SR 04-26-2022 3A
City Council
Report
City Council Meeting: April 26, 2022
Agenda Item: 3.A
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To: Mayor and City Council
From: Andy Agle, Director, Community Services Department, Housing and Human
Services
Subject: Approval of the Proposed FY 2022-23 One-Year Action Plan Allocating
Federal Community Development Block Grant (CDBG) and HOME
Investment Partnerships Act Program (HOME) Entitlement Grant Fund
Recommended Action
Staff recommends that the City Council:
1. Approve the Proposed 2022-23 Annual CDBG and HOME Action Plan
(Attachment A).
2. Authorize the City Manager to submit all documents required to receive the City’s
annual Community Development Block Grant (CDBG) and Home Investment
Partnerships Act (HOME) entitlement grant funds to the U.S. Department of
Housing and Urban Development (HUD).
Summary
Santa Monica is a longtime recipient of Community Development Block Grant (CDBG)
and HOME Investment Partnerships Program (HOME) entitlement
funds provided through the United States Department of Housing and Urban
Development (HUD). The City must submit a Council-approved Annual Action Plan to
HUD to demonstrate that funds will be expended in a manner consistent with the
community development strategy outlined in the City-approved 2020-24 Consolidated
Plan.
The Proposed FY 2022-23 Annual Action Plan (Attachment A) allocates an estimated
$1.97 million in CDBG and HOME funds to activities that align with the priority needs
identified in the 2020-24 Consolidated Plan and advances Council’s priorities to Address
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Homelessness, promote a Clean and Safe Santa Monica, and cultivate an Equitable and
Inclusive Economic Recovery. Funds would support a trio of capital improvement
projects in an eligible park, continued tenant-based rental assistance to qualifying
households, and ongoing community-based services to low-income individuals and
people experiencing homelessness.
Discussion
The CDBG program dates to the Ford Administration and is designed to benefit the
residents of eligible low- and moderate-income neighborhoods. The HOME Program
was enacted in 1990 and is the largest Federal block grant to state and local
governments designed exclusively to support low-income households. Activities eligible
for funding include community facilities and improvements, preservation of
affordable housing, public services, economic development, and program
administration.
The City’s current FY 2020-2024 Consolidated Plan, originally approved by Council
on June 9, 2020 (Attachment B) and later amended to incorporate an additional onetime
allocation of CDBG CARES Act funding (CDBG-CV), identifies high-priority community
needs, establishes housing and community development strategies, and institutes a set
of objectives to guide Federal funding decisions throughout its five program
years. Priority needs were identified through the Consolidated Plan’s Needs
Assessment and Market Analysis, which incorporated data from the Census and the
American Community Survey; local information from City documents such as the
Housing Element, Action Plan to Address Homelessness in Santa Monica,
and Assessment of Fair Housing Plan; and input from the public, City commissions, City
staff, partner organizations, online survey responses, and interviews with key
community stakeholders.
Priority needs identified in the Consolidated Plan are as follows:
• Expand and Improve Public Infrastructure and Facilities
• Preserve and Develop Affordable Housing
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• Public Services and Quality of Life Improvements
• Economic Development Opportunities
• Homelessness Housing and Support Services
• Fair Housing
The Proposed FY 2022-23 Annual Action Plan represents the third year of the
City’s FY 2020-24 Consolidated Plan and is part of the City’s broader effort to support its
most vulnerable community members through local and regional programs. Activities
proposed for funding align with both the priority needs identified in the Consolidated
Plan as well as community priorities to Address Homelessness, promote a Clean and
Safe Santa Monica, and cultivate an Equitable and Inclusive Economic Recovery, as
established by Council on March 13, 2021. Included among the proposed activities are
three eligible and previously unfunded projects in the City’s Capital Improvements
Program (CIP). All three CIP projects are co-located on the Virginia Avenue Park
campus in the Pico Neighborhood and serve the dual purpose of advancing
Consolidated Plan goals while also reducing potential future demands on the City’s
General Fund. Additional activities such as tenant-based rental assistance (TBRA),
minor home modifications for people with disabilities, and public service offerings to
vulnerable populations continue ongoing commitments originally identified in the
Consolidated Plan.
HUD has yet to formally announce FY 2022-23 CDBG and HOME funding allocations.
For the purposes of preparing the Proposed FY 2022-23 Annual Action Plan, staff
presumes that forthcoming allocations will remain essentially flat in FY 2021-22. Total
projected FY 2022-23 CDBG and HOME resources are detailed below.
FUNDING TYPE CDBG HOME TOTAL
Entitlement $1,200,000 $613,000 $1,813,000
Prior-Year Funds $75,000 $ - $75,000
Program Income $40,000 $40,000 $80,000
$1,315,000 $653,000 $1,968,000
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Proposed activities for the FY 2022-23 program year include:
Thelma Terry Center Improvements (CDBG)
$ 570,732
The project will allow the Thelma Terry Center to fully return to its
intended purpose as a well-utilized space for community meetings and
events in anticipation of the opening of the Virginia Avenue Park (VAP)
Community Kitchen, which is also located within this facility. Work would
include interior restoration of Community Workshop 3, addition of a
building access control system, HVAC upgrades, installation of energy
efficient light fixtures, and aesthetic landscaping improvements.
Teen Center Courtyard Safety Improvements (CDBG)
$ 175,000
The VAP Teen Center courtyard is intended to be a safe, enclosed,
outdoor space for neighborhood youth and as a gathering place for
community events, but the space has been subject to intense heat from
direct sunlight in the summer months and to recurring flooding during
bouts of rain. The project seeks to add a much-needed shade solution
and to install a long-term drainage system to ensure that the courtyard
remains safe and accessible year-round.
Park Center Building - Fitness Room Safety Improvements (CDBG)
$ 120,000
Located in VAP’s Park Center Building, Fitness Rooms 1 and 2 are used
by the City and partner agencies to provide out-of-school-time youth
programming and community-based fitness classes. However, damage
to the flooring has created a safety hazard. Replacement of the floors
would restore the room to its intended state to support the health and
wellbeing of community members.
Tenant-Based Rental Assistance/TBRA (HOME)
$ 495,750 Rental subsidies for qualifying low-income households who may be at
risk of losing housing.
Home Access Program – (CDBG)
$ 36,644 Administered by the Disability Community Resource Center, the
Independent Living Service/Home Access Program (HAP) provides
minor home modifications for low-income persons with disabilities.
Public Services (CDBG)
$ 164,624
- The Santa Monica Retention Program assists low-income families in
retaining housing and achieving economic independence.
- The Santa Monica Employment Program assists low-income
individuals and people experiencing homelessness in developing
skills to obtain and maintain employment.
- The General Community Legal Services program provides legal
assistance to low-income residents, including tenant harassment
and eviction prevention.
Administration & Planning (CDBG, HOME)
Up to 20% of CDBG and 10% of HOME funding is allocated to staff
time and resources required to administer programs in compliance with
federal regulations.
$ 313,300
CHDO Reserve (HOME) $ 91,950
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15% set-aside for Community Development Housing Organization
activities (regulatory requirement)
TOTAL $1,968,000
The following contingencies apply to FY 2022-23 activities proposed for funding:
• As of the writing of this staff report, HUD had yet to formally announce CDBG and
HOME allocation amounts for FY 2022-23. Once allocations are released, funding
for proposed activities will be adjusted to account for all available resources. Any
additional CDBG funding is proposed to be applied to expand the scope of the
Thelma Terry Center project, and any additional HOME funding is proposed to be
used to increase funding for Tenant-Based Rental Assistance.
• Annual Action Plans are ordinarily due to HUD on May 15, or 45 days prior to the
start of the City’s fiscal year. However, per HUD Notice CPD-22-05 received by the
City on April 4, 2022, and with respect to the delay in the release of FY 2022-23
CDBG and HOME allocations, the 2022-23 Annual Action Plan is now due to HUD
60 days after the HUD’s official allocation announcement date.
• Since 2017, HUD has waived the regulatory requirement that entitlement
jurisdictions set aside 15% of their annual HOME allocation for Community Housing
Development Organization activities. Should the waiver be announced for
the FY 2022-23 program year, the funds would be used to increase funding for
Tenant-Based Rental Assistance (TBRA) and/or HOME Administration.
Public Participation
Pursuant to Municipal Code Section 2.68.050, the City has adopted a public participation
process which requires a minimum of two public hearings prior to approval of an Annual
Action Plan. To meet the requirement, staff advertised public hearings to inform
development of the Proposed FY 2022-23 Annual Action Plan. Public hearings took
place during the February 28, 2022 meeting of the Social Services Commission and the
March 19, 2022 meeting of the Virginia Avenue Park Advisory Board. All meetings were
held via teleconference pursuant to State of California Executive Order N-29-20 and in
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accordance with HUD’s temporary waiver of Community Planning and Development
requirements to allow for virtual public hearings in lieu of in-person public hearings.
The Proposed FY 2022-23 Annual Action Plan was also made available for a 30-day
public review period beginning on April 6, 2022. All public comments received to-date
are included in the Proposed FY 2022-23 Annual Action Plan. Any input received
through the public review process and public hearings will be incorporated into the final
version of the Annual Action Plan prior to HUD submittal.
Past Council Actions
Meeting Date Description
June 9, 2020 (Attachment C) Approval of FY 2020-24 Consolidated Plan
and FY 2020-21 Annual Action Plan
March 13, 2021 (Attachment D)
Adoption of Community Priorities to Guide
the Budget Process for Fiscal Years 2021-2023
April 27, 2021 (Attachment E) Approval of FY 2021-22 Annual Action Plan
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of
the recommended action. The funding recommendations for the awards will be included
in the City’s Proposed FY 2022-23 Budget and are subject to City Council approval.
HUD’s submission requirements for the CDBG and HOME Consolidated Plan and
Annual Action Plan precede the City Council’s adoption of the City’s Budget.
Acronym Glossary
HUD: United States Department of Housing and Urban Development
CDBG: Community Development Block Grant
HOME: Home Investment Partnerships Program
CARES Act: Coronavirus Aid, Relief, and Economic Security Act
CDBG-CV: Onetime CDBG funding awarded under the CARES Act
TBRA: Tenant-Based Rental Assistance
CHDO: Community Housing Development Organization
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Prepared By: Marc Amaral, Administrator
Approved
Forwarded to Council
Attachments:
A. Attachment A: Proposed 2022-23 Action Plan - Public Review
B. Attachment B: 2020-24 Consolidated Plan
C. Attachment C: June 9, 2020 Staff Report (Web Link)
D. Attachment D: March 13, 2021 Staff Report (Web Link)
E. Attachment E: April 27, 2021 Staff Report (Web Link)
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Public Review Draft - April 2022
For CDBG and HOME funds received through the
U.S. Department of Housing and Urban Development
City of Santa Monica
2022 - 2023 Action Plan (Proposed)
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The 2022-23 Annual Action Plan represents the third year of the City of Santa Monica 2020-24
Consolidated Plan, as adopted by Council on June 9, 2020 and approved by the U.S. Department of
Housing and Urban Development (HUD). The Annual Action Plan is prepared in response to a
consolidated process developed by HUD for the Community Development Block Grant (CDBG) and the
Home Investment Partnership Act (HOME) programs.
The Consolidated Plan outlines housing, community, and economic development needs, priorities,
strategies, and projects to be undertaken by the City of Santa Monica with the funds received from the
U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City
receives an annual share of federal Community Development Block Grant (CDBG) and HOME funds. In
order to receive its CDBG and HOME entitlement, the City must submit an Annual Action Plan to HUD
prior to the start of each program year. CDBG and HOME funds are intended to provide lower and
moderate-income households with viable communities, including decent housing, a suitable living
environment, and expanded economic opportunities. Eligible activities include community facilities and
improvements, housing rehabilitation and preservation, development activities, public services,
economic development, planning, and program administration.
The Annual Action Plan serves the following functions: 1) a planning document for the City, which builds
upon a citizen participation process; 2) an application for federal funds under HUD’s formula grant
programs; 3) a strategy for the upcoming fiscal year that describes programs and projects to be
undertaken to meet established goals; and 4) a basis for assessing performance. It is important to note
that the Consolidated Plan identifies priority community needs and establishes a framework for goals to
be achieved during the 2020-24 five-year period. The priority needs and associated goals detailed in the
Consolidated Plan serve as the basis for the programs and activities identified in this 2022-23 Annual
Action Plan.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis, or the strategic plan.
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Priorities identified in the 2020-24 Consolidated Plan are based on input and recommendations from
City staff, local organizations, and the public participation process. The strategies described herein
advance Santa Monica’s goals for assisting low and moderate income persons and neighborhoods with
funds made available through the 2020-24 Consolidated Plan and Annual Action Plans. The affordable
housing and development needs of a community will always outweigh the resources available to
address those needs. Therefore, it is necessary to prioritize the use of available funds to the highest and
best use to meet the most pressing needs for community development, economic development,
housing, persons experiencing homelessness, and special needs populations. For details regarding the
activities identified in this 2022-23 Annual Action Plan and their relation to the objectives listed below,
please refer to sections AP-20 (Annual Goals and Objectives) and AP-35 (Projects). The City’s objectives,
goals and anticipated outcomes identified in the 2020-24 Consolidated Plan are shown in the following
table.
2020-24 Consolidated Plan Goals
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3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
Accomplishments by City Departments and numerous non-profit organizations are submitted to HUD
annually via the Consolidated Annual Performance and Evaluation Report (CAPER) and the Integrated
Disbursement and Information System (IDIS) following the end of each program year. The list below
identifies some of the accomplishments reported on the 2020 CAPER for activities completed through
the first year of the current 2020-24 Consolidated Plan.
