstrating the existence of a public safety
problem warranting the imposition of a beach curfew and careful consideration of
alternatives.
Engagement
Reiterating that homelessness is not a crime, the City recognizes that some of the
visible criminal or anti-social behavior in parks is committed by people living on our
streets. Reducing and preventing homelessness is congruent with making our parks
and beach safer for all.
Using one-time funds in 2015 and again in 2017, the City expanded capacity to engage
homeless people on the streets and in public spaces through the creation of two new
field-based treatment teams operated by The People Concern.
The Homeless Multi-disciplinary Street Team (HMST) is comprised of a clinician,
physician assistant, addiction specialist, case manager, medical doctor, and person with
lived experience and is focused on the highest 25 users of City police and fire services.
Since its launch in 2016, HMST has engaged 29 high users, 25 of whom have been
placed in interim housing, and 11 have been permanently housed. Once an individual is
housed, the team continues to offer support. New people are added to the list as
possible. HMST is jointly funded by the City and LA County Supervisorial District 3
through June 2019.
Furthermore, through a partnership with LA County Department of Health Services, the
City launched the Santa Monica County, City, Community (C3) multi-disciplinary team in
March 2018. Santa Monica C3 uses a similar staffing structure to focus engagement on
unsheltered homeless individuals in the downtown area, Tongva Park, and Reed Park.
The Santa Monica C3 team has engaged over 1000 unique individuals, connected 16 to
interim housing, 43 to medical services, 31 to mental health treatmen t and 4 have been
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placed in permanent housing. While every person contacted is offered services, the low
service utilization can be attributed to the fact that over 75% of the individuals contacted
are only seen once or twice, providing limited ability to follow-up.
In response to concerns centered around Reed and Tongva Parks, the City is working
with the Santa Monica C3 team and SMPD’s HLP Team to establish a mini Service
Registry that identifies, by name, individuals experiencing homelessness who are
regularly found in those two places. City staff will use the list to cross -check service
participation and first-responder contacts and work with Santa Monica C3 to develop
care plans for park regulars that may include connection to county services, linkage s to
Homeless Community Court, or reconnecting to friends and family through the City’s
Project Homecoming program.
In addition to these locally-funded treatment teams, City staff regularly coordinate the
presence and participation of regional county-funded outreach teams. There are
currently three additional multi-disciplinary teams, partially funded through Measure H,
operating in Service Planning Area 5 (the Westside) through St. Joseph Center that
provide proactive engagement and respond to outreach requests in areas of Santa
Monica not covered by the Santa Monica C3 team. City staff have worked to specifically
fold these county teams into coordinated outreach on the beach, alongside SMPD and
West Coast Care.
Funding for the HMST and Santa Monica C3 teams will expire on June 30, 2019;
ongoing local funding is not yet secured.
Food Distribution
Beginning with the adoption of “The Santa Monica Task Force on Homelessness: A Call
to Action” in 1991, City policy has promoted linking food services with supportive
services by encouraging that food be provided at an indoor location. Local legislation
adopted in 2002 requires people who distribute free meals and other food to the public
in City parks or on the lawn of City Hall to comply with all State and local laws and
standards regulating food service and distribution, including obtaining and displaying a
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valid permit from the Los Angeles County Department of Health, and obtaining a City
event permit for gatherings of greater than 150 people on public property.
A number of outdoor meal services relocated to the Access Center more than a decade
ago. In September 2018, Council discretionary funds were allocated for capital
improvements to the Salvation Army’s 4th Street site, which allowed Food Not Bombs, a
long-standing outdoor meal provider, to move its vegan meal service from the Third
Street Promenade indoors. A staff member from The Salvation Army and a
representative from West Coast Care are available during the meals to meet with
participants. Earlier this year the Westside Vineyard Church said publicly that its
congregants will stop providing Sunday lunches in Reed Park.
Yet, meals are still distributed in parks. Visual counts are conducted to determine
compliance with the City’s events permit law. AB 2178, which took effect as State law
on January 1, 2019, requires organizations that want to charitably feed the public to
register as limited service charitable feeding operations and pay a fee. Such operations
may give away whole, uncut produce and prepackaged, shelf-stable food, like granola
bars. They can also heat, portion, or assemble small amounts of commercially prepared
food, as well as store or distribute frozen foods. The County of Los Angeles’s Public
Health Department, Environmental Health Division will place information online
regarding limited service charitable feeding operators and manage the permit
registration process. To deal with other types of environmental health investigations, the
County added more investigators, but they are not assigned to charitable feeding
violations. There are 13 dedicated inspectors who cover a wide array of environmental
health issues throughout the County. As such, complaint-based investigations will be
conducted by the Los Angeles County Department of Public Health.
Park Activation
An activated park is a more welcoming park, which is why the City has created
incentives for commercial fitness trainers, initiated new events, and welcomes the
community’s involvement in other ways to activate Reed Park.
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A month of Meet Me at Reed programming began in July 2017. The series of free
outdoor cultural programming expanded to eight performances between April and
September 2018 paired with staff-led family friendly activities and games on the lawn.
The park was activated from approximately 3:00 – 7:30 p.m. with people playing games,
picnicking, dancing, and enjoying the performances. Attendance fluctuated between 200
and 500 people per week. Additionally, staff has programmed the Reed Park lawn with
paid and free community classes, partnered with the Santa Monica Police Department
to present movies in the park, piloted Food Truck Tuesdays @ Reed Park, and recently
made a connection with residents who have ideas for community-driven art and
beautification projects. A Meet Me at Reed 2019 program with a weekly series of family-
friendly programming on Saturday afternoons was developed for the month of January,
however inclement weather led to the cancellation of the series. Staff is working to
reschedule it to later this year. Additional outdoor cultural programming, partner events,
and more will continue to occur at Reed Park throughout the year.
Although City staff began producing Meet Me at Reed in 2017, broadened it in 2018,
and added even more events for 2019, staff lacks the capacity to further expand the
series or add more programming to other parks. Community members are encouraged
to take ownership of their neighborhood open spaces and organize programming and
activations.
Education
The City has secured a grant from the Los Angeles County Homeless Initiative to
develop an online training curriculum to build understanding and awareness among the
general public and employees on how to engage with persons experiencing
homelessness and how to connect them to the regional homelessness services delivery
system. The project is in production with an anticipated release of the first few modules
in spring 2019. This curriculum will be made available to neighboring cities that
compose the Westside Cities Council of Governments (WCCOG). Staff encourages the
community to complete the training and use the information learned to positively engage
with people experiencing homelessness.
15 of 17
Measuring Effectiveness
The following park- and beach-specific data points will measure the eff ectiveness of
City-led and community-organized strategies to develop and maintain public spaces that
are welcoming, safe, and accessible to all. Data will be reviewed on an ongoing basis.
Strategy Metric
Public Safety
Deployment
# of PSOs deployed full-time in parks
# of PSO responses to dispatched radio calls
# of PSO self-initiated calls for service
Field-Based Services # of outreach events in parks
Hospitality Services
(Ambassadors)
# of park rule violations (Tongva Park)
# of park rule violations (Palisades Park)
Engagement
# of people on the Tongva Park Service Registry
# connected to County Services
# linked to Homeless Community Court
# reunited with family or friends through Project Homecoming
# of people on the Reed Park Service Registry
# connected to County Services
# linked to Homeless Community Court
# reunited with family or friends through Project Homecoming
Park Activation
# of Meet Me @ Reed events
# of participants in Meet Me @ Reed events
# of community-organized park activations
Facility Improvements # of park capital improvement projects completed
Beach # of needles collected in beach restrooms
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Commission Action
On January 17, 2019 the Recreation and Parks Commission held a public hearing to
engage the public on the topic of park and beach safety per the request of the Council.
Following the public testimony, the Commission adopted a number of recommendations
for consideration by the Council as further described below and detailed in attachment
B.
The Commission suggested that the Council consider providing staff with direction in
support of:
a pilot program to station sworn officers at Reed Park around-the-clock for 90
days and report on the results
more police in parks
restrictions on park usage by those convicted of parks-based crimes
a nuisance abatement strategy for the 7-Eleven on Wilshire Blvd. near Reed
Park
the possibility of a beach curfew
the creation of a location for a shelter where people can sleep during the day, or
“day beds”
The Commission also identified the following priorities for the City’s upcoming operating
and capital budget proposals:
ongoing local funding to sustain the HMST and Santa Monica C3 outreach and
treatment teams
ongoing funding for hospitality services at Reed Park and attendants for
restrooms adjacent to the south side of the Pier
ongoing funding for park programming
one-time funding for lighting improvements in Tongva Park, park-based
surveillance cameras, and emergency phones (blue phones)
Financial Impacts and Budget Actions
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There is no immediate financial impact or budget action necessary as a result of
recommended action. Staff will return to Council if specific budget actions are required
in the future. Any new one-time or ongoing funding requests will be included in the
FY2019-21 Biennial Operating Budget or the FY2019-20 Exception-Based Capital
Improvement Program Budget.
Prepared By: Danielle Noble, Assistant Director
Approved
Forwarded to Council
Attachments:
A. Attachment A - RPC Park Safety 10 16 18
B. Attachment B - RPC Park & Beach Safety Recommendations 1 19
C. Attachment C - Summary of Park and Beach Safety Strategies
D. Written Comments
E. PowerPoint Presentation
City Council
Report
City Council Meeting: August 8, 2017
Agenda Item: 3.J
1 of 8
To: Mayor and City Council
From: Karen Ginsberg, Director, Community & Cultural Services
Subject: Modification of Homeless Multidisciplinary Street Team Contract
Recommended Action
Staff recommends that the City Council:
1. Authorize the City Manager to accept a grant award in the amount of $300,000
from Los Angeles County Board of Supervisors District 3 for the operation of the
Homeless Multidisciplinary Street Team (HMST), and to accept all grant
renewals.
2. Authorize the City Manager to execute all necessary documents to accept the
grant and all grant renewals.
3. Authorize the budget changes as outlined in the Financial Impacts & Budget
Actions section of this report.
4. Authorize the City Manager to execute a second modification to agreement
#10291 (CCS) in the amount of $1.05 million with Ocean Park Community Center
(OPCC), a California-based company, for the operation of the Homeless
Multidisciplinary Street Team. This will result in a 3 year amended agreement
with a new total amount not to exceed $1.65 million, with future year funding
contingent upon Council budget approval.
5. Authorize the City Manager to negotiate and execute a Software Licensing and
Professional Services Agreement with Akido Labs, a California based company,
for the development of data governance polices, user licenses, creation and
maintenance of data sharing platform for first responders. The recommended
award is made as an exception to the competitive bidding process pursuant to
Section 2.24.080 (d) and is for a term of four years with one three-year option to
renew for a total amount not to exceed $85,000 with future year funding
contingent on Council budget approval.
6. Authorize the City Manager to enter into a Memorandum of Understanding with
the University of Southern California (USC) and the Milken Institute to pursue
solutions to homelessness.
7. Authorize the City Manager to negotiate and execute a Professional Services
Agreement with RAND Corporation, a California-based company, for an
assessment of the HMST at no cost.
Executive Summary
2 of 8
The Homeless Multidisciplinary Street Team (HMST) began operating in September
2016 as a jumpstart project in association with the Taking a Leadership Role in
Regional Homelessness Council-adopted strategic goal. HMST is staffed by a highly
skilled team of mental health, medical, and substance abuse professionals, and a peer
specialist. The team provides medical and behavioral health interventions on the
streets, in parks, jails and hospitals to the highest utilizers of City emergency services
(police, fire, hospitals). The RAND Corporation has offered to review HMST and City
data to assess the efficacy of providing intensive, clinical services in the field and the
cost effectiveness of this intervention. In addition, the City has been approached by the
University of Southern California’s (USC) partners, Akido Labs and the Milken Institute,
to develop a custom data sharing platform that would allow first responders to have
access to information about homeless individuals who are high users of emergency
services in order to facilitate safe and effective interventions in the field.
HMST received City jump start funds of $600,000 that will be expended through August
2017. An additional $150,000 has been identified in the FY 2017-18 budget to extend
the team through December 2017, with an additional $300,000 budgeted for FY 2018 -
19. Los Angeles County Supervisor Sheila Kuehl has committed $300,000 in FY 2017-
18 discretionary funds and will consider another grant of the same amount for FY2018-
19. Staff recommends accepting the Supervisor’s discretionary funds and modifying the
City’s agreement with OPCC for a total amount not to exceed $1.65 million through
June 30, 2019 to deliver street-based medical and behavioral health care which would
enable the program to continue uninterrupted funded by County, City and possibly other
dollars. In addition, staff recommends entering into an agreement with Akido Labs to
create a data sharing platform for first responders as well as a Memorandum of
Understanding with the Milken Institute and USC’s Keck School of Medicine to
memorialize the new partnership, and an agreement with RAND Corporation to
complete an assessment of the HMST model.
Background
On August 23, 2015 (Attachment A), the City Council convened a special Council
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meeting and identified the City’s five top priority Strategic Goals including taking a
leadership role in regional efforts to address homelessness.
On October 27, 2015 (Attachment B), staff recommended appropr iating $5.1 million of
one-time General Fund savings for projects that will produce measurable results in
support of Council’s Strategic Goals. Council approved a one-time allocation of
$600,000 to implement a Homeless Multidisciplinary Street Team (HMST). This team
builds upon the successful assertive case management model utilized by the Chronic
Homeless Project (CHP) and the comprehensive medical and behavioral health
approach used by the Integrated Mobile Health Team (IMHT) to address the changing
characteristics of the homeless community in the City.
On February 12, 2016, the City issued a Request for Proposals (RFP) for a Homeless
Multidisciplinary Street Team. The RFP was posted on the City’s online bidding system
in accordance with the City Charter and Municipal Code provisions. One proposal, from
the non-profit agency OPCC, was received and reviewed by staff from the Human
Services Division (HSD), the Police Department, the Fire Department, and the Library.
Reviewers found that OPCC has extensive experience providing integrated field-based
homeless services through their IMHT program, Multidisciplinary Integrated Team
(MIT), and the Department of Health Services C3 initiative in Skid Row and
recommended that they be selected for these reasons.
On April 26, 2016 (Attachment C), City Council authorized the City Manager to
negotiate and execute an agreement with OPCC to develop and operate HMST in an
amount not to exceed $600,000 for a one-year period. Contract # 10291 (CCS) was
executed on June 14, 2016 and fully staffed and operational in September 2016. The
initial contract amount will fund the program through August 2017. On June 7, 2017,
the First Modification to Grant Agreement 10291 (CCS) was executed between the City
of Santa Monica and OPCC to extend the HMST contract through December 31, 2017.
An additional $150,000 in strategic initiative contingency funding has been identified in
the FY 2017-18 budget to sustain the program through the end of the modified contract
term.
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In June 2017, Los Angeles County Supervisor Sheila Kuehl agreed to provide $300,000
in discretionary funds to sustain the program through June 2018. During budget
adoption on June 27, 2017, Council allocated an additional $300,000 of FY 2018-19
City of Santa Monica funds to operate HMST through December 2018 (Attachment D).
Supervisor Kuehl’s office will consider an additional $300,000 grant for FY 2018-19
operations to sustain the program through June 2019. This extension would result in a
strong, multi-year data set upon which to evaluate the effectiveness of this intervention.
The recommended second modification to the City’s agreement with OPCC would
increase the total dollar amount to $1.65million of City and County funds and extend the
term until June 2019. OPCC is in compliance with the Oaks Initiative (Attachment E).
Discussion
Prior to the launch of the HMST, the 25 homeless individuals on the initial cohort had
been treated by SMFD paramedics more than 200 times, transported to local hospitals
more than 100 times, and issued nearly 700 citations by SMPD. The 18 individuals
engaged by the HMST thus far represent a cumulative 195 years of street
homelessness. To date, seventeen clients have been taken off the streets since
engaging with the HMST, resulting in significantly decreased utilization of costly
emergency services by this group.
One HMST client had been chronically homeless in Santa Monica with numerous
arrests and hospitalizations related to public intoxication. He had rejected traditional
homeless outreach and mainstream services, due to the complexity of his physical and
mental health and substance use disorder. HMST worked with City staff and the County
Public Defender’s Office to arrange an alternative sentencing option. The client
completed a residential alcohol treatment program, was linked to a sober living program
at CLARE Foundation, employment training at Chrysalis, and a permanent housing
voucher through the regional Coordinated Entry System. This individual is now working
a full-time job in Santa Monica, and is regularly engaged in activities to promote his
sobriety, mental and physical health, and permanent housing. In the year prior to
engaging with HMST, this individual was arrested by SMPD four times and transported
by SMFD to local hospitals twice. Since participating in treatment with HMST, he has
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neither been arrested nor hospitalized. OPCC is tracking service and housing
outcomes using the City’s Homeless Management Information System (HMIS), as well
as engaging a third party evaluator to measure impact of services on clients’ wellbeing.
The cohort will evolve over time. City staff have identified additional vulnerable
individuals to be added to the HMST roster to replace those who have either died or the
HMST have been unable to locate. The contract extension would allow for an
assessment of “step down” interventions post-housing to determine how best to
transition participants from HMST to other lower-intensity support services, thereby
allowing the team to serve new individuals.