• 638 households supported through the COVID-19 Emergency Rental Assistance Program (ERAP)
• 41 households receiving tenant-based rental assistance (TBRA) to subsidize rental expenses
(HOME)
• Home accessibility modifications to 7 units for special needs populations, including the elderly,
frail elderly, and persons with disabilities (CDBG)
• Legal services to 590 low-income program participants to promote access to justice, fair
housing, and strengthen communities (CDBG)
• Job training, readiness workshops, and employment to 169 participants (CDBG)
• Public service programs that provide housing and supportive services to 127 persons
experiencing homelessness (CDBG)
The City recognizes that the evaluation of past performance is critical to ensuring the City and its
subrecipients are implementing activities effectively and that those activities align with the City’s overall
strategies and goals. The City will continue to track performance of programs and the 2020-24
Consolidated Plan strategies to ensure steady progress toward established five-year goals.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
The City considers the involvement of its low- and moderate-income residents to be essential to the
development and implementation of its Consolidated Plan and Annual Action Plans. To that end,
residents and community stakeholders of Santa Monica played a significant role in the preparation of
the Draft 2020-24 Consolidated Plan. The City’s Citizen Participation Plan was utilized to encourage
citizen input. Actions taken by the City to obtain citizen participation included presentations at City
Commission meetings, online/website communication, community stakeholder interviews, a widely
distributed online survey, public notices, and public hearings.
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Well-publicized public hearings were held at City Commission meetings in February 2020, and the
original draft 2020-24 Consolidated Plan and 2020-21 Annual Action Plan were available for a thirty day
public review and comment period starting on March 16, 2020. Following the receipt of CARES Act
funding, the City incorporated the use of CDBG-CV funds into the Consolidated Plan and 2020-21 Annual
Action Plan. The revised plans were republished for an expedited five-day review and comment period
pursuant to the flexibility provided under the CARES Act. The completed plans were approved by City
Council on June 9, 2020. These sessions were part of a concerted effort to obtain as much public input
as possible in the preparation of the Plans. The 2020-24 Consolidated Plan and 2020-21 Annual Action
Plan were amended in October 2020 to incorporate an additional allocation of CARES Act funding
(CDBG-CV3), which increased resources available for the City's COVID-19 Emergency Rental Assistance
Program (ERAP).
In order to inform development of this 2022-23 Annual Action Plan, and in accordance with the City's
Citizen Participation Plan as documented in Chapter 2.68 of the Santa Monica Municipal Code,
advertised public hearings to receive input on the development of the 2022-23 Annual Action Plan were
held at the February 28, 2022 meeting of the Social Services Commission and at the March 19, 2022
meeting of the Virginia Avenue Park Advisory Board. The 2022-23 Annual Action Plan is now made
available for a well-advertised 30-day public review period beginning April 6, 2022. City Council is
scheduled to consider formal approval of the 2022-23 Annual Action Plan at its April 26, 2022 meeting.
The public review period and public hearings were noticed in accordance with the Citizen Participation
Plan and included official notices in the Santa Monica Daily Press. Notices invited participation from
Spanish speakers and offered disability-related accommodations upon request. These sessions are part
of a concerted effort to obtain significant public input during preparation of the plan.
Following HUD approval, the 2022-23 Annual Action Plan will be made available online at
https://www.santamonica.gov/community-development-block-grant-and-home-investment-
partnership-programs. Hard copies can be requested by contacting the Housing and Human Services
Division at (310) 458-8701 or humanservices@santamonica.gov.
The City’s Citizen Participation Plan will continue to guide the preparation and/or revision of the
Consolidated Plan, Annual Action Plans, and Consolidated Annual Performance & Evaluation Reports
(CAPERs) over the three remaining program years in the 2020-24 Consolidated Plan.
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
Any comments received at the aforementioned public hearings, during the 30-day public review period,
or at the April 26, 2022 Council meeting will be included in the Public Participation attachment to the
final, Council-approved Annual Action Plan. All input received will be incorporated into the Annual
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Action Plan prior to final submission to HUD to the extent possible. Copies of the public hearing notices
are attached to this final Plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments and input received to date have been accepted and documented within this plan, to the
extent possible.
7. Summary
Not applicable.
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator SANTA MONICA CSD / Housing and Human
Services Division
HOME Administrator SANTA MONICA CSD / Housing and Human
Services Division
Table 1 – Responsible Agencies
Narrative (optional)
The City of Santa Monica’s Housing and Human Services Division (HHSD) of the Community Services
Department (CSD) served as the lead agency in coordinating development of the 2022-23 Annual Action
Plan. HHSD staff is responsible for administration of Community Development Block Grant (CDBG) and
HOME Investment Partnerships Program (HOME) funds and works to ensure a consistent approach to
administering projects and progressing towards goals. In addition, HHSD works with public agencies, for-
profit, and non-profit organizations that play a part in the provision of affordable housing and
community services in Santa Monica.
The City currently uses HOME funding for Tenant Based Rental Assistance (TBRA) and continues to
closely monitor available federal funding, adjusting its lease up as necessary. The City adheres to income
limits established by HUD in order to determine eligibility for programs and for income targeting
purposes. Income eligibility is determined by comparing the annual income of an applicant to the
applicable income limits for their family size. In order to be income eligible a family must be a very low-
income, low-income, or moderate-income family.
Consolidated Plan Public Contact Information
Community Services Department
Housing and Human Services Division
1685 Main Street
MS22
Santa Monica, CA 90401
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Phone: 310-458-8701
humanservices@santamonica.gov
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l))
Despite a robust investment of local resources in human services, including services for people who are
homeless, the City continues to be impacted by the overall rise in need for social services in the region.
As one of 88 cities in Los Angeles County, and sharing all borders with the City of Los Angeles, Santa
Monica encourages surrounding communities to take on their “fair share” of the cost and resource
burden of providing services for people who are homeless.
The City continues to work with neighboring communities to develop progressive and compassionate
solutions that foster access to appropriate housing and services in every community. Santa Monica is an
active participant in the United Way of Greater Los Angeles’ Home for Good plan, which seeks to end
chronic and veteran homelessness in Los Angeles County by 2016. The plan is focused on aligning
existing resources, improving coordination of private and public funding, and targeting the most chronic
and vulnerable individuals for immediate housing. This plan has been effective in bringing regional
partners together to form collaborative efforts and improving coordination between public (housing
authorities, County Depts. of Mental Health, Public Health, Health Services and Public Social Services)
and private (foundations, corporations, housing developers, non-profit organizations, faith
communities) services. In addition, since 2013, the City has participated in the development and
implementation of the Continuum of Care Coordinated Entry System (CES), in accordance with HUD
requirements. CES seeks to unify the assessment process to ensure people who are homeless are
prioritized for the most appropriate housing options, while enhancing coordination of housing and
services through deeper collaboration. CES brings together local resources with county departments,
housing authorities, mainstream benefits, the Veterans Administration (VA), and private sector partners.
Since 2015, the City has participated in the development and implementation of LA County’s Homeless
Initiative, which produced 47 strategies to remove barriers and streamline access to housing and
services across county departments, local cities, and service providers. The City also supported the
county-wide effort to pass Measure H, which passed in 2017 and adds a quarter cent sales tax that will
generate over $300 million over ten years to implement the Homeless Initiative strategies.
The City coordinates resources and services through the Housing and Human Services Division (HHSD),
which includes a Homeless Initiatives Team of 4 FTE that manages City grant funds to non-profit
agencies, oversees service delivery to homeless individuals on the City’s by-name Service Registry as
well as to low-income seniors and people with disabilities. The City’s approach is aligned with the
Continuum of Care priorities and best practices such as identification and prioritization of the most
acute and chronically homeless individuals for local housing and services using a Housing First model.
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HHSD also supports a community-wide safety net that provides services to youth, families, and low-
income households to promote housing stability, economic opportunities, education, and health.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City coordinates with the Continuum of Care by actively participating in the Los Angeles County
Homeless Initiative which is driven by the County Executive Office and the Los Angeles Homeless
Services Authority, as the CoC lead agency. Santa Monica is focusing especially on County strategies that
create a coordinated system, subsidize housing, and increase the supply of affordable housing. This plan
has been effective in bringing regional partners together to form collaborative efforts and improving
coordination between public (housing authorities, County Depts. of Mental Health, Public Health, Health
Services and Public Social Services) and private (foundations, corporations, housing developers,
nonprofit organizations, and faith based communities) housing and services. A Santa Monica city staff
member, representing the Westside Council of Governments, is participating on LAHSA’s newly
established Regional Homeless Advisory Council which will establish a CoC Governance Board. The City
extends its involvement with regional partners by continuing to work with United Way of Greater LA
Home for Good plan, to address chronic and veteran homelessness in Los Angeles County. Home For
Good is focused on aligning existing resources and improving coordination of private and public funding.
The City has participated in the development and implementation of the Continuum of Care
Coordinated Entry System (CES), in accordance with HUD requirements. CES seeks to standardize the
assessment process to ensure people who are homeless are matched to the most appropriate housing
options, while enhancing coordination of housing and services through intensive collaboration. CES
brings together local resources with county departments, housing authorities, mainstream benefits, the
Veterans Administration (VA), and private sector partners. Staff from the City’s Housing and Human
Services Division also participates in CoC planning meetings, quarterly CoC meetings and LAHSA
Commission meetings to provide comment on critical CoC issues such as performance measures,
evaluation tools, and NOFA prioritization.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City of Santa Monica is part of the Los Angeles Continuum of Care (CoC) led by the Los Angeles
Homeless Services Authority (LAHSA). LAHSA establishes priorities for the CoC, including performance
standards, evaluation, and Coordinated Entry System procedures. The City participates in quarterly CoC
meetings to discuss funding priorities, evaluation tools and performance measures. All CoC funded
programs are required to submit Annual Performance Reports (APR) to the CoC lead agency LAHSA. The
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City manages an independent Homeless Management Information System (HMIS) that was initially
funded through HUD CoC, and is currently supported with local general funds. Data from Santa Monica’s
HMIS is uploaded regularly to the CoC HMIS system. The City holds a monthly HMIS Steering Committee
meeting with local service provider HMIS leads to update policies and procedures and discuss
administrative issues related to the local HMIS. Local consent forms and policies are consistent with CoC
standards. City-funded programs share this common computerized database to track unduplicated
participants and their outcomes, as well as to coordinate case management within the system. The City
was one of the first communities nationally to build the Vulnerability Index assessment into an existing
HMIS, which allowed for the full integration of the Service Registry into HMIS to improve case
coordination and outcome reporting.
The City does not administer ESG funds.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction’s consultations with housing, social service agencies and other
entities
1 Agency/Group/Organization Housing Commission
Agency/Group/Organization Type Other government - Local
City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment
Public Housing Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
2 Agency/Group/Organization Social Services Commission
Agency/Group/Organization Type Other government - Local
City Commission
What section of the Plan was addressed by Consultation? Homelessness Strategy
Non-Homeless Special Needs
Community Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
3.A.a
Packet Pg. 34 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
11
OMB Control No: 2506-0117 (exp. 09/30/2021)
3 Agency/Group/Organization Disabilities Commission
Agency/Group/Organization Type Other government - Local
City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Services for Persons with Disabilities
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
4 Agency/Group/Organization Commission for the Senior
Community
Agency/Group/Organization Type Other government - Local
City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Services for Seniors
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
5 Agency/Group/Organization Commission on the Status of
Women
Agency/Group/Organization Type Other government - Local
City Commission
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Services for Women
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
6 Agency/Group/Organization Early Childhood Task Force
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Community Service Needs for Youth
and Families
3.A.a
Packet Pg. 35 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Advisory Group Meeting and
Discussion
7 Agency/Group/Organization Virginia Avenue Park Advisory
Board
Agency/Group/Organization Type Other government - Local
Advisory Group
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Community Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Advisory Board Meeting and
Discussion
8 Agency/Group/Organization Cradle to Career Group
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Economic Development
Community Services for Youth and
Families
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Workgroup Meeting and Discussion
9 Agency/Group/Organization Senior Housing Task Force
Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Workgroup Meeting and Discussion
10 Agency/Group/Organization St. Joseph Center
Agency/Group/Organization Type Services-homeless
Non-Profit
3.A.a
Packet Pg. 36 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
13
OMB Control No: 2506-0117 (exp. 09/30/2021)
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically
homeless
Homeless Needs - Families with
children
Homelessness Needs - Veterans
Homelessness Needs -
Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
11 Agency/Group/Organization Meals on Wheels West
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with Disabilities
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
12 Agency/Group/Organization Hospitality Training Academy
Agency/Group/Organization Type Services-Employment
Non-Profit
What section of the Plan was addressed by Consultation? Economic Development
Job Training
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
13 Agency/Group/Organization Venice Family Clinic
Agency/Group/Organization Type Services-Health
Non-Profit
3.A.a
Packet Pg. 37 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
14
OMB Control No: 2506-0117 (exp. 09/30/2021)
What section of the Plan was addressed by Consultation? Homeless Needs - Families with
children
Non-Homeless Special Needs
Family Health Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
14 Agency/Group/Organization Chrysalis
Agency/Group/Organization Type Services-Employment
Non-Profit
What section of the Plan was addressed by Consultation? Economic Development
Job Training
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
15 Agency/Group/Organization Upward Bound House
Agency/Group/Organization Type Services-homeless
Non-Profit
What section of the Plan was addressed by Consultation? Homeless Needs - Families with
children
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Service Provider participates in
public meetings as-needed.