A forthcoming evaluation will examine cost avoidance and the effectiveness of this level
of intervention. Consistent multi-year assessments are necessary to demonstrate the
effects of social service interventions, the impacts of which are best measured by
changes over time as illustrated by other evaluative tools such as The Wellbeing Index
and the Youth Wellbeing Report Card. RAND Corporation has approach the City with
an offer to review the data collected by HMST, first responders and local hospitals,
looking specifically at the effectiveness of the intervention for this highly vulnerable
population and to see if the service model results in fewer contacts with local
emergency services. RAND is offering this at no cost to the City. Staff recommends that
the City enter into a professional services agreement with RAND for this work.
Should the evaluation of HMST confirm that this level of intervention is effective not only
in placing vulnerable clients in housing but also reducing the impact on local emergency
resources, the Community and Cultural Services Department may request an
enhancement of the Human Services Grants Program (HSGP) budget to provide
ongoing, sustainable funding for this program. The enhancement would be requested
for the next four-year (FY 2019-23) HSGP funding cycle. Discussions are also
underway to engage the business community to support this project as another ongoing
source of partial funding.
Vender Selection:
On October 25, 2016, as part of the City’s efforts to engage in regional solutions to
6 of 8
homelessness, staff participated in a summit hosted by the Milken Institute. During the
summit, discussions of technology solutions prompted a suggestion from City staff that
providing first responders relevant information about homeless individuals in the field
could improve their interactions and lead to safer, more productive outcomes than
traditional enforcement alone. Representatives from the University of Southern
California (USC)’s Keck School of Medicine and the Milken Institute approached the
City in March 2017 offering to develop a custom data sharing platform for first
responders based on a similar health care data sharing system developed by Akido
Labs, a software company built out of Keck Medicine. Around the same time, staff
evaluated a similar product, GetRideALong.org, which was developed by a Code for
America team for the Seattle Police Department’s Crisis Response Team and gives
officers key information about people with mental illness at the scene. RideaLong
submitted a proposal for development of a custom software solution. Staff determined
that RideALong’s solution would have cost significantly more money and taken a much
longer time to develop than the solution proposed by Akido.
Akido has proposed a three-phased approach to supporting data sharing and the
coordination of care for homeless individuals who are frequently contacted by first
responders. The first and second phases, which include discovery, development of data
governance policies, and development, implementation, testing, and licensure of a pilot
solution, would not result in a cost to the City. This work is expected to take
approximately six months. The third phase of scaling, configuring, and implementing the
software for multiple year use would take approximately four months. A one-time user-
training fee of $5,000 would be charged at the end of FY17 -18. Annual licensing and
support would likely begin in early FY18-19 and would be charged based in part on
needed support services. Service levels may vary over time as the solution is
implemented. A service level agreement exhibit would be included in the contract.
Additional services such as data analysis, design, development, and integration would
be priced at $150/hour. Staff recommends enterin g into a four-year agreement with
Akido not to exceed $85,000, with an option to extend the agreement by three
additional years, as an exception to the competitive bidding process pursuant to Section
2.24.080 (d) given the proprietary nature of the product and its specify to Santa Monica.
7 of 8
Staff have tested the theory that that real-time data sharing significantly improves the
coordination of care for homeless individuals and have found it to be true; it is likely that
this type of software will have long-standing applicability, therefore a term of up to seven
years is proposed.
Additionally, staff recommends entering into a Memorandum of Understanding with the
Milken Institute and USC’s Keck School of Medicine (KSOM) to memorialize the
partnership, roles, and responsibilities. The Milken Institute will provide coordination,
convening, and research support on a local, regional and state level in partnership with
the members of the homelessness collaborative. USC KSOM’s primary role will be to
document, research, write and develop case studies for the projects. The City of Santa
Monica’s primary role will be to support research, development, deployment and
evaluation of technology based projects.
Financial Impacts & Budget Actions
The agreement modification to be awarded to OPCC is $1,050,000, for an amended
agreement total not to exceed $1,650,000. Funds of $450,000 are available in the FY
2017-18 budget in Strategic Initiative account SO015401.589000. Future year funding is
contingent on Council budget approval.
The agreement to be awarded to Akido Labs is for an amount not to exceed $85,000.
Funds of $85,000 are available in the FY 2017-18 budget in Strategic Initiative account
SO015401.589000 and 20262.522992. Future year funding is contingent on Council
budget approval.
Transfer of $150,000 in strategic initiative contingency funding, acceptance of a
$300,000 grant from Los Angeles County Board of Supervisors District 3 for the
operation of the HMST, and transfer of $85,000 in strategic initiative contingency
funding for the Akido Lab project require the following FY 2017-18 budget changes:
1. Transfer $150,000 from SO015601.589000 to SO015401.589000 to account for
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program expenditures through December 2017.
2. Establish revenue budget at account 2 0262.408500 in the amount of $300,000 to
facilitate receipt of the Supervisor’s grant.
3. Appropriate $300,000 to 20262.522992 to account for program expenditures
associated with the Supervisor’s grant.
4. Transfer $85,000 from SO015601.589000 to SO015401.589000 for costs associated
with the Akido Lab project.
For FY 2018-19, $300,000 is budgeted and available in account SO015401.589000. If
the Supervisor’s grant is renewed and awarded for future periods, budget changes will
be included in subsequent year budgets, contingent on Council budget approval.
Prepared By: Brian Hardgrave, Administrative Analyst
Approved
Forwarded to Council
Attachments:
A. August 23, 2015 Council Minutes (Web Link)
B. October 27, 2015 Staff Report (Web Link)
C. April 26, 2016 Staff Report (Web Link)
D. June 27, 2017 Staff Report (Web Link)
E. OPCC Oaks Initiative Form 2017
1
Vernice Hankins
From:art is the answer <shineshuge@gmail.com>
Sent:Sunday, March 24, 2019 2:31 PM
To:councilmtgitems; Council Mailbox; Rick Cole; Lane Dilg
Subject:POD Policy - Review of Pilot Program Data Item 8 A
We have a program to help the most vulnerable seniors among us have a
bit of dignity and be able to live without daily fear of food deprivation,
inability to afford needed medicines and face homelessness due to yearly
rising costs of living.
They are the POD participants.. the one year pilot program is now
completed and the program due for review and establishing of permanent
policy . Here are my requests that I hope you take into account as this
program is about to be crippled by suggestions to be made from the
Housing Authority.
1. The program needs to be adjusted yearly - not every five years as is the
suggestion of the HA. All costs rise rapidly ..rent- utilities, food, needed
medicines not covered by insurance and other related issues to aging. All
programs of this kind are review yearly for this reason. It is a proven
model.
2. The original participants need to be made whole for their losses due to
Cal Fresh being used as income
The program it would much of this would be lost if the landlord would
not take the check. Some of over one third of the money.
They were promised this adjustment would be in one year to 14
months repeatedly, and are now being told there will be no
adjustment. This means out
of a small amount they will continue to lose one third over the course
of the program- be it another year or
five. They will be stressed out, sick and some will end up homeless.
Some will die. When they are made homeless due to being unable to pay
their rent- there will. be no vouchers or housing for them. They will be
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living in shelters or forced to leave their city of over twenty years- some
for forty years. This was not the intent of this program that is self- funded
and the work of humane thinking. The intent of it's creators was to help
people have a bit of dignity and quality of life. These proposed policies
will destroy any chance of that.
. The seniors taking. part in POD should not have to be faced with
constant stress and abuse at every turn. GSH has created sufficient
revenue to support a full time deducted person and one support staff to
properly administer this program.
Please make this program follow the guidelines of Section 8 ..rules that
work... please don't condemn vulnerable and often compromised people
from a having a dignified life ..even in these modest ways.
Don't condemn them to stress, depression, illnesses... eventual
homelessness and death.
We are better than that. The money is earned for it. Let's the right thing
here.
Thank you,
Danielle Charney
Resident Since 1981
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Vernice Hankins
From:Michele Cole <michelecole2@aol.com>
Sent:Sunday, March 24, 2019 8:40 PM
To:councilmtgitems
Subject:March 26, 2019, agenda item 8A
Dear Honorable Councilors:
Reference: 3/26/19 agenda item 8A staff report
Preserve Our Diversity (POD)
Please make sure that the POD program remains a “needs based” program that is adjusted yearly. The same formula
should be used that is used in section 8. Yearly adjustments for senior renters with POD are needed to balance yearly
increases in rent and the cost of living. This should also include compensation for those who have lost Cal Fresh benefits
due to POD.
This housing authority is proposing that adjustments only be made every five years. Please keep the city policy to Yearly
Adjustments.
Also, please use the new " Source of Income" law to require landlords to accept the POD check.
One full time staff person is paid out of the POD program. Therefore staffing should not be an issue.
In the staff report, the POD program is referred to as a regional (homelessness) prevention model for older adults. Please
keep the program viable and strong.
Thank you
Michele Cole
1930 Stewart St.
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Vernice Hankins
From:Tulin Mangir <mangirte@gmail.com>
Sent:Sunday, March 24, 2019 11:28 PM
To:councilmtgitems; Rick Cole; Lane Dilg
Cc:mangirte@gmail.com
Subject:POD
I am writing to you regarding the POD Program. This program was conceived and created by Sue Himmelrich
and Mike Soloff with the intent of bringing some dignity to the life of low income seniors.
It should be permanently shaped in policy by Sue Himmelrich and the Council following the same basics that
every benefit program of any kind, in that it is assessed and adjusted yearly. The Council can use the data
collected over the pilot year for completing this year’s assessment.
For POD, It is important to make sure that:
- No policy should be adjusted or formed by the Housing Authority at all - just administered as it is done for
Section 8. No other programs of this type are created by the administering branch.
- An immediate COLA adjustment be provided for the pilot participants who were promised this at the
beginning. Furthermore, since it is a "needs based" program, it should be adjusted as needed. It is also meant to
keep seniors from becoming homeless, or having to choose between food and medicine.
- All monetary losses to the POD benefit - for some participants because of loss of Cal Fresh- be made
whole. This is can be a one time payment.
- A less than yearly review is totally unrealistic, goes against the purpose of the POD, and basically will kill this
well intentioned and VERY MUCH needed program! It should not be any different than the model of all other
programs.
- Moreover, the City MUST use the new " Source of Income" law to require landlords to accept the POD check.
Please, let’s not put our seniors who need assistance, in worse position than they already are!
Thank you!
Tulin Mangir
Concerned Resident
Mangirte@gmail.com
536 16 th Street
Santa Monica, CA 90492
Tulin Mangir, Ph.D.
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Vernice Hankins
From:Ariel Okamoto <ariel.okamoto@gmail.com>
Sent:Monday, March 25, 2019 5:28 PM
To:councilmtgitems
Subject:Re: 3/26 Agenda Item #8 - Annual Report on Homelessness
To Whom It May Concern:
Regarding the annual report on homelessness, it is encouraging to hear the progress of a variety of efforts to
support our neighbors. It is also motivating to read about continuing needs, which spur redoubled action to
address homelessness in Santa Monica and beyond.
In that context, I'm writing in support of The People Concern, mentioned in a few places in the report and
attachments. With my Santa Monica-based church, I have helped cook and serve lunch at the organization's
Turning Point site for 1.5 years, and I enjoy visiting with residents and staff each month. In that capacity, I have
gotten just a glimpse of what The People Concern's work makes possible, from celebrating a resident moving
into her own place to experiencing a positive environment where perceived barriers between volunteers and
residents fall as they share meals and stories.
Although my own experiences have been at the individual level in Santa Monica, I know The People Concern
has regional influence as well. In particular, their oversight of the bridge housing site in downtown L.A. has
been highlighted as a model and learning example for other organizations; I have seen it noted in the West L.A.
Armory community engagement process and in reporting on efforts to expand emergency shelter sites down in
Orange County.
In conclusion, I appreciate your prioritization of homelessness in the city's strategies, your partnership with The
People Concern, and your continued attention to the issue. Best wishes for even more progress in the year
ahead!
Regards,
Ariel Okamoto
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Vernice Hankins
From:Council Mailbox
Sent:Monday, March 25, 2019 5:30 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Sue Himmelrich; Greg
Morena; Ana Maria Jara; Ted Winterer
Cc:councilmtgitems
Subject:FW: POD Program up for discussion
Council‐
Please see below regarding the Annual Report on Homelessness.
Thanks,
Stephanie
From: Crystal Reed [mailto:chreed@hotmail.com]
Sent: Saturday, March 23, 2019 5:39 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Rick Cole <Rick.Cole@SMGOV.NET>; Attorney Mailbox
<Attorney.Mailbox@SMGOV.NET>
Subject: POD Program up for discussion
Dear leaders of my city,
I just heard that changes (decreases) to a program called Preserving Our Diversity are likely at Tuesday's
meeting. If I understand this program correctly, it's funding and support for seniors and the elderly to maintain
rent control housing? Of course I am not privy to the conversations you've had so far on this topic or the
various proposals that are being considered, but I certainly hope you are not going to allow any changes that
are detrimental to our aged population here in SM, in either housing, food security, or anything of that sort. I
will refrain from commenting at length on my displeasure with the Council's use of our tax money to
repeatedly repeal a court ruling merely to save their own positions of power (in fact I'm not sure how that's
even legal at this point) but to endanger the elderly who are just barely hanging on in our city would be a
whole new level of mismanagement and despicable behavior. Please do the right thing. Strengthen this
program, or at the very least leave it alone. Don't diminish or weaken it. I've heard it has a relatively small
budget compared to other things. I am not a participant nor am I a senior (not for a long time to come,
thankfully), but I am a SM native, product of its public school system, and one of the people who is still holding
on to some pride of being a Santa Monican, despite the recent increases in violent crime, out‐of‐control
homelessness (this one is a national economic issue, not the City Council's fault in my mind) and crazy
development that has eliminated the Santa Monica that my father and previous generations of my family
knew and loved. But don't hurt the seniors. That's just unforgivable. Please do the right thing with POD.
Thank you for your time.
Crystal Reed
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Vernice Hankins
From:Council Mailbox
Sent:Monday, March 25, 2019 5:30 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Sue Himmelrich; Greg
Morena; Ana Maria Jara; Ted Winterer
Cc:councilmtgitems
Subject:FW: POD Policy - Review of Pilot Program Data Item 8 A
Council‐
Please see below regarding the Annual Report on Homelessness.
Thanks,
Stephanie
From: art is the answer [mailto:shineshuge@gmail.com]
Sent: Sunday, March 24, 2019 2:31 PM
To: councilmtgitems <councilmtgitems@SMGOV.NET>; Council Mailbox <Council.Mailbox@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Lane Dilg <Lane.Dilg@SMGOV.NET>
Subject: POD Policy ‐ Review of Pilot Program Data Item 8 A
We have a program to help the most vulnerable seniors among us have a
bit of dignity and be able to live without daily fear of food deprivation,
inability to afford needed medicines and face homelessness due to yearly
rising costs of living.
They are the POD participants.. the one year pilot program is now
completed and the program due for review and establishing of permanent
policy . Here are my requests that I hope you take into account as this
program is about to be crippled by suggestions to be made from the
Housing Authority.
1. The program needs to be adjusted yearly - not every five years as is the
suggestion of the HA. All costs rise rapidly ..rent- utilities, food, needed
medicines not covered by insurance and other related issues to aging. All
programs of this kind are review yearly for this reason. It is a proven
model.
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2. The original participants need to be made whole for their losses due to
Cal Fresh being used as income
The program it would much of this would be lost if the landlord would
not take the check. Some of over one third of the money.
They were promised this adjustment would be in one year to 14
months repeatedly, and are now being told there will be no
adjustment. This means out
of a small amount they will continue to lose one third over the course
of the program- be it another year or
five. They will be stressed out, sick and some will end up homeless.
Some will die. When they are made homeless due to being unable to pay
their rent- there will. be no vouchers or housing for them. They will be
living in shelters or forced to leave their city of over twenty years- some
for forty years. This was not the intent of this program that is self- funded
and the work of humane thinking. The intent of it's creators was to help
people have a bit of dignity and quality of life. These proposed policies
will destroy any chance of that.
. The seniors taking. part in POD should not have to be faced with
constant stress and abuse at every turn. GSH has created sufficient
revenue to support a full time deducted person and one support staff to
properly administer this program.
Please make this program follow the guidelines of Section 8 ..rules that
work... please don't condemn vulnerable and often compromised people
from a having a dignified life ..even in these modest ways.
Don't condemn them to stress, depression, illnesses... eventual
homelessness and death.
We are better than that. The money is earned for it. Let's the right thing
here.
Thank you,
Danielle Charney
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Resident Since 1981
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Vernice Hankins
From:Soloff, Michael <Mike.Soloff@mto.com>
Sent:Monday, March 25, 2019 9:39 PM
To:councilmtgitems
Cc:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Ted Winterer; Sue
Himmelrich; Greg Morena; Ana Maria Jara
Subject:Agenda Item 8A (Mar. 26, 2019) --Annual Report on Homelessness
To the Honorable Members of the Santa Monica City Council:
I write to share some personal views on this agenda item.
Homelessness is a regional issue and requires a regional solution. However, within the population of
homeless persons found within Santa Monica is a sub-population of homeless Santa Monicans,
neighbors for whom it is our responsibility to provide permanent housing within Santa Monica as
quickly as possible.
I know that you share this view because you included the following provision in the initial Housing
Trust Fund Plan for the 2013-2021 Housing Element that you adopted in July of 2018:
A priority goal of the Plan is to provide permanent housing in Santa Monica for those
among the population of homeless persons that the City Council determines the City
should take responsibility to permanently house in the City. This should include “Santa
Monicans” who are homeless. Subject to further refinement, this group is deemed to
include those persons on the Santa Monica Homeless Registry as of the date the Plan is
adopted who are not already in permanent housing. The City should look to leverage as
much as possible federal funds, State funds, County funds, other City funds, or private
funds, to accomplish this goal.