16 Agency/Group/Organization WISE & Healthy Aging
Agency/Group/Organization Type Services-Elderly Persons
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Services for Seniors
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
3.A.a
Packet Pg. 38 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
15
OMB Control No: 2506-0117 (exp. 09/30/2021)
17 Agency/Group/Organization JVS SoCal
Agency/Group/Organization Type Services-Employment
Non-Profit
What section of the Plan was addressed by Consultation? Economic Development
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
18 Agency/Group/Organization Westside Food Bank
Agency/Group/Organization Type Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Food Insecurity
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
19 Agency/Group/Organization CLARE|MATRIX
Agency/Group/Organization Type Services-Health
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Youth
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
20 Agency/Group/Organization Providence Saint Johns
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Youth and Families
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
3.A.a
Packet Pg. 39 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
16
OMB Control No: 2506-0117 (exp. 09/30/2021)
21 Agency/Group/Organization Legal Aid Foundation of Los Angeles
Agency/Group/Organization Type Service-Fair Housing
Non-Profit
What section of the Plan was addressed by Consultation? Fair Housing
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
22 Agency/Group/Organization Santa Monica college
Agency/Group/Organization Type Services-Education
What section of the Plan was addressed by Consultation? Education
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
23 Agency/Group/Organization Santa Monica Boys and Girls Club
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Youth
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
24 Agency/Group/Organization The People Concern
Agency/Group/Organization Type Services - Housing
Services-homeless
Non-Profit
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically
homeless
Homeless Needs - Families with
children
Homelessness Needs - Veterans
Homelessness Needs -
Unaccompanied youth
Homelessness Strategy
3.A.a
Packet Pg. 40 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
17
OMB Control No: 2506-0117 (exp. 09/30/2021)
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
25 Agency/Group/Organization Step Up On Second, Inc.
Agency/Group/Organization Type Services - Housing
Services-homeless
Non-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
26 Agency/Group/Organization Connections for Children
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Youth and Families, Childcare
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
27 Agency/Group/Organization Family Service of Santa
Monica/Vista Del Mar
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Youth and Families, Mental Health
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
28 Agency/Group/Organization Growing Place
Agency/Group/Organization Type Services-Children
Non-Profit
3.A.a
Packet Pg. 41 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
18
OMB Control No: 2506-0117 (exp. 09/30/2021)
What section of the Plan was addressed by Consultation? Youth and Families, Childcare
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
29 Agency/Group/Organization Disability Community Resource
Center
Agency/Group/Organization Type Services-Persons with Disabilities
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings as-
needed.
30 Agency/Group/Organization COMMUNITY CORPORATION OF
SANTA MONICA
Agency/Group/Organization Type Housing
Non-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Low income housing provider;
Participates in public meetings as-
needed.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting
The City continues to consult with a wide variety of agencies and organizations involved in activities that
are relevant to CDBG and HOME activities and programs.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic
Plan overlap with the goals of each
plan?
Continuum of Care Los Angeles Homeless
Services Authority Homelessness Strategy
3.A.a
Packet Pg. 42 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
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Name of Plan Lead Organization How do the goals of your Strategic
Plan overlap with the goals of each
plan?
Land Use and Circulation Element City City Vision and Goals
Housing Element City City Guidelines and Plans for Housing
Action Plan to Address Homelessness City Homelessness Strategy
SMHA Public Housing Five-Year Plan Housing Authority Coordination of Efforts
Analysis of Impediments to Fair
Housing Choice Housing Authority Fair Housing Objectives & Plan
Assessment of Fair Housing Housing Authority Fair Housing Objectives & Plan
Human Services Grant Program
Funding Rationale City Coordination of Efforts
Evaluation of Services for Older
Adults City Services for Senior Citizens
Youth Wellbeing Report Card City Programs for Youth and Teens
Youth Violence Prevention in SM: An
Action Plan City Programs for Youth and Teens
2018 Resident Satisfaction Survey City City Vision and Goals
2021-23 City Council Priorities City City Vision and Goals
Table 3 – Other local / regional / federal planning efforts
Narrative (optional)
The City of Santa Monica has established a number of commissions and advisory boards comprised of
interested citizens to monitor the needs of the community and advise the City Council on the best way
to address these needs. The Housing and Human Services Division meets regularly with the Housing
Commission, Social Services Commission, Disabilities Commission, Commission for the Senior
Community, Virginia Avenue Park Advisory Board, and Commission on the Status of Women to discuss
high priority community needs.
The City also partners with over 20 local non-profit organizations to ensure the adequate provision of
housing and community services in Santa Monica. The organizations are invited to Commission meetings
and to the Public Hearings, where their ideas, expressions of need, and information on program
activities are sought. More information on the City’s non-profit partners for the Human Services Grants
Program can be viewed at www.santamonica.gov/human-services-grants-program.
The City also works closely with a network of other private and public entities that constitute a
comprehensive network of resources. These include key public and quasi-public agencies, coalitions and
groups, such as the California Department of Housing and Community Development, California
Employment Development Department, Federal Emergency Management Agency, Los Angeles County
3.A.a
Packet Pg. 43 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Department of Child and Family Services, Los Angeles County Department of Public Health, Los Angeles
County Department of Health Services, Los Angeles County Department of Mental Health, Los Angeles
County Department of Public Social Services, Los Angeles Homeless Services Authority, Los Angeles
County Housing Authority, Los Angeles County Metropolitan Transportation Authority, Los Angeles
County Development Authority. Santa Monica-Malibu Unified School District, United Way, and Westside
Cities Council of Governments.
Funding for affordable housing is provided to nonprofit affordable housing organizations pursuant to the
City’s Housing Trust Fund Guidelines and rental housing vouchers are provided pursuant to the Santa
Monica Housing Authority’s 5-Year Administrative and Annual Plans. Social service delivery by non-profit
agencies is coordinated through the City’s Human Services Grants Program which is approved annually
by the City Council during the budget adoption process. The City Council approves projects and
programs that meet the City’s goals. In addition, the Westside Coalition has representatives from
agencies involved with emergency shelter, affordable housing, and supportive services on the Westside
of Los Angeles. The Coalition meets monthly to coordinate efforts, including advocacy in the county,
state, and federal government.
3.A.a
Packet Pg. 44 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
21
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City considers the involvement of its low- and moderate-income residents to be essential to the
development and implementation of its Five-Year Consolidated Plan and Annual Action Plans. The
residents of Santa Monica played a significant role in the preparation of the Consolidated Plan. While
developing the 2020-24 Consolidated Plan, the City’s Citizen Participation Plan was utilized to encourage
citizen input as the City launched a collaborative effort to consult with elected officials, commissioners,
City departments, community stakeholders, and beneficiaries of entitlement programs to inform and
develop the priorities and strategies contained within the five-year plan. Actions taken by the City to
obtain citizen participation included: presentations at City meetings, online/website communication,
stakeholder interviews, a widely-distributed online survey, public notices, and public hearings. The City’s
outreach and consultation strategies included the formation of community outreach partnerships with
housing, service, and mental health providers; workforce developers; community advocates; and others.
The City’s Citizen Participation Plan will continue to guide the preparation (and/or revision) of the
Consolidated Plan, Annual Action Plans, and Consolidated Annual Performance Evaluation Reports
(CAPERs) over the three remaining program years in the 2020-24 Consolidated Plan.
In order to inform development of this 2022-23 Annual Action Plan, and in accordance with the City's
Citizen Participation Plan as documented in Chapter 2.68 of the Santa Monica Municipal Code,
advertised virtual public hearings to receive input on the development of the 2022-23 Annual Action
Plan were held remotely at the February 28, 2022 meeting of the Social Services Commission and at the
March 19, 2022 meeting of the Virginia Avenue Park Advisory Board. The 2022-23 Annual Action Plan is
now made available for a well-advertised 30-day public review period beginning April 6, 2022. City
Council is scheduled to consider formal approval of the 2022-23 Annual Action Plan at its April 26, 2022
meeting. The public review period and public hearings were noticed in accordance with the Citizen
Participation Plan and included official notices in the Santa Monica Daily Press. Notices invited
participation from Spanish speakers and offered disability-related accommodations upon request. These
sessions are part of a concerted effort to obtain significant public input during preparation of the plan.
3.A.a
Packet Pg. 45 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
22
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Outreach
1
Mode of Outreach Public Hearing
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Non-English Speaking - Specify other language: ASL
Non-targeted/broad community
Vulnerable Individuals and Households
Summary of
Response/Attendance
Hosted by the Social Services Commission, 30+ attendees,
including commissioners, presenters, and members of the
public.
Summary of Comments
Received
Commissioners expressed general support for proposed uses of
funding. There were no public requests to speak. One written
comment (attached): use HOME funds to encourage
homeownership for minorities, do not fund social (public)
services for homelessness, fund programs for school-aged
youth, restrict low income housing development in the Pico
Neighborhood, prioritize low-income housing placement for
rent burdened residents of the Pico Neighborhood.
Summary of comments
not accepted and reasons All comments were accepted.
URL (If applicable) www.smgov.net/ssc
2
Mode of Outreach Public Meeting
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Non-targeted/broad community
Virginia Avenue Park Advisory Board
Summary of
Response/Attendance
Hosted by the Virginia Avenue Park Advisory Board, 20+
attendees, including commissioners, presenters, and members
of the public.
Summary of Comments
Received
Commissioners asked about eligible uses of CDBG/HOME
funds, project selection process, and viability of funding for
affordable housing projects; also expressed general support for
proposed uses of funding. There were no public requests to
speak. One written comment (attached): use HOME funds to
encourage homeownership for minorities, do not fund social
(public) services for homelessness, fund programs for school-
aged youth and low-income seniors, restrict low income
housing development in the Pico Neighborhood, prioritize low-
income housing placement for rent burdened residents of the
Pico Neighborhood, purchase and convert an existing home
into a an African-American Museum and Cultural Center
Summary of comments
not accepted and reasons All comments were accepted.
URL (If applicable) www.smgov.net/vapab
3.A.a
Packet Pg. 46 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
23
OMB Control No: 2506-0117 (exp. 09/30/2021)
3
Mode of Outreach Public Review & Comment Period
Target of Outreach
Minorities
Non-English Speaking - Specify other language: Spanish
Persons with disabilities
Non-targeted/broad community
Residents of Public and Assisted Housing
Vulnerable Individuals and Households
Summary of
Response/Attendance In Progress
Summary of Comments
Received
Any comments received will be summarized here and attached
to the final plan.
Summary of comments
not accepted and reasons All comments will be accepted.
URL (If applicable) www.santamonica.gov/community-development-block-grant-
and-home-investment-partnership-programs
4
Mode of Outreach Public Meeting
Target of Outreach Non-targeted/broad community
Summary of
Response/Attendance
City Council will consider approval the 2022-23 Annual Action
Plan on April 26, 2022.
Summary of Comments
Received
Any comments received will be summarized here and attached
to the final plan.
Summary of comments
not accepted and reasons All comments will be accepted
URL (If applicable) www.santamonica.gov/topic-explainers/city-council
5
Mode of Outreach Newspaper Ad
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Non-targeted/broad community
Vulnerable Individuals and Households
Summary of
Response/Attendance
Newspaper advertisements for all Public Hearings and the 30-
Day Public Review period were posted in the Santa Monica
Daily Press, with directions on how to submit public comments
at all phases.
Summary of Comments
Received
Any comments received are referenced within the specific
mode of outreach with which it was associated above.
Summary of comments
not accepted and reasons All comments will be accepted.
3.A.a
Packet Pg. 47 Attachment: Attachment A: Proposed 2022-23 Action Plan - Public Review (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Annual Action Plan
2022-23
24
OMB Control No: 2506-0117 (exp. 09/30/2021)
URL (If applicable) www.smdp.com
6
Mode of Outreach Internet Outreach
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Persons with disabilities
Non-targeted/broad community
Residents of Public and Assisted Housing
Vulnerable Individuals and Households
Summary of
Response/Attendance
Advertisement for the 30-Day Public Review period was posted
on the City webpage of the Housing and Human Services
Division, with directions on how to submit public comment.
Summary of Comments
Received
Any comments received are referenced within the Public
Review & Comment Period item above.
Summary of comments
not accepted and reasons In progress. All comments will be accepted.
URL (If applicable) https://www.santamonica.gov/community-development-
block-grant-and-home-investment-partnership-programs
7
Mode of Outreach Email Blast
Target of Outreach Service Providers/Community Groups
Summary of
Response/Attendance
Email notice of 30-Day Public Review period sent to Human
Services Grants Program (HSGP) agencies and Santa Monica
service providers; boards, commissions, advisory bodies, and
workgroups supported by the Housing and Human Services
Division; Santa Monica Neighborhood Associations
Summary of Comments
Received
Any comments received are referenced within the Public
Review & Comment Period item above.
Summary of comments
not accepted and reasons In progress. All comments will be accepted.
URL (If applicable) N/A
Table 4 – Citizen Participation Outreach
3.A.a
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Annual Action Plan
2022-23
25
OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.
As the City awaits HUD’s formal announcement of 2022-23 CDBG and HOME allocations, the figures shown in the table below reflect estimated
CDBG and HOME funding for FY 2022-23, using rounded actual 2021-22 allocations to form the basis for the estimate. The figure for “Expected
Amount Available Remainder of ConPlan” anticipates level funding based on the projected 2022-23 allocation amounts over the two remaining
years covered by the Consolidated Plan. If there are funding cuts or increases to CDBG or HOME over the coming years, the City will adjust
accordingly and craft Annual Action Plans to include contingency plans reflective of funding realities.