According to information provided by Staff to the Housing Commission when it was formulating
recommendations for the Initial HTF Plan (which included the foregoing provision by a 7-0 vote), the
Santa Monica Homeless Registry at the time the Plan was adopted included 51 individuals living in
temporary housing and 44 individuals known to be unsheltered, as well an additional 44 individuals
whose status is unknown because the City has not had contact with them in the last six months.
It is important that the City follow through on its commitment to permanently house these homeless
Santa Monicans as quickly as possible. In the eight months since adoption of this Plan, however, no
projects have come forward to permanently house these individuals. I am hopeful that progress will be
made soon, as Staff has presented—and the Housing Commission has unanimously endorsed—a
potential RFP for affordable housing at a site in the Downtown that could and should include a major
commitment to permanent housing for homeless Santa Monicans, together with other affordable
housing uses. I understand that Staff intends to bring this before the Council in the near future. I
applaud Staff for bringing forward this creative idea, and urge that all of us look for additional
opportunities to fulfill our commitment to our fellow Santa Monicans who are currently homeless.
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Michael E. Soloff | Munger, Tolles & Olson LLP
350 South Grand Avenue | Los Angeles, CA 90071
Tel: 213.683.9159 | Fax: 213.683.5159 | mike.soloff@mto.com | www.mto.com
***NOTICE***
This message is confidential and may contain information that is privileged, attorney work product or otherwise exempt
from disclosure under applicable law. It is not intended for transmission to, or receipt by, any unauthorized person. If you
have received this message in error, do not read it. Please delete it without copying it, and notify the sender by separate
e-mail so that our address record can be corrected. Thank you.
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Vernice Hankins
From:David Whatley <davidsagaftra@gmail.com>
Sent:Monday, March 25, 2019 10:52 PM
To:councilmtgitems
Subject:Fwd: Santa Monica City Council Meeting - Tuesday March 26, 2019 - Agenda Item 8A
Dear Office of City Clerk,
Please add below emails which you were copied on as public comments for Agenda Item 8A.
Sincerely,
David Whatley
---------- Forwarded message ---------
From: David Whatley <davidsagaftra@gmail.com>
Date: Mon, Mar 25, 2019 at 10:51 PM
Subject: Re: Santa Monica City Council Meeting - Tuesday March 26, 2019 - Agenda Item 8A
To: <katie.lichtig@smgov.net>
Cc: <clerk@smgov.net>, <council@smgov.net>, Rick Cole <rick.cole@smgov.net>, <anuj.gupta@smgov.net>
The City of Santa Monica,
Attn: Katie Lichtig, Assistant City Manager
Dear Ms. Lichtig,
Thank you for our City Council Report dated March 26, 2019 for Agenda Item 8A. --I wrote the below email to
Council in response.
With respect to the POD program, I ask that you allow the formula that is used to calculate a participant's
stipend, be made available to the public for public review. --In addition I ask that you work collaboratively with
other government entities of which senior citizens may be receiving services from, to ensure that a Santa
Monica senior citizen is not adversely impacted in terms of his or her participation in another government
entity's program as a result of his or her participation in the City of Santa Monica's Preserving Our Diversity
(POD) program. --I think that would defeat the purpose and could likely lead to problems down the road.
Sincerely,
David Whatley
cc:
Anuj Gupta
Rick Cole
City Council
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City Clerk
On Mon, Mar 25, 2019 at 10:38 PM David Whatley <davidsagaftra@gmail.com> wrote:
The Honorable Santa Monica City Council--
I am writing in regards to the above referenced agenda item, as prepared by Assistant City Manager Katie
Lichtig.
Thank you for your efforts to prevent senior citizens falling into homelessness via the pilot program Preserving
Our Diversity (POD).
Write Ms. Lichtig, "In 2018 the City piloted the POD program to help low-income rent-burdened seniors
retain their housing through a cash-based program based on need...staff is coming to Council with a request to
expand the POD program and authorize funding from the Affordable Housing Trust Fund".
Ms. Lichtig did not mention in her report, the formula that staff uses and will continue to use to calculate how
much assistance a participant in the POD program receives. For example, if a senior citizen is receiving health
or food benefits from a different government agency, for example, the County of Los Angeles, how then will
that impact their ability to participate in the POD program?
I ask that the Council to request that staff inform the public what is the formula they will be using with respect
to a senior citizen's participation in the POD program--along with other factors taken into consideration---and
allow for public review and/or comment.
Sincerely,
David Whatley
Attachment: City Council Report dated March 26, 2019 - Agenda Item 8A - by Katie Lichtig, Assistant City
Manager
cc:
Katie Lichtig
City Clerk's Office
--
David Whatley
PUBLICATIONS VOICEOVER DEMO
FACEBOOK INSTAGRAM TWITTER
--
David Whatley
PUBLICATIONS VOICEOVER DEMO
FACEBOOK INSTAGRAM TWITTER
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--
David Whatley
PUBLICATIONS VOICEOVER DEMO
FACEBOOK INSTAGRAM TWITTER
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Vernice Hankins
From:OZ <zurawska@yahoo.com>
Sent:Tuesday, March 26, 2019 10:02 AM
To:councilmtgitems
Subject:written comment - item 8 - Annual Report on Homelessness - 3/26/19 Santa Monica
City Council meeting
Ms. Orduna, who receives a salary of $11K per month as the Senior Advisor on Homelessness
and who prepared this report appears to be in reality the City’s PR person designated to
publicize the City’s feigned action on homelessness and, carefully avoid the elephant in the
room.
Ms. Orduna’s report is conspicuously missing the fact that the City’s only contracted homeless
services provider, OPCC dba The People Concern is not providing effective and expeditious
services to the clients but rather collects public funding from the City in excess of $1.6M per
year apparently to warehouse homeless clients for years in substandard conditions and while
violating the clients’ civil rights?
On March 14, 2019 the ACLU of Southern California issued a scathing 100-page report of the
conditions and violations of the law in homeless shelters, and ten recommendations how to
address the problems. This report garnered international attention once it was picked by the
British newspaper paper The Guardian and many others.
The ACLU mirrors what advocates and The People Concern clients have been reporting to the
City of Santa Monica for a long time, only to meet with denial, whitewash and coverup - most
recently in Karen Ginsberg's 3/22/19 report regarding the Samoshel complaints.
Among the problems reported by the ACLU are:
A futile process for obtaining permanent housing.
Disability-based discrimination and elder neglect.
Sexual abuse by staff.
Racial discrimination.
Physical assaults and verbal abuse by staff.
Filthy restrooms.
No heat or air conditioning.
Staff casually steal or discard residents’ belongings.
Arbitrary evictions.
Retaliation against residents for exercising their constitutionally guaranteed right to speak out
about inhumane conditions.
Sounds familiar, doesn't it?
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The Council has heard the above reported about The People Concern many times, and I
personally reported this to Ms. Orduna during her first week of employment with the City.
Relative to retaliation, I would like to bring to the Council’s attention The People Concern’s
recent attempts at silencing the clients and manipulating the clients into making positive (i.e.
false) statements about the quality of the services they receive, in an apparent effort at
damage control.
It’s been reported that on January 29, 2019 Assistant Director of Samoshel Christina Dias told
the clients during a house meeting not to complain about The People Concern at public
meetings. The Office of the City Attorney sent an email to the Executive Director of The People
Concern John Maceri reminding him of the clients right to free speech:
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Sadly, it does not appear the above email worked.
According to a recent report by a current OPCC dba The People Concern client, Ms. Lori
Hood, Director of Turning Point, told a heavily medicated client that the shelter would be shut
down unless clients produce positive statements about The People Concern, and thus
coerced the client to produce a two-page positive review of The People Concern, apparently to
be used by the organization in their PR efforts. Here’s a copy of the text message that reported
this:
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I have asked Senior Advisor on Homelessness Alisa Orduna to attend a weekly house meeting
at each of the three shelters to introduce herself to the clients, assure them that the shelters
will not be shut down, and encourage the clients to offer feedback to the City so that the City
can improve its homeless services. I am not aware that Ms. Orduna undertook to follow my
suggestion.
Additionally, on February 25, 2019 the Social Services Commission and the public witnessed
an example of The People Concern’s intimidation tactics when their Executive Director John
Maceri admonished a well respected community leader Zina Josephs for speaking out about
her experiences advocating for some clients. If Mr. Maceri attempted to intimidate a well
respected citizen and a senior in public, one can imagine the level of intimidation of the
homeless clients at his shelters.