The following contingencies apply to 2022-23 activities proposed for funding:
• As of April 4. 2022, HUD had yet to formally announce CDBG and HOME allocation amounts for FY 2022-23. Once allocations are
released, funding for proposed activities will be adjusted to account for all available resources. Any additional CDBG funding will likely be
applied to expand the scope of the Thelma Terry Center project, and any additional HOME funding will be used to increase funding for
Tenant-Based Rental Assistance and/or HOME Administration.
• Since 2017, HUD has waived the regulatory requirement that entitlement jurisdictions set aside 15% of their annual HOME allocation for
Community Housing Development Organization activities. Should the waiver be announced for the FY 2022-23 program year, these
funds would be used to increase funding for Tenant-Based Rental Assistance (TBRA) and/or HOME Administration.
3.A.a
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Annual Action Plan
2022-23
26
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Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 3 Expected Amount
Available Remainder of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income: $ Prior Year
Resources:
$
Total:
$
CDBG Admin and Planning
Economic Development
Public Improvements
Public Services
1,200,000 40,000 75,000 1,315,000 2,400,000
HOME Tennant-Based Rental
Assistance (TBRA)
Admin and Planning
613,000 40,000 0 653,000 1,226,000
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that
leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment
of CDBG and HOME funds. Even with the use of the City’s Human Services Grants Program funding and local funding committed to the
production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable
housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from
other entities, both public and private.
Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this
type of matching as well as financial matches.
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If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City owns two properties that are leased to a local non-profit at below-market rates for the
operations of homeless services at the Access Center and the SAMOSHEL emergency shelter. A third
City-owned facility is leased to a non-profit providing services to seniors, including those that are
disabled and/or low-income.
The City recently reviewed various City-owned properties and evaluated the sites for potential
affordable housing development. The sites represented a range development potential involving near-
term and long-term opportunities, as well as housing production ‘yield’. One particular site was ready
for redevelopment, and during 2019, the City Council authorized the property at 1318 4th Street to be
developed as 100% affordable housing, including a requirement that a significant portion of the future
affordable housing be targeted to persons experiencing homelessness. The City will continue to monitor
the development potential and readiness of other City-owned properties for use as affordable housing.
Discussion
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
1 1. Expand/Improve Public
Infrastructure/Facilities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Expand/Improve
Public Infrastructure
& Facilities
Economic
Development
Opportunities
CDBG:
$865,732
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
23,370 Persons Assisted
2 2. Provide Safe, Affordable
Housing Opportunities
2020 2024 Affordable
Housing
Non-Homeless
Special Needs
Low/Mod
Areas;
Citywide
Preserve & Develop
Affordable Housing
Public Services &
Quality of Life
Improvements
CDBG:
$36,644
HOME:
$495,750
Tenant-based rental
assistance / Rapid
Rehousing: 25 Households
Assisted
Other: 5 Other
3 3. Provide Vital Services
for LMI & Special Needs
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas;
Citywide
Public Services &
Quality of Life
Improvements
Fair Housing
CDBG:
$80,000
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit: 600
Persons Assisted
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Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
4 4. Economic Development
Opportunities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas;
Citywide
Public Services &
Quality of Life
Improvements
Economic
Development
Opportunities
CDBG:
$40,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 180
Persons Assisted
5 5. Provide Assistance
Homeless Services &
Shelters
2020 2024 Homeless Low/Mod
Areas;
Citywide
Public Services &
Quality of Life
Improvements
Homelessness
Housing & Support
Services
CDBG:
$44,624
Public service activities other
than Low/Moderate Income
Housing Benefit: 140
Persons Assisted
Table 6 – Goals Summary
Goal Descriptions
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1 Goal Name 1. Expand/Improve Public Infrastructure/Facilities
Goal
Description
Completion of three distinct capital projects on the Virginia Avenue Park campus will achieve the following:
-Allow the Thelma Terry Center to fully return to its intended purpose as a well-utilized space for community meetings and
events by completing improvements including interior restoration of Community Workshop 3, additional aesthetic
landscaping, HVAC upgrades, and installation of energy efficient light fixtures and a building access control system.
-Ensure that the Teen Center courtyard can be utilized year-round as a safe, enclosed, outdoor space for neighborhood youth
and as a gathering place for community events by adding a much-needed shade solution and installing a long-term drainage
system
- Support the health and wellbeing of community members by replacing aging and damaged flooring in Fitness Rooms 1 and
2 in the Park Center Building, thereby fully restoring their safe use for out-of-school time youth programming and
community-based fitness classes.
2 Goal Name 2. Provide Safe, Affordable Housing Opportunities
Goal
Description
Increase affordable rental housing opportunities for LMI households through the provision of Tenant-Based Rental
Assistance; Complete minor home modifications for people with disabilities.
3 Goal Name 3. Provide Vital Services for LMI & Special Needs
Goal
Description
Provide general community legal services in a variety of areas, including fair housing awareness, tenant harassment, and
eviction prevention.
4 Goal Name 4. Economic Development Opportunities
Goal
Description
Provide community-based job training and job placement services.
5 Goal Name 5. Provide Assistance Homeless Services & Shelters
Goal
Description
Provide case management, homeless prevention, transitional housing, and housing retention services.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The development of the Annual Action Plan is informed by meetings and discussions between the staff
from the City's Housing and Human Services Division and other City Departments and Divisions, as well
as consultation with housing and social service agencies involved in delivering services for vulnerable
populations in Santa Monica. Public input was solicited through an advertised 30-day public review
period, public hearings at City Commission meetings, and an as an item on the City Council's April 26,
2022 agenda. All projects selected to receive funding meet objectives and goals established in the 2020-
24 Consolidated Plan to address priority needs.
Projects
# Project Name
1 CDBG: Thelma Terry Center Improvements
2 CDBG: Teen Center Courtyard Safety Improvements
3 CDBG: Park Center Building - Fitness Room Safety Improvements
4 CDBG: Independent Living Service/Home Access Program
5 CDBG: Public Services
6 CDBG: Administration
7 HOME: Tenant-Based Rental Assistance
8 HOME: Administration
9 HOME: CHDO Reserve
Table 7 - Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Proposed 2022-23 capital projects were identified from a pool of unfunded projects that aligned with
2020-24 Consolidated Plan priorities while meeting the greatest current needs. As described above,
Consolidated Plan needs and priorities were identified through input received from community leaders,
citizen participation, Commission meetings, and public hearings, with the objective of using limited
resources to have the greatest impact in meeting the most pressing needs. These inputs were described
in the public participation section of the 2020-24 Consolidated Plan. The City also remains in regular
communication with agency officials and partners in county, state, and regional organizations. In
addition, the City’s Community Services, Community Development, and Public Works Departments
continue to explore creative ways to efficiently utilize existing resources to assist those in need.
The COVID-19 pandemic has resulted in a significant increase in social service and housing needs in
Santa Monica, while the decrease in City revenues resulting from the economic impacts of the pandemic
have reduced the City’s ability to adequately address these emergent needs. Concurrently, the
consistent rise in market rents continues to exacerbate the difficulty of finding affordable housing in
Santa Monica. Due to its heavy reliance on the tourism, hospitality and retail sectors, Santa Monica’s
economy was particularly hard hit by the pandemic, with revenues from transient occupancy and sales
taxes and parking related revenues, which accounted for nearly one-half of General Fund revenues prior
to the pandemic, falling 39% in FY 2020-21 from pre-COVID levels, while total General Fund revenues
were down 22% over the same period. City General Fund revenues began to recover in FY 2021-22 as
vaccine availability and other public health measures helped avoid any further large scale economic
disruptions, including business shutdowns. Estimated actual revenues in FY 2021-22 are now
anticipated to be 18% greater than in FY 2020-21. Much of the increase results from rebounds in the
areas hardest hit by the pandemic - Transient Occupancy Taxes, parking-related revenues, and Sales
Taxes. However, even with the strong recovery, General Fund revenues are not projected to exceed
pre-COVID levels until FY 2024-25. As revenues return, the City will make every effort to allocate
funding to address unmet needs in alignment with Council priorities and will continue to identify
opportunities for partnership and alternative funding sources to complement the City’s limited
resources.
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AP-38 Project Summary
Project Summary Information
1 Project Name CDBG: Thelma Terry Center Improvements
Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities
Needs Addressed Expand/Improve Public Infrastructure & Facilities
Funding CDBG: $570,732
Description The project will allow the Thelma Terry Center to fully return to its
intended purpose as a well-utilized space for community meetings and
events in anticipation of the opening of the Virginia Avenue Park (VAP)
Community Kitchen, which is also located within this facility. Work will
include interior restoration of Community Workshop 3, addition of a
building access control system, HVAC upgrades, installation of energy
efficient light fixtures, and aesthetic landscaping improvements.
Target Date 1/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
7790 individuals reside in the anticipated service area comprised of census
block groups 701801.4, 701801.5, 701802.1, 702201.1, and 702300.4. The
combined area includes 4380 low-moderate income individuals (56.23%)
Location Description Thelma Terry Building at Virginia Avenue Park (VAP)
Planned Activities Interior restoration of Community Workshop 3, addition of a building
access control system, HVAC upgrades, installation of energy efficient light
fixtures, and aesthetic landscaping improvements.
2 Project Name CDBG: Teen Center Courtyard Safety Improvements
Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities
Needs Addressed Expand/Improve Public Infrastructure & Facilities
Funding CDBG: $175,000
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Description The VAP Teen Center courtyard is intended to be a safe, enclosed, outdoor
space for neighborhood youth and as a gathering place for community
events, but the space has been subject to intense heat from direct sunlight
in the summer months and to recurring flooding during bouts of rain. This
project seeks to add a much-needed shade solution and to install a long-
term drainage system to ensure that the courtyard remains safe and
accessible year-round.
Target Date 1/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
7790 individuals reside in the anticipated service area comprised of census
block groups 701801.4, 701801.5, 701802.1, 702201.1, and 702300.4. The
combined area includes 4380 low-moderate income individuals (56.23%)
Location Description Teen Center Courtyard at Virginia Avenue Park (VAP)
Planned Activities Installation of a shade structure and a long-term drainage system to
ensure that the courtyard remains safe and accessible year-round.
3 Project Name CDBG: Park Center Building - Fitness Room Safety Improvements
Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities
Needs Addressed Expand/Improve Public Infrastructure & Facilities
Funding CDBG: $120,000
Description Located in VAP’s Park Center Building, Fitness Rooms 1 and 2 are used by
City staff and partner agencies to provide out-of-school time youth
programming and community-based fitness classes. However, damage to
the flooring has created a safety hazard. Replacement of the floors will
restore the room to its intended state to support the health and wellbeing
of community members.
Target Date 1/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
7790 individuals reside in the anticipated service area comprised of census
block groups 701801.4, 701801.5, 701802.1, 702201.1, and 702300.4. The
combined area includes 4380 low-moderate income individuals (56.23%)
Location Description Community Fitness Rooms located in the Park Center Building at Virginia
Avenue Park Campus
Planned Activities Replace flooring in both rooms.
4 Project Name CDBG: Independent Living Service/Home Access Program
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Target Area Low/Mod Areas; Citywide
Goals Supported 3. Provide Vital Services for LMI & Special Needs
Needs Addressed Public Services & Quality of Life Improvements
Funding CDBG: $36,644
Description Independent Living Service/Home Access Program (Disability Community
Resource Center) - Minor home modifications for special needs
populations, including seniors and persons with disabilities.
Target Date 6/30/23
Estimate the number
and type of families
that will benefit from
the proposed activities
Home Modifications for People with Special Needs: 5 Households
Location Description Eligible low-mod rental units citywide, as prioritized by the Disability
Community Resource Center
Planned Activities Complete minor home modifications for special needs populations,
including seniors and persons with disabilities.
5 Project Name CDBG: Public Services
Target Area Low/Mod Areas; Citywide
Goals Supported 3. Provide Vital Services for LMI & Special Needs
4. Economic Development Opportunities
5. Provide Assistance Homeless Services & Shelters
Needs Addressed Public Services & Quality of Life Improvements
Economic Development Opportunities
Homelessness Housing & Support Services
Fair Housing
Funding CDBG: $164,624
Description Santa Monica Retention Program (St. Joseph Center): Provide assertive
outreach and intensive case management, homeless prevention,
transitional housing, and housing retention services.
General Community Legal Services (Legal Aid Foundation of Los Angeles):
Provide a full range of legal services to low-income residents to promote
fair housing awareness, prevent eviction, provide access to justice, and
strengthen communities.
Santa Monica Employment Program (Chrysalis): Provide job training and
job placement services to low-income and homeless residents.
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Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Santa Monica Retention Program (St. Joseph Center): 140 Persons Assisted
General Community Legal Services (Legal Aid Foundation of Los Angeles):
600 Persons Assisted
Santa Monica Employment Program (Chrysalis): 180 Persons Assisted
Location Description Citywide
Planned Activities Santa Monica Retention Program (St. Joseph Center): Provide assertive
outreach and intensive case management, homeless prevention,
transitional housing, and housing retention services.
General Community Legal Services (Legal Aid Foundation of Los Angeles):
Provide a full range of legal services to low-income residents to promote
fair housing awareness, prevent eviction, provide access to justice, and
strengthen communities.
Santa Monica Employment Program (Chrysalis): Provide job training and
job placement services to low-income and homeless residents.