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Both the ACLU report and the a similar report from San Francisco called Shelter Shock,
validate what the whistleblowers have been reporting about the conditions, quality of services
and violations of the law at City-funded The People Concern facilities.
The Council and the staff need to stop hiding behind the denials, which are no longer
plausible, and realize that dishonest nonprofits taking advantage of the homeless clients, and
profiting handsomely from the public funding that hardly trickles down to the clients, are the
sad reality.
Clearly, without any pressure from the City or even better outside pressure to improve the
performance, John Maceri and The People Concern will continue the mismanagement of the
facilities, misuse of the public funding they receive, and continue the violations of the law
including the abuses of the vulnerable clients they are supposed to be serving.
I request that the Council undertake to immediately incorporate the ACLU’s ten
recommendations for homeless shelters in the City of Santa Monica.
As a resident with a vested interest in public funding being spent properly I would like to restate my
concerns about the City not monitoring The People Concern’s performance in the least. All the data
the City possesses is self-reported by the provider and not verified. I contend that the self-reporte
data is motivated by the provider’s financial interests and not based in reality.
Mr. Maceri claims his community-supported organization is transparent. If so, as a member of the
community I would like to obtain answers to some simple questions that will put the issue of client
warehousing to rest.
For each (anonymous) shelter client in SM provide:
1. the date they moved into the shelter
2. the length of time passed between entering the shelter and the application for a housing
subsidy being filed with governmental agencies
3. the length of time between the date the subsidy was awarded and the time current date
4. For each shelter client in SM who has been awarded a subsidy provide the number of the pre-
qualified units the client was notified of by The People Concern staff until current date
Also: provide the number of housing locators/navigators working for SM shelter clients and the
caseload for each of the locators/navigators.
And: how come the disabled senior Santa Monican Richard Segura, a client of The People Concern’s
Samoshel, was not accepted back to the shelter after his stay in the hospital and the recuperative
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care facility where he received post-hospitalization treatment for the near-fatal condition he originally
contracted at Samoshel? How come Samoshel did not save a bed for Richard Segura? How come
Samoshel did not secure permanent housing for Richard Segura? How come Samoshel staff never
gave the elderly disabled Santa Monican Richard an exit letter or referral to another social service
provider?
And most importantly: please do not lie while answering the above questions.
Answers to the above questions would help me as a Santa Monica resident believe The People
Concern and Mr. Maceri’s claims of transparency and justify the public funding the City disburses to
the organization in order to address homelessness. In the past I had encountered certain behaviors
on the part of The People Concern and Mr. Maceri that were far from transparency.
For example, Ms. Kait Peters, who was The People Concern’s Director of Development for years,
failed to respond to multiple inquiries about the number of clients served by the Access Center over a
period of specific years. Instead of providing the answer to the simple inquiries, Ms. Peters referred
the inquiring parties to the The People Concern web site, which did not contain the information they
sought, and they told her so, to no avail. Please see the enclosed email exchange. Even the City's
Communications Officer was not able to obtain this information from The People Concern.
Similarly Mr. Maceri, when asked via email by a journalist, Ms. Phelan, the same question about the
number of unduplicated clients served by the Access Center over a period of specific years, failed to
answer. Mr. Maceri also failed to answer Ms. Phelan’s question about the somewhat unusual
mortgage activity on his personal real property in Northridge. It is my understanding that Ms. Phelan
had in the past exposed several instances of money laundering through unusual real estate loans,
hence her interest in this issue. Please see the enclosed emails.
I think the best response to Mr. Maceri’s claims of transparency and accessibility to the clients was
the two female disabled clients who simply walked out of last month’s Social Services Commission
meeting in protest when Mr. Maceri made claims of transparency and implied that they were lying.
These two female disabled clients had testified to having been assaulted at the shelters multiple
times without any meaningful response from the staff or Mr. Maceri.
Further, if Mr. Maceri is so transparent, and claims to be accessible to the clients who have a
grievance, why does the current written grievance procedure not include his name as an option for
the clients to talk to him if they are not satisfied with how lower level staff handled their grievance?
How come the same written grievance procedure has names of several staff members who have not
been employed with The People Concern for about a year or have transferred to positions where they
do not deal with client grievances? How is misleading and confusing the clients transparent? How
come the grievance procedure does not state clearly how the client can contact the staff member who
deals with the grievances? Such contact information in the written grievance procedure is required by
LAHSA.
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I hope the City Council remembers that one of the allegations made by the former (ousted)
employees of The People Concern is that the organization scrubbed personnel records in an
apparent effort to avoid liability:
The City relies on the People Concern as its only homeless services provider. By many accounts, the
organization is underperforming by not efficiently and expeditiously housing the clients and
warehousing them instead, and it violates the civil rights of its clients, often harming them. How can
we speak of any Plan to Address Homelessness when the only service provider is severely
underperforming?
Here is a video of clients and advocates testifying regarding The People Concern at the 1/22/19 City
Council meeting:
https://www.youtube.com/watch?v=ha2ZD_VUHKI&t=21s
Since the City continues engaging in denial, whitewash and coverup of the egregious problems at
OPCC dba The People Concern, it appears necessary for the whistleblowers to take the next ethical
steps that would assure compliance with the laws, both on the part of the organization and the City of
Santa Monica.
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Please be informed that current and former clients of The People Concern have participated in a
focus group organized by the ACLU of Southern California.
Enclosed are pertinent links, the ACLU ten recommendations for homeless shelters and emails
unsuccessfully seeking information from the People Concern’s Director of Development Kait Peters
and Executive Director John Maceri.
Regards,
Olga Zurawska
Pertinent links:
The full 100-page ACLU So Cal report regarding homeless shelters:
https://www.aclusocal.org/sites/default/files/aclu_socal_oc_shelters_report.pdf
The Guardian article about the ACLU report:
'Filth, mold, abuse': report condemns state of California homeless shelters
The ACLU So Cal ten recommendations for homeless shelters:
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Shelter Shock - report on the abuse, neglect and cruelty at San Francisco shelters:
http://www.cohsf.org/wp-content/uploads/2014/08/ShelterShock.pdf
Email unsuccessfully seeking information from the People Concern:
"From: "Kait Peters" <kpeters@thepeopleconcern.org>
Date: May 10, 2017 3:24 PM
Subject: RE: Homeless in Santa Monica
To: "shannon Yoshikawa" <shannonyoshikawa285@gmail.com>
Cc: "Rick Cole" <rick.cole@smgov.net>, "Margaret Willis" <Margaret.Willis@smgov.net>
Dear Shannon,
Thank you very much for your interest in OPCC, now known as The People Concern. Please visit our
website:https://www.opcc.net/ for detailed information on our work.
Thank you,
Kait
From: shannon Yoshikawa [mailto:shannonyoshikawa285@ gmail.com]
Sent: Wednesday, May 10, 2017 11:12 AM
To: Kait Peters <kpeters@opcc.net>; Kait Peters <kpeters@thepeopleconcern.org>
Cc: Rick Cole <rick.cole@smgov.net>; Margaret Willis <Margaret.Willis@smgov.net>
Subject: Homeless in Santa Monica
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Hello Ms. Peters,
As a member of the Santa Monica community I have two requests:
1. Please provide me with the annual service numbers for the Annenberg Access Center beginning
2008 until present.
2. Please provide me with the address and intended purpose of the $5.85M building OPCC
purchased in February 2017.
Thank you.
Sincerely,
Shannon Yoshikawa"
"From: Janet Phelan <janet_c_phelan@yahoo.com>
To: jmaceri@opcc.net
Cc: editor@smdp.com; marina@smdp.com; david.lazarus@latimes.com; ECOTERRA Intl.
<office@ecoterra-international.org>; michael@activistpost.com; free@venicebeachhead.org; LA
Progressive <dick_and_sharon@laprogressive.com>; Henry Slucki <hslucki@usc.edu>;
julie.a.guest@gmail.com; kpeters@thepeopleconcern.org; Rick.Cole@smgov.net;
Karen.Ginsberg@smgov.net; Setareh.Yavari@smgov.net; Margaret.Willis@smgov.net;
Ted.Winterer@smgov.net; kevin@mckeown.net; tony.vazquez@smgov.net;
gleam.davis@smgov.net; sue.himmelrich@smgov.net; terry.oday@smgov.net;
Gary.Rhoades@SMGOV.NET; Joseph.lawrence@smgov.net; Stephanie.Cohen@asm.ca.gov;
plynn@lahsa.org; n.perez@samhsa.hhs.gov; Robert.Grace@samhsa.hhs.gov;
Christopher.Brower@SAMHSA.hhs.gov; daphne.l.nisperos-wong@hud.gov; chinwoo.choi@hud.gov;
Mfunk@dmh.lacounty.gov; lruiz@dmh.lacounty.gov; rzaiden@bos.lacounty.gov;
mrysman@bos.lacounty.gov; zev@luskin.ucla.edu; Catherine.kungu@hcs.ca.gov;
Mark.ghilarducci@caloes.ca.gov; Anthony.truong@dpss.lacounty.gov;
cbuchanan@dhs.lacounty.gov; dedonkamathipa@gmail.com; info@globalvoicesforjustice.org;
skolhatkar@kpfk.org
Sent: Tuesday, June 6, 2017 10:52 AM
Subject: Media inquiry
Dear Mr. Maceri,
As you may know, there have been multiple attempts by several individuals to obtain the
historical service figures for OPCC. These requests have been met with evasion and refusal and
have in part fueled the concerns discussed
here https://www.youtube.com/watch?v=EyDQdeYYx_I
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Equally, concerns prompted by the failure of OPCC, under your stewardship, to obtain licenses for
your shelters and to properly attend to client grievances have led some to question the nature of your
leadership at OPCC. This has resulted in a recent consumer complaint filed with the Santa Monica
City Attorney.