6 Project Name CDBG: Administration
Target Area Low/Mod Areas; Citywide
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities
2. Provide Safe, Affordable Housing Opportunities
3. Provide Vital Services for LMI & Special Needs
4. Economic Development Opportunities
5. Provide Assistance Homeless Services & Shelters
Needs Addressed Expand/Improve Public Infrastructure & Facilities
Preserve & Develop Affordable Housing
Public Services & Quality of Life Improvements
Economic Development Opportunities
Homelessness Housing & Support Services
Fair Housing
Funding CDBG: $248,000
Description Administer the CDBG program in compliance with federal regulations for
the 2022 Program Year
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
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Location Description N/A
Planned Activities Administer the CDBG program in compliance with federal regulations for
the 2022 Program Year
7 Project Name HOME: Tenant-Based Rental Assistance
Target Area Low/Mod Areas; Citywide
Goals Supported 2. Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $495,750
Description Provide tenant based rental assistance for low-moderate income
households
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Tenant-based Rental Assistance: 25 Households Assisted
Location Description N/A
Planned Activities Provide tenant based rental assistance for low-moderate income
households
8 Project Name HOME: Administration
Target Area Low/Mod Areas; Citywide
Goals Supported 2. Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $65,300
Description Administer the HOME program in compliance with federal regulations for
the 2022 Program Year.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the HOME program in compliance with federal regulations for
the 2022 Program Year.
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9 Project Name HOME: CHDO Reserve
Target Area Low/Mod Areas; Citywide
Goals Supported 2. Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $91,950
Description Per regulation 92.300 the City is reserving 15% of the HOME allocation for
a Community Housing Development Organization (CHDO).
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Per regulation 92.300 the City is reserving 15% of the HOME allocation for
a Community Housing Development Organization (CHDO).
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The latest HUD data indicate that there are 19 low/mod Block Groups in Santa Monica, distributed
among 10 City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block
Groups
Geographic Distribution
Target Area Percentage of Funds
Low/Mod Areas 95
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Many of the City's low/mod block groups are predominantly residential, occurring in clusters and/or
adjacent to one another. The most prominent grouping occurs in a stretch of low/mod block groups
south of the 10 freeway and north of Pico Boulevard. Areas such as these have been areas of concern in
the past and emerged in the course of continued examination of available data. These areas are
consistently cited in discussions regarding resource allocation and the City remains committed to
identifying and funding eligible projects that meet their established needs.
Discussion
The resources available under the 2022-23 Annual Action Plan are limited. The City targets funding
according to priority needs throughout the City, with an emphasis on helping the lowest-income
households, block groups, and service areas. Depending on the type of need being addressed, resources
may or may not be geographically targeted. For example, public services for 2022-23 are not
geographically targeted and are instead provided to eligible program participants in such a manner as to
provide the greatest level of availability to the widest area possible. On the other hand, assistance to
projects that improve public facilities/infrastructure will be undertaken in a specific location within an
eligible low/mod income area. A project may only be funded outside of this area if the project primarily
benefits low-income households or persons presumed to be low-income, such as adults with disabilities.
At least 95% of the funds are allocated to projects that meet the low-income limited clientele, low-mod
housing, or low-mod area national objectives.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The most notable impediment to affordable housing revolves around the lack of Federal and State
resources for affordable housing initiatives, including the development of additional affordable rental
housing stock and the lack of funding for new construction and rehabilitation. Insufficient funding for
programs and resources to reduce excessive rent or mortgage burdens to qualified persons is also a key
factor.
Another barrier to affordable housing in Santa Monica is the high cost of housing created by a demand
for housing, both existing and new, which exceeds the current supply. Santa Monica is perceived as a
desirable place to live, and has experienced growth in terms of both businesses that wish to operate
here and in terms of people who wish to reside here. Despite the recent downturn in the housing
market nationally, housing prices, both purchase and rental, remain high, especially for lower income
households. In addition, the cost of site acquisition is very high, as are development costs. These factors
make housing construction expensive and put affordable housing out of the reach of low-income
households.
The Housing Needs Assessment also identified stringent criteria in the mortgage origination process due
to the foreclosure crisis, which also is outside the scope and control of City policy. In some instances,
issues revolving around personal finances (lack of down payment, credit history, employment history)
affect the availability of affordable housing for Santa Monica residents.
One Year Goals for the Number of Households to be Supported
Homeless 140
Non-Homeless 780
Special-Needs 5
Total 925
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 25
The Production of New Units
Rehab of Existing Units
Acquisition of Existing Units
Total 25
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
The Santa Monica Housing Authority was consulted during development of the 2020-24 Consolidated
Plan development process. It is the intention of the Authority to continue to ensure that its participants
in the Housing Choice Voucher, Continuum of Care voucher, and HOME voucher programs are housed in
safe and adequate affordable housing.
Actions planned during the next year to address the needs to public housing
The City of Santa Monica and the Santa Monica Housing Authority do not own or operate any housing.
In recent years, the City has coordinated with the Housing Authority to evaluate issues and will continue
to do so, though the City does not plan to provide funding for any Housing Authority programs or
projects. The City currently provides funds for the former Redevelopment Agency vouchers and
contributes to staff costs.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Not applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not applicable
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The needs of homeless persons and of persons with special needs are complex and require a wide range
of specialized services. Numerous agencies are often involved in the care of people experiencing
homelessness, providing distinct services such as housing, mental health counseling, employment
training, and case work services. A number of activities and services are funded to help the needs of the
homeless and other special needs populations. Overall, these services address the high priority of
reducing homelessness and the threat of becoming homeless, as well as providing necessary services.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental,
physical, developmental), victims of domestic violence, youth (in general and aging-out foster youth),
and members of the Santa Monica Service Registry, which is a by-name list of the most vulnerable
chronically homeless individuals as determined by length of time on the streets, age, and physical and
mental health conditions.
Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely
to face housing problems and have difficulty affording housing. Seniors and people with disabilities also
have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the
adaptation of the housing they currently occupy. In addition to general challenges, seniors may have
supportive needs resulting from increasing physical conditions.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
As part of the Coordinated Entry System (CES) for Los Angeles County, Santa Monica homeless service
agencies are using the county’s VI-SPDAT triage pre-assessment tool. The VI-SPDAT is a well-researched
survey instrument being utilized by over 70 communities that assesses an individual’s strengths and
challenges in areas of housing, risky behavior, socialization, and wellness (health and behavioral health).
The VI-SPDAT produces a numerical score which indicates the most appropriate intervention for each
individual, with low scoring individuals receiving light services and high scoring individuals receiving
intensive services up to and including permanent supportive housing. Funding for CES has increased
significantly to expand efforts and reach more unsheltered individuals with additional funds from LAHSA
to complement investments by United Way of Greater Los Angeles and the Hilton Foundation.
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In addition to participating in CES, Housing and Human Services (HHSD) has partnered with the LA
County Homeless Initiative and the Department of Health Services to fund two innovative street
outreach teams: HMST (Homeless Multidisciplinary Street Team) and C3 (City, County, Community),
both of which are operated by local nonprofit The People Concern. HMST is dedicated to working with
the highest utilizers of fire and police services, while the C3 team focuses geographically on the areas
most impacted by homelessness, including the downtown area and the beach. These multidisciplinary
teams engage individuals with street-based medical and behavioral health interventions to help stabilize
behaviors while linking people to mainstream resources. In 2019-20, the C3 teams provided street-
based services to more than 1,400 unduplicated individuals encountered in the Downtown Santa
Monica area and the beach. The two Point-in-Time Homeless Counts conducted since the C3 teams
were launched recorded reductions of 19% (2019) and 14% (2020) in areas where C3 had been
deployed. Since its launch in 2016, HMST permanently housed 90% of the initial 26-client cohort and
retained permanent housing for 94% of those housed, all while reducing participant interactions with
emergency services. An evaluation of HMST published by RAND Corporation in June 2019 conservatively
estimated that HMST yielded cost savings to the City that offset 17 to 43% of the City’s investment in
HMST. As part of the CES for Los Angeles County, the teams utilize the VI-SPDAT to prioritize highly
vulnerable households for housing placement. Using the City’s HMIS and monthly care coordination
meetings, the City works closely with local and regional providers to track the progress of these
individuals, assisting with advocacy and resources to remove system and process barriers in order to
shorten the length of homelessness. The Downtown Santa Monica Ambassadors work in the same area,
also providing outreach and referrals to individuals wherever they may be.
The City also utilizes first responders as a means of engaging and assessing the needs of homeless
individuals. The Santa Monica Police Department maintains a specialized Homeless Liaison Program
(HLP) Team of eight officers and a sergeant who work in conjunction with local nonprofits and City
departments to identify vulnerable individuals and coordinate services. SMPD also provides training to
all patrol officers on safe and appropriate methods for engaging and de-escalating people with mental
illness. SMPD has developed the first POST-approved homeless curriculum in the state, which has been
offered to sworn and civilian personnel from across the country. The Fire Department is also working to
update their electronic records system to include additional homeless assessment questions that can be
shared with HHSD and local providers to help connect vulnerable individuals to on-going care after
emergency services.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City will continue to support over 350 transitional shelter beds in the community with the goal of
increasing regional bed capacity through its participation in the 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 WSCCOG is currently developing
a housing and services needs assessment.
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The pandemic forced the reduction or decompression of interim housing bed capacity at facilities in
Santa Monica and throughout the County, to prevent the spread of COVID-19 among vulnerable
populations. During this period, the City utilized repurposed LA County grant funds to procure and install
COVID-19 related improvements – including touchless water/soap dispensers and ultraviolet filters - at
four interim housing sites in Santa Monica operated by The People Concern. Additional renovations and
planned construction were completed on the SAMOSHEL sprung-tent shelter in early 2021. Throughout
the pandemic, the City and homeless service providers have partnered with local motel operators to
provide emergency non-congregate shelter to people deemed to by high-risk for serious illness if
infected by COVID-19.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
Many households who become homeless experience episodes of homelessness perhaps once or twice in
a lifetime and for periods of less than a year. They are often families, including families with children,
and are often homeless because of a particular crisis such as loss of income, eviction, foreclosure,
illness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for
this segment is finding affordable housing.
The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for
permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works
closely with local and regional providers to track the progress of these individuals into housing, assisting
with advocacy and resources to remove system and process barriers in order to shorten the length of
homelessness. Care coordination meetings have been conducted virtually via teleconference during the
pandemic. The City also maintains a variety of resources to help transition homeless individuals and
families into permanent housing, and support them over time. Direct financial assistance is provided for
move-in costs (security deposits, moving expenses), basic furniture and rental application fees. Once
housed, the care coordination efforts continue to ensure that households do not return to
homelessness. City-funded housing programs are required, as part of their contract agreement, to notify
the Housing and Human Services Division if tenants are about to be evicted. The City also funds legal
services to prevent tenant harassment and discrimination against people who are disabled or have a
history of homelessness, and offers emergency rental assistance to prevent eviction.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
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assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
In addition to programs detailed in the Consolidated Plan, actions to address the issues noted above in
this Action Plan include:
• Increase the supply of supportive housing for special needs populations
• Preserve existing special needs housing and supportive services
• Adapt existing housing to meet the needs of special needs populations
• Improve access to services for special needs persons
• Promote economic development via job training and job placement
• Assist the homeless and those at risk of homelessness with access to permanent affordable
housing and supportive services
• Coordinate homeless services and encourage collaboration among providers
These programs will address the needs of the homeless population with a range of services that includes
emergency shelter, transitional housing, and permanent housing.
As part of the City’s Human Services Grants Program, homeless agencies and other non-profits are
funded to provide post-housing placement retention services, supportive services to build income,
health and behavioral health services, legal services, and benefits assistance that enable people to retain
their housing. The City has recently expanded efforts to prevent people from losing their housing,
especially those who are low-income/fixed income, disabled, elderly and/or living in rent controlled,
deed restricted or Section 8 housing. The City's Senior Housing Task Force, a collaborative group of City
and County departments and non-profits, meets monthly to identify older adults at imminent risk of
losing housing due to unsafe living conditions. These meetings have been conducted via teleconference
during the pandemic. The City also has strict tenant harassment laws and provides funding to Legal Aid
Foundation of Los Angeles to investigate harassment claims and provide legal representation to low-
income tenants to prevent unlawful evictions. In March 2020, the City was one of the first in the nation
to enact a local eviction moratorium to keep renters who had lost jobs or income due to COVID in their
homes. In addition, the City maintains a Flexible Funding pool of that can be used for costs associated
with eviction prevention. In 2020, the City implemented the COVID Emergency Rental Assistance
Program (COVID ERAP) using CDBG and General Funds to provide 638 households economically
impacted by COVID with three months’ rent up to $5,000. The City also continued and expanded its
Preserving Our Diversity (POD) program, which provides cash-based assistance to low-income, long-term
rent control senior households to help them achieve a minimum monthly after-rent income. As of
January 2021, 145 low-income senior households have enrolled in POD.
The City also works with the Westside Coalition, comprised of agencies involved with emergency shelter,
affordable housing, and supportive services on the Westside of Los Angeles. It meets monthly to
coordinate efforts, including advocacy in the county, state, and federal government, as well as
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coordination with publicly-funded institutions that may discharge persons into homelessness (such as
foster care, youth facilities, corrections programs). City staff coordinates daily with Santa Monica Police
Department and the City Attorney’s Office to divert individuals from local jail to available social services
and court-based alternative justice options. The City has also created a training curriculum to empower
stakeholders to safely and effectively engage with homeless neighbors; videos at
www.weare.santamonica.gov provide information for landlords, business owners, and charitable
organizations.
The City has very few foster households (12 in 2017) and few children who enter foster care from Santa
Monica (38 in 2017). Foster children and their families who live in Santa Monica are eligible for City-
funded services.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The Housing Element of the City’s General Plan recognizes concerns about affordable housing and
addresses them through several goals, specifically: identifying programs to assist in the production of
affordable units, protecting and rehabilitating affordable units, and providing assistance to low- and
moderate-income households and households with special needs. The City continues to monitor,
analyze, and address market conditions and governmental factors that may act as barriers to affordable
housing.
Though public policies are meant to address the overall needs of citizens, they may cause inadvertent
negative effects on certain aspects of the community, which in this case are affordable housing and
residential investment. Affordable housing and public and private residential investments are key
components to furthering fair housing in any community. In part, to identify these negative effects and
further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development
(HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall
affirmatively further fair housing. The primary tool for communities to identify contributing factors for
these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).
In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing
issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the
leading priorities within the City:
1. Displacement of residents due to economic pressures
2. Impediments to mobility
3. Lack of access to opportunity due to high housing costs
4. Lack of affordable, accessible housing in a range of unit sizes
5. Land use and zoning laws
6. Private discrimination
A list of Medium and Low Priority Contributing Factors to Fair Housing Issues can be viewed in the AFH.
Through the identification, evaluation, and ranking of Contributing Factors to Fair Housing, the City was
able to propose four (4) goals with associated strategies to affirmatively further fair housing in Santa
Monica. Below is a list of proposed goals (a list of strategies for each goal can be viewed in the 2020
AFH.
Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing
Goal 3: Prevent displacement of low- and moderate-income residents
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Goal 4: Increase community integration for persons with disabilities
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
Governmental restrictions may constrain the production of affordable housing. The City of Santa Monica
continues to monitor, analyze, and address as necessary, governmental regulations, land use controls
and residential development standards that affect the production and preservation of affordable
housing.
Fair housing is crucial to ensuring that persons of all income levels have equal access to housing. HUD
requires that jurisdictions receiving federal funds commit to affirmatively further fair housing. According
to HUD, a fair housing impediment is considered to be “any action, omission, or decision which has the
effect of restricting housing choice or its availability because of race, color, religion, sex, disability,
familial status, or national origin.” A key part to affirmatively furthering fair housing is the preparation of
an Assessment of Fair Housing Plan, a draft of which was made available to the public for input through
March 6, 2020 and approved by the City Council on April 28, 2020. The Assessment of Fair Housing Plan
is available at www.santamonica.gov/housing-policy-and-reports.
The City of Santa Monica’s Consumer Protection Unit in the City Attorney’s Office takes an active role to
ensure fair housing opportunities are enforced. The Consumer Protection Unit has two primary
responsibilities: Enforcing local, state, and federal laws to assure that consumers are treated fairly and
lawfully; and investigating complaints involving charges of discrimination based on race, age, children,
marital status, sex, sexual orientation, national origin, disability, religion, or infection with AIDS. The
Consumer Protection Unit also educates tenants, landlords and the real estate community on fair
housing laws, provides mediation services, and conducts community outreach throughout the year.
The City’s Rent Control Board also monitors evictions and advises Santa Monica tenants of their rights.
Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to assure that
tenants are not discriminated against by building owners. Other agencies, such as the Santa Monica
Housing Authority, Legal Aid Foundation of Los Angeles, California Department of Fair and Equal
Housing, and HUD also offer assistance to persons with fair housing issues.
New housing developments subsidized by federal funding must have an Affirmative Fair Housing
Marketing Plan, which sets the steps that developers or property managers must take to reach out to
various populations during property rental or sale. The Marketing Plan specifically targets potential
tenants, underrepresented minorities, economically disadvantaged populations, and low-income
homebuyers to better integrate them into the community. Market factors that tend to restrict
affordable housing production are high land costs, high construction costs, and the availability of
financing. To help mitigate the high cost of housing development in Santa Monica, the City’s has
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historically provided a program to make “gap” financing available for affordable housing projects.
However, with the 2012 dissolution of redevelopment agencies in California as a result of State
legislative action, Santa Monica’s ability to provide such gap financing has been effectively eliminated.
Santa Monica is exploring strategies for creating a new, dedicated funding source to replace the
significant funding for affordable housing previously available from the Santa Monica Redevelopment
Agency. The Housing Element of the City’s General Plan recognizes the concerns mentioned here and
addresses them through seven goals, specifically identifying programs to assist in the production of
affordable units, protection and rehabilitation of affordable units, and the provision of assistance to low
and moderate income households and households with special needs.
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
The City is committed to addressing the needs of underserved populations in the community and fully
understands that to efficiently leverage CDBG funds, it is necessary to mitigate obstacles low-income
families face in securing financial opportunities, affordable housing, and the safety of their homes.
Actions planned to address obstacles to meeting underserved needs
The continued growth of regional needs for homeless services and housing retention is the greatest
challenge to meeting underserved needs. Significant ballot measures in LA County, LA City and City of
Santa Monica were passed by voters in 2016 and 2017 to increase the resources available to tackle this
problem via boosting affordable housing production and increase funding for services. However,
available funding remains insufficient to meet these growing needs, especially as LA County projected a
$70.9 million drop in Measure H (Homeless Initiative) sales tax revenues in FY2020-21. To overcome this
significant challenge, locally, the City will increase efficiencies by facilitating more collaboration with
other agencies and organizations, and identifying more opportunities to leverage funds. Additionally,
the City, through a grant provided by United Way, produced a training curriculum to increase capacity of
staff at local businesses and other community members to engage with homelessness as an issue and on
a person-to-person basis. The City is also supporting the convening of a community homelessness
steering committee to organize the work to address homelessness with stakeholders beyond staff at the
city and local non-profits.
Regionally, the City will continue to participate in working groups to strategize the application of these
new resources to fund the critical services proposed in the City and County of LA homeless strategies,
adopted in February 2016. The plans provide the blueprint to increase the supply of affordable housing,
expand the availability of housing options, coordinate services and housing systems, and improve
economic opportunities for low-income households. To the extent possible, the City will apply its
leadership in this area to support these efforts by sharing best practices, providing technical assistance,
and helping to activate other communities in being accountable for local needs to activate other
communities in being accountable for local needs. City staff have remained active participants in the
Westside Cities Council of Governments (WSCCOG) Homelessness Working Group. This regional
collaborative remains committed to working with a variety of public and private entities to develop
strategies that equitably distribute homeless services and affordable housing across the region.
Actions planned to foster and maintain affordable housing
The City places great emphasis upon seeing that decent, safe affordable housing is available for low-
income residents to the extent possible. The City also believes that rehabilitation of rental housing units
is a high priority, as this effort keeps people in affordable housing and, especially for extremely low-
income and elderly homeowners, may serve to prevent homelessness. Homeless activities, ranging from
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providing emergency shelter to preventing homelessness receive a high priority. Thus, the City will focus
on multiple efforts including rental assistance, rental rehabilitation, new rental construction (using local,
non-federal funds), as well as home modifications to accommodate persons with special needs and in
many instances prevent homelessness.
Actions planned to reduce lead-based paint hazards
Since inception of the CDBG program, all homes older than 1978 scheduled for rehabilitation activities
receive lead-based paint testing to determine the extent of lead hazards, and where appropriate,
remediated in conjunction with the rehabilitation. Any lead found was addressed by interim controls
and abatement through covering and/or painting.
The City will also continue to take the following actions this program year to meet lead-based paint
requirements:
• Report incidents of lead-poisoning to the Los Angeles County Health Department
• Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines
• Develop and distribute lead-based paint reduction and abatement information to all landlords,
managers, tenants, or owner-occupants of rehabilitation properties, as well as to community
groups
• Work cooperatively with its nonprofit housing providers and community health organizations to
provide educational material and identify potential sources of lead poisoning in City-assisted
affordable housing projects
• Apply housing quality standards to inspections of Section 8 units and assess risks of exposure to
lead based paint for households with children six years of age and under
• Address blight in individual buildings by eliminating specific conditions that present health and
safety hazards to the public
• Provide lead-based paint testing and remediation to existing single- and multi-family units,
targeting low and moderate income households. While the health department formerly
provided reports on lead-based hazards to the City, that data is no longer made available to
housing authorities
Actions planned to reduce the number of poverty-level families
The City’s anti-poverty strategy is part of a coordinated effort to create jobs and improve the local
economy. CDBG provides core funding for critical basic needs including health, housing, and
employment because the creation of economic opportunities is not an isolated solution to alleviating
poverty. The City works with community partners to identify educational, life skills and training needs
and provide opportunities for self-empowerment that will enable low- and moderate-income residents
to become and continue to be self-sufficient and economically independent. These programs have an
immediate impact on primary needs of the low-income population and the causes of poverty. The City
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will continue to implement the anti-poverty strategy outlined in the Consolidated Plan. This includes
continued prioritization of housing and homeless programs per HUD requirements, as well as other
programs that address the following:
• Pre-vocational and job readiness skills training including assessment and assistance with
applications, resumes, job-seeking skills, and work performance standards
• Job development and placement for temporary and permanent employment opportunities with
businesses, industry, and government
• Apprenticeships and training linkages with skills center and other vocational resources
• Educational enrichment, skill-building, and parental support to encourage children and youth to
be healthy, succeed in school, avoid gang activity, and prepare for productive adulthood
• Youth skill-building and development to design innovative and creative alternatives to criminal
involvement, youth violence, isolation, and loss of opportunities for growth
• Legal services to include brief service and full representation in landlord/tenant matters, public
benefits assistance, immigration, discrimination, consumer affairs, and other critical legal aid
• Domestic violence intervention and prevention that offers counsel and advice, immediate
assistance in obtaining restraining, stay-away and other protective orders, and critical support
services to victims of domestic violence
• Independent living skills and assistance and peer counseling to ensure full self-sufficiency and
independence among the elderly and people with disabilities
• Childcare subsidies (infant, preschool and elementary) and assistance to working parents
• Free health care and supportive service assistance to extremely low, very low, and low- income
Santa Monica residents including vital assistance to those with HIV/AIDS
The City continues to implement its Living Wage Ordinance, which requires all contractors with service
contracts greater than $54,200 to pay their employees a living wage. The living wage is updated
annually. For FY 2021-22 the living wage was set at $17.64 per hour.
Additionally, the City continues to leverage other federal, state, and local funds to assist homeless and
near homeless households with rental assistance, housing search and placement, and legal and credit
repair services. The City also encourages the continuing efforts of the Santa Monica Housing Authority,
which administers the Section 8 vouchers within the City and the Section 8 Family Self Sufficiency (FSS)
program (which teaches employment and self-sufficiency skills to low income families with children).
Actions planned to develop institutional structure
See response below
Actions planned to enhance coordination between public and private housing and social
service agencies
The City has identified gaps in institutional structure for implementing the Consolidated Plan and ways
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to enhance coordination among housing agencies and social service providers. These gaps included a
lack of sufficient resources and the need for better information dissemination and sharing among
agencies and organizations that provide services. As noted in section PR-10 of the Consolidated Plan, the
City has been proactive in addressing these gaps and undertaken a number of specific actions to
overcome these gaps.
The City will continue to work with other agencies and departments in several areas including social
services, lead abatement, and mental health services, and will continue to seek to establish new
relationships with the private sector to accomplish economic and community development activities.
The City also currently coordinates housing and services for homeless and formerly homeless
households through monthly Chronic Homeless Project case conferencing meetings, led by Housing and
Human Services with representatives from all City-funded homeless programs, County Mental Health
and SMPD. The Senior Housing Task Force is also enhancing coordination between housing and social
service agencies and allowing for early intervention to prevent housed older adults from becoming
homeless due to complications of cognitive decline. Policy coordination occurs through formal quarterly
meetings with Human Services and Housing Authority staff, in addition to frequent informal
communications to collaborate on shared program participant issues.
Also, the City will encourage the efforts of the Santa Monica Housing Authority which administers the
Section 8 vouchers within the City.
Discussion:
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City currently uses various administrative mechanisms to monitor progress of HUD-funded projects
and activities that are under its control and jurisdiction. The goal is to ensure that Consolidated Plan and
Annual Action Plan activities are carried out in a timely manner in accordance with federal regulations
and other statutory or regulatory requirements. The City's primary monitoring goals are:
• Provide technical assistance to grant administrators and staff
• Ensure activities are carried out in compliance with federal, state, and local requirements
• Identify deficiencies and promote corrections in order to improve the City’s ability to adhere to
the Consolidated Plan objectives and annual goals
City staff participate in quarterly meetings and communicate with subrecipients as needed to discuss
project or program progress.
All Requests for Proposal (RFPs) and contracts are reviewed carefully to ensure compliance with HUD
and local requirements for program delivery, financial management, procurement, personnel matters,
and other such requirements. Subrecipients are required to enter into agreements that specify
objectives, scope of work, applicable timelines, performance targets, budget, federal, state, and local
regulatory requirements, and monitoring and reporting requirements.
In addition, the City may undertake activities through the City’s Capital Improvement Program (CIP),
which funds the acquisition, expansion or rehabilitation of land, buildings, and other major
infrastructure. Projects included in the CIP budget exceed $50,000 and involve public works
construction.
During project implementation, subrecipients are required to submit periodic reports detailing progress
toward objectives, problems and/or resolution to meeting goals, and quantitative participation data by
ethnicity, income, and household status. Periodic reports and payment requests are reviewed for
compliance with the project agreement, budget consistency, and documentation of expenditures.
Subrecipients are advised of any procedural errors and/or ineligible activities, and provided with
technical assistance as needed.
Upon project completion, project sponsors are required to submit completion reports identifying
program/project accomplishments, including number of persons or households served, ethnicity, and
income level.