There are now questions being voiced about what appears to be excessive mortgage activity on your
part. Could you possibly explain, in order to satisfy these concerns, how you are paying back the
multiple loans on the Northridge property? And could you please provide the canceled checks to
prove that these transactions were above board and not indicative of shady activity?
And would you please provide the service figures for OPCC, going back to 2008? Specifically, could
you provide the unduplicated service figures as well as the service figures for the access center.
Should you find it necessary to refuse this request, would you please provide a logical and
reasonable explanation for such refusal.
Thank you,
Janet Phelan
Activist Post"
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Gary A. Richwald, MD, MPH Monday, March 25, 2019 Santa Monica City Hall 1685 Main Street Santa Monica, LA 90401
Re: Agenda Item #8, March 26, 2019 City Council Meeting:
Supporting The People Concern and SAMOSHEL Complaints Dear Santa Monica City Council Members: I am a resident of Los Angeles for over 40 years and a Santa Monica landlord since 1983. I have served as an educator at UCLA and USC, community clinical provider, private physician, and public servant and director in the Los Angeles County Department of Health Services . When I joined the Board of Directors of Ocean Park Community Center (OPCC), in 1978, I never dreamed that I would be writing to you 40 years later about the same organization, and still a board member. And OPCC (renamed The People Concern a few years ago) is still working in Santa Monica and elsewhere in LA County to successfully help people raise themselves up from poverty and mental illness, and out of homelessness. What makes The People Concern (TPC) an amazing organization is their staff and leadership – committed to dogged hard work and innovative solutions to assist homeless neighbors in our community who are often shunned and left behind. My wife and I contribute financially to TPC, and have volunteered as service providers at TPC’s Sojourn (battered women’s shelter) and SOLAR Recuperative Care Facility in Compton. I find it is not surprising in the current political climate that an organization like TPC, engaged in working with those in greatest need, would attract the attention of negative forces in our community. I myself received an anonymous call in 2018 disparaging TPC’s services and staff. When I identified myself and asked for documentation and proof, I never heard from them again. I strongly support the findings of Karen Ginsberg’s 22 March, 2019 Information Item that reaffirms that TPC SAMOSHEL benefits “highly vulnerable neighbors experiencing homelessness” and concludes that complaints from a small group of individuals are untrue and without merit. I call on you to reaffirm your support for The People Concern and its SAMOSHEL interim housing facility. We are all blessed to have The People Concern help us
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address homelessness and the shortage of affordable housing, with dignity, kindness, and creative solutions. Regards, Gary A. Richwald, MD, MPH
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Vernice Hankins
From:Ann Maggio <annmaggio@gmail.com>
Sent:Tuesday, March 26, 2019 11:17 AM
To:councilmtgitems; Councilmember Kevin McKeown; Sue Himmelrich; Ana Maria Jara
Cc:Sam Thanawalla; Rick Cole
Subject:Item 8A - FOOD is NOT INCOME! COLA ADJUSTMENTS MUST BE ANNUAL! Do Not
Allow POD Recipients to FAIL!
Dear City Council,
This plans sets up a failure for the POD Program.
The cost of living in our City is becoming out of reach for more people, not less. Each year prices
increase. However, it appears the City Staff don't want to take the time or put in the energy to make
the annual adjustments that will keep the folks using POD fed and housed. This is not acceptable.
1. POD recipients must have their COLA adjustments ANNUALLY.
2. Staff must find a way to ensure FOOD is not counted as INCOME.
Fix this before you vote or more resident seniors will wind up homeless.
Sincerely,
Ann & Sam Thanawalla
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, March 26, 2019 1:02 PM
To:Gleam Davis; Terry O’Day; Councilmember Kevin McKeown; Sue Himmelrich; Greg
Morena; Ana Maria Jara; Ted Winterer
Cc:councilmtgitems
Subject:FW: City Council Meeting - Tuesday March 26, 2019 - Agenda Item 8A
Attachments:CityCouncilReportdatedMarch26.2019byKatieLichtig.pdf
Council‐
Please see below regarding the Annual Report on Homelessness.
Thanks,
Stephanie
From: David Whatley [mailto:davidsagaftra@gmail.com]
Sent: Monday, March 25, 2019 10:37 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Cc: Clerk Mailbox <Clerk.Mailbox@SMGOV.NET>
Subject: City Council Meeting ‐ Tuesday March 26, 2019 ‐ Agenda Item 8A
The Honorable Santa Monica City Council--
I am writing in regards to the above referenced agenda item, as prepared by Assistant City Manager Katie
Lichtig.
Thank you for your efforts to prevent senior citizens falling into homelessness via the pilot program Preserving
Our Diversity (POD).
Write Ms. Lichtig, "In 2018 the City piloted the POD program to help low-income rent-burdened seniors retain
their housing through a cash-based program based on need...staff is coming to Council with a request to
expand the POD program and authorize funding from the Affordable Housing Trust Fund".
Ms. Lichtig did not mention in her report, the formula that staff uses and will continue to use to calculate how
much assistance a participant in the POD program receives. For example, if a senior citizen is receiving health
or food benefits from a different government agency, for example, the County of Los Angeles, how then will
that impact their ability to participate in the POD program?
I ask that the Council to request that staff inform the public what is the formula they will be using with respect
to a senior citizen's participation in the POD program--along with other factors taken into consideration---and
allow for public review and/or comment.
Sincerely,
David Whatley
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Attachment: City Council Report dated March 26, 2019 - Agenda Item 8A - by Katie Lichtig, Assistant City
Manager
cc:
Katie Lichtig
City Clerk's Office
--
David Whatley
PUBLICATIONS VOICEOVER DEMO
FACEBOOK INSTAGRAM TWITTER
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Vernice Hankins
From:Clerk Mailbox
Sent:Tuesday, March 26, 2019 1:17 PM
To:councilmtgitems
Subject:FW: Santa Monica City Council Meeting - Tuesday March 26, 2019 - Agenda Item 8A
From: David Whatley [mailto:davidsagaftra@gmail.com]
Sent: Monday, March 25, 2019 10:51 PM
To: Katie E. Lichtig <Katie.Lichtig@SMGOV.NET>
Cc: Clerk Mailbox <Clerk.Mailbox@SMGOV.NET>; Council Mailbox <Council.Mailbox@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Anuj Gupta <Anuj.Gupta@SMGOV.NET>
Subject: Re: Santa Monica City Council Meeting ‐ Tuesday March 26, 2019 ‐ Agenda Item 8A
The City of Santa Monica,
Attn: Katie Lichtig, Assistant City Manager
Dear Ms. Lichtig,
Thank you for our City Council Report dated March 26, 2019 for Agenda Item 8A. --I wrote the below email to
Council in response.
With respect to the POD program, I ask that you allow the formula that is used to calculate a participant's
stipend, be made available to the public for public review. --In addition I ask that you work collaboratively with
other government entities of which senior citizens may be receiving services from, to ensure that a Santa
Monica senior citizen is not adversely impacted in terms of his or her participation in another government
entity's program as a result of his or her participation in the City of Santa Monica's Preserving Our Diversity
(POD) program. --I think that would defeat the purpose and could likely lead to problems down the road.
Sincerely,
David Whatley
cc:
Anuj Gupta
Rick Cole
City Council
City Clerk
On Mon, Mar 25, 2019 at 10:38 PM David Whatley <davidsagaftra@gmail.com> wrote:
The Honorable Santa Monica City Council--
I am writing in regards to the above referenced agenda item, as prepared by Assistant City Manager Katie
Lichtig.
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Thank you for your efforts to prevent senior citizens falling into homelessness via the pilot program Preserving
Our Diversity (POD).
Write Ms. Lichtig, "In 2018 the City piloted the POD program to help low-income rent-burdened seniors
retain their housing through a cash-based program based on need...staff is coming to Council with a request to
expand the POD program and authorize funding from the Affordable Housing Trust Fund".