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The City and subrecipients shall comply with participant eligibility requirements for CDBG funded
projects as detailed in 24 CFR Subpart C of the HUD Regulations and 24 CFR Part 92 for HOME projects.
The City or subrecipients collect income verification documentation at the time of intake and at least
annually while the participant is receiving CDBG-funded services or during project construction.
Projects are subject to performance and financial monitoring during implementation or following
completion. Priority for monitoring engagements may be given to high-risk programs.
Affordable housing development projects must submit annual compliance reports throughout the
period of required affordability. Reports are designed to ensure continued compliance with federal
regulations, affordability and use restrictions, and other requirements as specified in project loan
documents. In addition, all HOME and CDBG-assisted projects will be subject to periodic on-site
inspections to ensure continued compliance with federal housing quality standards.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed
$40,000
2. The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan.
0
5. The amount of income from float-funded activities 0
Total Program Income $40,000
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit
persons of low and moderate income. Overall Benefit - A consecutive period of one,
two or three years may be used to determine that a minimum overall benefit of 70%
of CDBG funds is used to benefit persons of low and moderate income. Specify the
years covered that include this Annual Action Plan. 95.00%
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows:
HOME program resources are as follows:
• The estimated 2022-23 HOME allocation of $613,000.
• Estimated Program income of $40,000 from loan repayments from affordable housing
developments originally funded with HOME.
• Repayments: None, see below.
• Recapture funds in local account: None, see below.
These funds will be used towards HOME Admin and TBRA as described in AP-35 Projects. The City
does not use HOME funds in any other manner than those described in Section 92.205
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
Not applicable. The City does not use HOME funds for homebuyer activities
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
The City does not use HOME funds for homebuyer activities. When HOME funds are used to acquire
residential rental property dedicated as affordable housing, the City applies its Housing Trust Fund
Guidelines, which require 55 years of affordability.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
Not applicable. The City does not use HOME funds to refinance existing debt. The HOME TBRA
program provides rental subsidies for households whose income is at or below 60% AMI up to 24
months or longer with an extension and if funding is available. Targeted populations include tenants
at-risk of losing their housing and becoming homeless (such as rent burdened households), seniors,
persons living with permanent disabilities, and persons experiencing homelessness. The program is
managed by the Santa Monica Housing Authority (SMHA) and operated with guidance from the
SMHA Administrative Plan. Required lease terms are specific to HOME regulations. Further details
about the TBRA program can be obtained from SMHA staff at 310-458-8743.
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CITY OF SANTA MONICA
Low & Moderate Income Block Groups
Santa Monica is an exception city. Low & Moderate Income Areas are defined by census block groups
with 45.37% or more of the population considered low/moderate.
CDBG law authorizes an exception for grantees with few or no areas in which 51% of the residents
are low and moderate income to be able to undertake area benefit activities.
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Santa Monica is an exception city. Low & Moderate Income Areas are defined by census block groups
with 45.37% or more of the population considered low/moderate.
CDBG law authorizes an exception for grantees with few or no areas in which 51% of the residents
are low and moderate income to be able to undertake area benefit activities.
CITY OF SANTA MONICA
Percent of Low & Moderate Income by Block Groups
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PUBLIC PARTICIPATION
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CITY OF SANTA MONICA SUMMARY OF PUBLIC COMMENTS AND INPUT
2022-23 ANNUAL ACTION PLAN
Public Hearing – February 28, 2022 (Social Services Commission)
Commissioners expressed general support for proposed uses of funding. There were no public requests to speak. One written comment was received and is attached herein.
Public Hearing– March 19, 2022 (Virginia Avenue Park Advisory Board)
A commissioner inquired about eligible uses of CDBG/HOME funds, the project selection process, and the viability of funding for affordable housing projects. The commissioner
also expressed general support for proposed uses of funding. There were no public
requests to speak. One written comment was received and is attached herein. Public Hearing – April 26, 2022 (City Council Meeting)
Any input from Council or comments from the public will be incorporated here in the final 2022-23 Annual Action Plan
30-Day Public Review (begin April 6, 2022)
Any comments received will be incorporated here in the final 2022-23 Annual Action
Plan.
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From: Mathew Millen <matmillen@msn.com>
Sent: Monday, February 28, 2022 10:08 AM
To: HumanServices Mailbox <HumanServices.Mailbox@santamonica.gov>
Subject: CDBG & HOME meeting 2/28 Social Service Commission
Mathew L.Millen
Attorney at Law
10880 Wilshire Blvd. Suite 1050
Los Angeles, CA 90024
(310)470-8071
February 28, 2022
Comments to Social Service Commission
CDBG and Home Investment Partnership Act Funds
To Whom It May Concern:
My client is a native of Mexico, a veteran of the United States Army, and a naturalized US Citizen who wishes
to remain anonymous due to fear of harassment by SMRR apparachiks
My client is opposed to the City use of CDBG and HOME funds in violation of State and Federal Fair Housing
Law, specifically Health and Safety Code Section 8899.50 and Health and &Safety Code Section 34313
“Except where there existed on September 15, 1945, contracts for financial assistance between a
housing authority and the Federal Government, no low-rent housing or slum-clearance project shall
be developed, constructed, or owned by an authority after September 15, 1945, except after
consultation with the school district in which the project is located, and until the governing body of
the county or city in which it is proposed to develop, construct, or own the project, proves it by
resolution.”
1. HOME funds should be used to encourage home ownership for minorities-convert CCSM
projects to condos and sell the units to the tenants.
2. Stop the segregation of low income minorities in the historically segregated Pico Neighborhood
3. Implement H&S Code 8899.50 by a moratorium on low income housing in the Pico
Neighborhood, no development of Regional Social Services in the Pico Neighborhood and
restrict development of low income housing to the area between Wilshire and San Vicente Blvd
to implement Affirmatively Furthering Fair Housing, H&S 8899.50
4. Stop funding Regional Social Services that attract the homeless from everywhere and fund
programs that help Santa Monica school children eradicate the “achievement gap”.
5. Implement H&S Code 34313 by requiring a City Council vote for City funded low income
housing projects and homeless housing and homeless shelters.
Sent from Mail for Windows
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. ···,.. \ .· ... ... . . ·.· . ' .....
City of Santa Monica
2020-2024 Consolidated Plan &
FV2020 -2021 Action Plan
For CDBG and HOME funds received through the
U.S. Department of Housing and Urban Development
Amended November 2020
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Consolidated Plan SANTA MONICA 2
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Amended 2020-24 Consolidated Plan (“Consolidated Plan”) for the City of Santa Monica, California
has been prepared in response to a consolidated process developed by the U.S. Department of Housing
and Urban Development (HUD) for the Community Development Block Grant (CDBG) and the HOME
Investment Partnership Act (HOME) programs.
This Consolidated Plan outlines housing, community, and economic development needs, priorities,
strategies, and projects to be undertaken by the City of Santa Monica with the funds received from the
U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City
receives an annual share of federal Community Development Block Grant (CDBG) and HOME funds. In
order to receive its CDBG and HOME entitlement, the City must submit this Consolidated Plan and First
Year Annual Action Plan to HUD. The funds are intended to provide lower and moderate-income
households with viable communities, including decent housing, a suitable living environment, and
expanded economic opportunities. Eligible activities include community facilities and improvements,
housing rehabilitation and preservation, development activities, public services, economic development,
planning, and program administration.
During the completion of this Consolidated Plan, a new coronavirus known as SARS-CoV-2 was first
detected in Wuhan, Hubei Province, People’s Republic of China, causing outbreaks of the coronavirus
disease COVID- 2 19 that has now spread globally (COVID-19). The first case was reported in the United
States in January 2020. In March 2020, the World Health Organization declared the coronavirus
outbreak a pandemic, and President Trump declared the outbreak a national emergency. On March 22,
2020, Governor Newsom requested and received a Presidential Major Disaster Declaration for the State
of California. In April 2020, the City of Santa Monica was notified of a special allocation of CDBG funding
to prevent, prepare for, and respond to the impacts of COVID-19 including health and economic
impacts. Congress passed the Coronavirus Aid, Relief, and Economic Security (CARES) Act in response to
the crisis, which was signed into law by President Trump on March 27, 2020. This over $2 trillion
economic relief package provides fast and direct economic assistance for American workers, families,
and small businesses, and preserves jobs for industries. As part of the CARES Act, additional assistance is
provided for HUD grantees, and the City received a special CARES Act allocation of CDBG funds in April
2020. An additional CARES Act allocation was announced in September 2020, following submission of
the original 2020-24 Consolidated Plan and the FY 2020-21 Annual Action Plan. This Amended 2020-24
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Consolidated Plan and FY 2020-21 Annual Action Plan incorporates all such allocations announced as of
October 1, 2020
The Consolidated Plan serves the following functions: 1) A planning document for the City, which builds
upon a citizen participation process; 2) An application for federal funds under HUD’s formula grant
programs; 3) A strategy to be followed in carrying out HUD programs; and 4) An action plan that
provides a basis for assessing performance.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
Priorities are based on input from the public participation process, recommendations of City staff, and
input and recommendations from participating organizations. The strategies described herein establish
Santa Monica’s priorities for assisting low- and moderate-income persons and neighborhoods with funds
made available through the Consolidated Plan. The affordable housing and development needs of a
community often outweigh the resources available to address those needs. Therefore, it is necessary to
prioritize the use of available funds to the highest and best use to meet the most pressing needs for
housing, the homeless, the special needs populations, and community development.
These priorities were selected based on a review and analysis of the information summarized in the
Consolidated Plan, namely the community participation process, consultations, the needs assessment,
and the housing market analysis. Strategies are designed to meet priority needs and based on past
performance and best practices of communities with similar programs. Only projects that clearly
demonstrate the capacity to serve one of the priorities below will receive funding through the
Consolidated Plan. These priorities will be incorporated into all requests for proposals over the next five
years.
The majority of CDBG activities are selected based on eligibility and need. All organizations requesting
CDBG funds for public services, through a formal application process, must demonstrate that the activity
is located in an LMI (low- and moderate-income) area, benefits a Low and Moderate Clientele, or
benefits low- and moderate-income households.
Perhaps the most important issue to emerge from the assessment process is that of cost burden and
affordable housing. Indeed, housing affordability, homeless prevention, and homelessness are three
closely related concerns. The need for supportive services, especially for low-income households, youth,
and the elderly emerged from both the examination of the data and from public input. The economic
impacts of the COVID-19 pandemic will likely only intensify these issues, particularly the issue of
securing and maintaining affordable housing.
While the City will focus its resources on housing responses to COVID-19 in the FY 2020-21 Annual
Action Plan, the City’s priorities and goals over the five-year plan are shown in the following table.
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Priorities and Goals
3. Evaluation of past performance
Most of the objectives in the previous 2015-19 Consolidated Plan are on track to be attained.
The City of Santa Monica 2018 Resident Survey identified homelessness as a top concern of residents.
Recognizing that the City has a disproportionate share of homeless individuals, the Council pledged its
commitment to addressing the impacts of homelessness in the community through proactive regional
initiatives and local programs that address the root causes of homelessness. Staff continues to work on
this priority at the regional and local level. As detailed later in the report, in program year 2012, the City
updated the Service Registry and Action Plan to Address Homelessness initiatives to be consistent with
HUD’s national goal to end homelessness. The maintenance of the Homeless Management Information
System (HMIS) continues to provide better data to HUD and to the City’s Continuum of Care. The City’s
Action Plan reflects many of the best practices and priorities of the federal strategy for preventing and
ending homelessness. Specifically, the City has recommitted to reducing street homelessness with a
focus on the heavily populated Santa Monica Downtown and beach areas. This has led to increased
collaboration with the local business community and the Santa Monica Police Department.
During program year 2019, the City granted non-CDBG funds to Jewish Vocational Services to provide
employment training and placement services to Santa Monica youth; to Chrysalis, a non-profit agency
that provides job training and placements for low-income, underserved and special needs populations
and to Hospitality Training Academy to provide low income opportunity youth ages 18-24 with
assessment, employment assistance, training, and placement in jobs within the hospitality industry.
The City undertook activities that benefited low and moderate income families. The City did not hinder
plan implementation by action or willful inaction. Federal, state and county funding cutbacks have
impacted the ability to address the social service and housing needs in Santa Monica given that those
reductions have decreased the funding available to provide services and/or programs to low-income
persons in the community. Additionally, federal changes to the welfare system have had great impacts
on the availability of resources to low-income people. The City will continue to assess the impacts of the
future need for increased affordable housing, employment, childcare, and other supportive services.
4. Summary of citizen participation process and consultation process
The City considers the involvement of its low- and moderate-income residents to be essential to the
development and implementation of its Five-Year Consolidated Plan and Annual Action Plans.
To that end, residents and community stakeholders of Santa Monica played a significant role in the
preparation of the Draft 2020-24 Consolidated Plan. The City’s Citizen Participation Plan was utilized to
encourage citizen input. Actions taken by the City to obtain citizen participation included presentations
at City Commission meetings, online/website communication, community stakeholder interviews, a
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widely distributed online survey, public notices, and public hearings. The City’s Citizen Participation Plan
will continue to guide the preparation and/or revision of the Consolidated Plan, Annual Action Plans,
and Consolidated Annual Performance & Evaluation Reports (CAPERs) over the next five program years.
Two well-publicized public hearings were held at City Commission meetings in February 2020. The
original draft 2020-24 Consolidated Plan and FY 2020-21 Annual Action Plan were available for a thirty-
day public review and comment period starting on March 16, 2020. Following the receipt of CARES Act
funding, the City incorporated the use of CDBG-CV funds into the Consolidated Plan and FY 2020-21
Annual Action Plan. The revised plans were republished for an expedited five-day review and comment
period pursuant to the flexibility provided under the CARES Act. The completed plans were approved by
City Council on June 9, 2020. These sessions are part of a concerted effort to obtain as much public input
as possible in the preparation of the Plans.