Ms. Lichtig did not mention in her report, the formula that staff uses and will continue to use to calculate how
much assistance a participant in the POD program receives. For example, if a senior citizen is receiving health
or food benefits from a different government agency, for example, the County of Los Angeles, how then will
that impact their ability to participate in the POD program?
I ask that the Council to request that staff inform the public what is the formula they will be using with respect
to a senior citizen's participation in the POD program--along with other factors taken into consideration---and
allow for public review and/or comment.
Sincerely,
David Whatley
Attachment: City Council Report dated March 26, 2019 - Agenda Item 8A - by Katie Lichtig, Assistant City
Manager
cc:
Katie Lichtig
City Clerk's Office
--
David Whatley
PUBLICATIONS VOICEOVER DEMO
FACEBOOK INSTAGRAM TWITTER
--
David Whatley
PUBLICATIONS VOICEOVER DEMO
FACEBOOK INSTAGRAM TWITTER
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Steaven K. Jones
March 22, 2019
To: City Council of Santa Monica
Subject: The People Concern
Having been a commercial property owner in Santa Monica since 1977, I have watched Santa
Monica bloom into a wonderful community. There have been many problems and issues
associated with this growth. In each instance the City has addressed and solved the situation with
understanding and sensitivity.
Social issues have been uppermost among concerns we have faced and continue to deal with
today. The People Concern has always been there to work as a partner to deal with each issue as
it does arise. This partnership has thrived because City government and John Maceri and his staff
have always worked together as a close team.
I have been a Board member of The People Concern (OPCC) for 18 years and have watched and
participated in this teamwork. I know that The People Concern treats each client with dignity and
respect.
I am also Chairman of FlyawayHomes, a development entity building permanent housing for Santa
Monica residents. Flyaway works closely with The People Concern to see that our residents are
housed, healthy and secure. Our goal is to provide 20,000 homes by 2028. This should make a
big impact on the social environment of our community.
I am indeed grateful to be a part of wonderful Santa Monica, The People Concern and
FlyawayHomes. Together we can make a difference in the years ahead.
Most sincerely,
Steaven K. Jones
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Annual Homelessness
Re port
Presented to City Council on Tuesday, March 26, 2019
Background
Background Vision Strategies Metrics Recommendations
1st City sponsored
Homeless Count
January 2009
Ta king a leadership role in
regional efforts to address
homelessness becomes a
strategic goal
August 2015
Regional surge in
homelessness; up
23 % in the county,
26% in Santa Monica
January 2016
Council allocates $1.4M
to seed Homeless
Strategic Goal Action
Plan activities
November 2017
Council votes on “reducing
homelessness” as one of
six City priorities
January 2019
Annual Homelessness Report
March 26, 2019
20 19 Count
Re sults
Background Vision Strategies Metrics Recommendations
Vision
In Santa Monica:
–Services are in place to prevent housed seniors from
becoming homeless.
–Low-barrier interventions are available to stabilize
people in a mental health or addiction crisis.
–Field-base homeless services are embedded in open
spaces to leverage every opportunity for service
connection.
–Housing opportunities are available in every Westside
neighborhood for people exiting homelessness.
Background Vision Strategies Metrics Recommendations
Four Pillar
Approach
1.Prevent housed Santa Monicans from becoming
homeless and increase affordable housing
opportunities.
2.Address the behavioral health needs of vulnerable
residents.
3.Maintain equitable access to safe, fun, and healthy
open spaces.
4.Strengthen regional capacity to address homelessness.
Background Vision Strategies Metrics Recommendations
Pillar 1
Prevent housed Santa Monicans from becoming
homeless and increase affordable housing
opportunities.
Background Vision Strategies Metrics Recommendations
Promising
Practices
–Preserving Our Diversity (POD) Pilot Program
–Launched in 2017, 100% of POD participants remained housed
during the 2018 calendar year.
–Planning and Community Development (PCD) Tenant
Protections
–PCD had a 34% decrease in the number of housing units
deemed uninhabitable between 2017 and 2018; and 97%of
persons temporarily displaced returned home.
–Farmer ’s Market Food Security Programs
–$7 9,067 in produce was subsidized through Santa Monica
Farmers Market’s participation in food assistance programs,
creating healthy food options to local low-income households.
Next Steps
1.Expand the Preserving Our Diversity program to
include additional participants and ensure adequate
staffing support to manage the expansion.
2.Continue to improve demographic data collection
as Santa Monica Farmer ’s Market events to inform
additional prevention interventions.
3.Leverage Santa Monica Fire Department’s unique
role in the community to connect housed vulnerable
populations with the right resources to prevent
homelessness and begin data collection of these
incidents.
Pillar 2
Address the behavioral health needs of
vulnerable residents.
Background Vision Strategies Metrics Recommendations
Promising
Practices
–Expansion of the Homeless Multidisciplinary Street
Te am (HMST)
–HMST had 1,331 engagements with the top 25 highly
vulnerable cohort of high utilizers of emergency
services.
–Integration of Department of Mental Health Clinicians
–Santa Monica Police Department reports a 94%
increase in voluntary and involuntary mental health
transports since 2014.
–Implementing new care coordinating technology
–In 2017, the City partnered with Akido Labs to create
Project Connect, a mobile case management app to
coordinate care for 100 high utilizers of emergency
services.
Next Steps
1.Commit funding for the HMST Te am.
2.Direct staff to explore feasibility options for
developing a coordinated behavioral health response,
including assessing the need to create a community-
based behavioral health center in Santa Monica.
3.Develop a mechanism to receive a donation of a
therapeutic van to provide field-based mental health
crisis stabilization and prevention services.
4.Expand Project Connect to additional city
departments and homeless services providers.
Pillar 3
Maintain equitable access to safe and healthy
open spaces.
Background Vision Strategies Metrics Recommendations
Promising
Practices
–Launching of the Santa Monica C3
Multidisciplinary Outreach Te am
(C 3 Team) in March 2018
–Had 1,616 engagements with
977 unique individuals;
–Placed 16 into interim housing;
–Placed 4 into permanent
housing; and
–Connected 74 to mental health
and substance use treatment
services.
Promising
Practices
(C ontinued)
–Expansion of the Homeless Liaison Program (HLP)
Te am
–In January 2018, the HLP Te am expanded from six to
eight full-time officers along with a Department of
Mental Health Clinician.
–Hosting Homeless Outreach Services at the Library
–Made 2,341 contacts with Library patrons
Work created by Library Arts
Brigade participants
Next Steps
1.Commit funding to continue and expand the
C3 team.
2.Expand the number of HLP Te am Officers to
ten and continue seven-day a week coverage.
3.Continue homelessness services at the
Library including securing funding for the
two Library Service Officers and
as-needed social worker position.
Pillar 4
Strengthen regional capacity to address
homelessness.
Background Vision Strategies Metrics Recommendations
Promising
Practices
–Ta rgeted regional investment is working
–$1 billion allocated in 2018 to the Los Angeles County
region through local, county, state, and federal
resources.
–Since 2017,
–24,998 people were placed into interim housing
–20,446 placed into permanent housing
–6,026 prevented from falling into homelessness
Promising
Practices
(C ontinued)
–Community Engagement
–Homelessness Steering Committee
-an all-volunteer effort dedicated to
raising community awareness about
homelessness and its solutions to
enhance regional efforts.
–We Are Santa Monica –a community
campaign –developed three
homelessness related toolkits.
Next Steps
1.Champion the development of a We stside
Homelessness Strategic Plan to assess regional
homelessness and housing needs.
2.Proceed with a feasibility analysis of possible sites
for the replacement of SAMOSHEL in partnership with
community stakeholders.
3.Continue to support the Homelessness Steering
Committee to align strategies.
4.Promote the Online “DEEPeR” Homelessness Tr aining
Curriculum.
CJS6
Slide 19
CJS6 What about the policy going before council to leverage City assets/locations for public housing (eg
Parking Structure 3)
Christopher J. Smith, 3/25/2019
Tr aining
Video
https://www.weare.santamonica.gov/deeper-homelessness-strategies
Metrics
The following metrics are used to measure near-real
time data to inform rapid deployment of resources:
–# of contacts made by departments
–Where were contacts made –areas of the City
–# of referrals to services
Background Vision Strategies Metrics Recommendations
Recommendations
Staff recommends that City Council:
1.Review the four-pillar strategy and activities in the
report, and direct staff to proceed with the next
steps.
2.Direct staff to proceed with feasibility analysis of
possible sites for the replacement of SAMOSHEL
and associated community engagement process and
return to Council with recommendations.
3.Authorize budget changes as outlined in the
Financial and Budget Actions section of the staff
report.
Background Vision Strategies Metrics Recommendations
Next Steps
–Key Dates:
–April 30 Council Presentation of Framework Action Plans
–June 4-5 Co uncil Budget Study Sessions
–June 25 Council Budget Adoption