This Amended 2020-24 Consolidated Plan and FY 2020-21 Annual Action Plan posted for a five-day
public review and comment period beginning October 10, 2020 in accordance with program rules,
waivers, and alternative requirements for CARES Act CDBG funding, as noticed at 85 FR 51457. No public
comments were received.
5. Summary of public comments
There were no public comments received at the Public Hearings or during the Public Review periods.
6. Summary of comments or views not accepted and the reasons for not accepting them
N/A
7. Summary
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1.Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator SANTA MONICA CCS Housing and Human Services
Division
HOME Administrator SANTA MONICA CCS Housing and Human Services
Division
Table 1 – Responsible Agencies
Narrative
The City of Santa Monica’s Human Services Division (within the Community and Cultural Services
Department) served as the lead agency in coordinating the development of the 2020-24 Consolidated
Plan. Administration of Community Development Block Grant (CDBG) (as well as the CARES Act CDBG-CV
funding) and HOME Investment Partnerships Program (HOME) funds has historically been shared by the
Community and Cultural Services Department (CCS) and the Housing and Economic Development
Department (HED). Beginning in FY 2020-21, CCS and HED’s Housing Division are merging to form the
new Community Services Department. CDBG/HOME administration will live in the new Housing and
Human Services Division, ensuring a consistent approach to administering projects and progressing
towards goals. In addition, the new division will continue to work with public agencies, for-profit
entities, and the many non-profit organizations that play a part in the provision of affordable housing
and community services in Santa Monica.
Consolidated Plan Public Contact Information
Community Services Department
Housing and Human Services Division
1685 Main Street
Santa Monica, CA 90401
Phone: 310-458-8701
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and
assisted housing providers and private and governmental health, mental health and service agencies
(91.215(I)).
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
Despite a robust investment of local resources in human services, including services for people who are
homeless, the City continues to be impacted by the overall rise in need for social services in the region.
As one of 88 cities in Los Angeles County, and sharing all borders with the City of Los Angeles, Santa
Monica encourages surrounding communities to take on their “fair share” of the cost and resource
burden of providing services for people who are homeless.
The City continues to work with neighboring communities to develop progressive and compassionate
solutions that foster access to appropriate housing and services in every community. Santa Monica is an
active participant in the United Way of Greater Los Angeles’ Home for Good plan, which seeks to end
chronic and veteran homelessness in Los Angeles County by 2016. The plan is focused on aligning
existing resources, improving coordination of private and public funding, and targeting the most chronic
and vulnerable individuals for immediate housing. This plan has been effective in bringing regional
partners together to form collaborative efforts and improving coordination between public (housing
authorities, County Depts. of Mental Health, Public Health, Health Services and Public Social Services)
and private (foundations, corporations, housing developers, non-profit organizations, faith
communities) services. In addition, since 2013, the City has participated in the development and
implementation of the Continuum of Care Coordinated Entry System (CES), in accordance with HUD
requirements. CES seeks to unify the assessment process to ensure people who are homeless are
prioritized for the most appropriate housing options, while enhancing coordination of housing and
services through deeper collaboration. CES brings together local resources with county departments,
housing authorities, mainstream benefits, the Veterans Administration (VA), and private sector partners.
Since 2015, the City has participated in the development and implementation of LA County’s Homeless
Initiative, which produced 47 strategies to remove barriers and streamline access to housing and
services across county departments, local cities and service providers. The City also supported the
county-wide effort to pass Measure H, which passed in 2017 and adds a quarter cent sales tax that will
generate over $300 million over ten years to implement the Homeless Initiative strategies.
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The City coordinates resources and services through the Human Services Division (HSD), which includes
a Homeless Initiatives Team of 3 FTE that manages City grant funds to non-profit agencies, oversees
service delivery to homeless individuals on the City’s by-name Service Registry as well as to low-income
seniors and people with disabilities, and conducts the annual Homeless Count. The City’s approach is
aligned with the Continuum of Care priorities and best practices such as identification and prioritization
of the most acute and chronically homeless individuals for local housing and services using a Housing
First model. HSD also supports a community-wide safety net that provides services to youth, families,
and low-income households to promote housing stability, economic opportunities, education, and
health.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
The City of Santa Monica is part of the Los Angeles Continuum of Care (CoC) led by the Los Angeles
Homeless Services Authority (LAHSA). LAHSA establishes priorities for the CoC, including performance
standards, evaluation and Coordinated Entry System procedures. The City participates in quarterly CoC
meetings to discuss funding priorities, evaluation tools and performance measures. All CoC funded
programs are required to submit Annual Performance Reports (APR) to the CoC lead agency LAHSA. The
City manages an independent Homeless Management Information System (HMIS) that is was initially
funded through HUD CoC, and is currently supported with local general funds. Data from Santa Monica’s
HMIS is uploaded regularly to the CoC HMIS system. The City holds a monthly HMIS Steering Committee
meeting with local service provider HMIS leads to update policies and procedures and discuss
administrative issues related to the local HMIS. Local consent forms and policies are consistent with CoC
standards. City-funded programs share this common computerized database to track unduplicated
participants and their outcomes, as well as to coordinate case management within the system. The City
was one of the first communities nationally to build the Vulnerability Index assessment into an existing
HMIS, which allowed for the full integration of the Service Registry into HMIS to improve case
coordination and outcome reporting.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The City of Santa Monica has established a number of commissions and advisory boards comprised of
interested citizens to monitor the needs of the community and advise the City Council on the best way
to address these needs. As part of the consultation process, the Human Services and Housing Divisions
met with the Housing Commission and Social Services Commission to receive input and identify the
highest community needs and priorities.
The City also partners with over 20 local non-profit organizations to ensure the adequate provision of
housing and community services in Santa Monica. The organizations are invited to Commission meetings
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and to the Public Hearings, where their ideas, expressions of need, and information on program
activities are sought. More information on the City’s non-profit partners for the Human Services Grants
Program can be viewed at www.smgov.net/ccsgrants.
The City works closely with a network of other private and public entities that constitute a
comprehensive network of resources. These include key public and quasi-public agencies, coalitions and
groups, including the California Department of Housing and Community Development, California
Employment Development Department, Federal Emergency Management Agency, Los Angeles County
Department of Child and Family Services, Los Angeles County Department of Public Health, Los Angeles
County Department of Health Services, Los Angeles County Department of Mental Health, Los Angeles
County Department of Public Social Services, Los Angeles Homeless Services Authority, Los Angeles
County Housing Authority, Los Angeles County Metropolitan Transportation Authority, Los Angeles
County Development Authority. Santa Monica-Malibu Unified School District, United Way, and Westside
Cities Council of Governments.
Affordable housing development and voucher administration is administered by the Housing Division.
Social service delivery by non-profit agencies is coordinated through the City’s Human Services Grants
Program, which is approved annually by the City Council during the budget adoption process. In
addition, the Westside Shelter and Hunger Coalition (WSHC)Coalition (formerly Westside Shelter and
Hunger Coalition) is comprised of representatives from agencies involved with emergency shelter,
affordable housing, and supportive services on the Westside of Los Angeles. The Coalition meets
regularly to coordinate efforts, including lobbying the county, state, and federal government.
Concurrent with the process for developing the Consolidated Plan, the Human Services Division
conducted a community engagement process to solicit input from a variety of stakeholders on what a
successful social services system looks like for them. The goal of the community input is to reshape
outcomes for the Human Services Grants Program (HSGP), which is the vehicle through which CDBG
social services funds are allocated to local non-profits. Over five months in 2019, over 500 people
participated in 27 workshops, 2 town halls, and an online survey to share what has and has not worked
for them in the current system of care and the types of services they want to see prioritized. Participants
included program consumers, service providers, residents, business owners, and members of the faith
community. Feedback from those meetings has been used to inform development of the 2020-24
Consolidated Plan.
2.Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
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Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization Housing Commission
Agency/Group/Organization Type City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Commission Meeting, Group
Meeting and Discussion, HSD
outreach
2 Agency/Group/Organization Social Services Commission
Agency/Group/Organization Type City Commission
What section of the Plan was addressed by Consultation? Homelessness Strategy
Non-Housing Community
Service
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Commission Meeting, Group
Meeting and Discussion, HSD
outreach
3 Agency/Group/Organization Disabilities Commission
Agency/Group/Organization Type City Commission
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD outreach
4 Agency/Group/Organization Commission for the Senior
Community
Agency/Group/Organization Type Services-Elderly Persons
City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD outreach
5 Agency/Group/Organization Commission on the Status of
Women
Agency/Group/Organization Type City Commission
What section of the Plan was addressed by Consultation? Non-Housing Community
Service Needs
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD outreach
6 Agency/Group/Organization Virginia Avenue Park Advisory
Board
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Non-Housing Community
Service Needs
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
7 Agency/Group/Organization Early Childhood Care Task
Force
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Non-Housing Community
Service Needs
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, One-on-one
interview
8 Agency/Group/Organization Cradle to Career Group
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Non-Housing Community
Service Needs and Economic-
Youth & Families
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
9 Agency/Group/Organization City Inter-Departmental
Working Group
Agency/Group/Organization Type Working Group
What section of the Plan was addressed by Consultation? Housing Need Assessment
Economic Development
Public Facilities, Infrastructure,
Public Services
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Group Meeting and Discussion
10 Agency/Group/Organization St. Joseph Center
Agency/Group/Organization Type Services-homeless
Not-for-Profit
What section of the Plan was addressed by Consultation? Homelessness Strategy
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
11 Agency/Group/Organization Meals on Wheels West
Agency/Group/Organization Type Services-Elderly Persons
Not-for-Profit
What section of the Plan was addressed by Consultation? Elderly
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
12 Agency/Group/Organization Hospitality Training Academy
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Economic Development
Job Training
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
13 Agency/Group/Organization Venice Family Clinic
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Family Services
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
14 Agency/Group/Organization Chrysalis
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Economic Development
Job Training
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
15 Agency/Group/Organization Upward Bound House
Agency/Group/Organization Type Services-homeless
Not-for-Profit
What section of the Plan was addressed by Consultation? Homelessness Strategy
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
16 Agency/Group/Organization WISE & Healthy Aging
Agency/Group/Organization Type Services-Elderly Persons
Not-for-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Elderly
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
17 Agency/Group/Organization JVS SoCal
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Homelessness Strategy
Job Training for Youth,
Employment
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach,
One-on-one interview
18 Agency/Group/Organization Westside Food Bank
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Public Service
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
19 Agency/Group/Organization CLARE|MATRIX
Agency/Group/Organization Type Not-for-Profit
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What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Youth
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
20 Agency/Group/Organization Providence Saint Johns
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Youth and Families
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
21 Agency/Group/Organization Legal Aid Foundation of Los
Angeles
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Low Income Housing
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
22 Agency/Group/Organization Santa Monica college
Agency/Group/Organization Type Services-Education
School
What section of the Plan was addressed by Consultation? Education
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
23 Agency/Group/Organization Santa Monica Boys and Girls
Club
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Low-income Families
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
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24 Agency/Group/Organization The People Concern
Agency/Group/Organization Type Services - Housing
Services-homeless
Not-for-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Homeless and Housing
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
25 Agency/Group/Organization Step Up on Second
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Economic Development
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey, HSD Outreach
26 Agency/Group/Organization Connections for Children
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Youth and Families
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey
27 Agency/Group/Organization Family Services of Santa
Monica
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Youth and Families
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey
28 Agency/Group/Organization Growing Place
Agency/Group/Organization Type Not-for-Profit
What section of the Plan was addressed by Consultation? Youth and Families
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey
29 Agency/Group/Organization Disability Community Resource
Center
Agency/Group/Organization Type Services-Persons with
Disabilities
Not-for-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Low-income Families
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Online Survey
30 Agency/Group/Organization Community Corporation of
Santa Monica
Agency/Group/Organization Type Housing
Not-for-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Housing
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview
31 Agency/Group/Organization City of Santa Monica Housing
Authority
Agency/Group/Organization Type PHA
What section of the Plan was addressed by Consultation? Public Housing Needs
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview, data
related to public housing
needs
32 Agency/Group/Organization Calvary Baptist
Agency/Group/Organization Type Housing
Faith Based Organization
What section of the Plan was addressed by Consultation? Housing Need Assessment
Economic Development
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview
33 Agency/Group/Organization RAND
Agency/Group/Organization Type Research Organization
What section of the Plan was addressed by Consultation? Housing Need Assessment
Economic Development
Social Services
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview,
Sustainable City of Wellbeing
Study
34 Agency/Group/Organization Los Angeles Homeless Services
Authority
Agency/Group/Organization Type Services-homeless
Continuum of Care
What section of the Plan was addressed by Consultation? Homelessness Strategy
Social Services
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview,
information on homelessness
35 Agency/Group/Organization Downtown Santa Monica
Agency/Group/Organization Type Services - Housing
Services-homeless
Not-for-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homelessness Strategy
Economic Development
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview
36 Agency/Group/Organization Familias Latinas Unidas
Agency/Group/Organization Type Community Group
What section of the Plan was addressed by Consultation? Housing Need Assessment
Economic Development
Social Services
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
One-on-one interview
Identify any Agency Types not consulted and provide rationale for not consulting
To the best of its ability, the City has conducted outreach to all known agencies and organizations
involved in activities that are relevant to CDBG and HOME activities and programs.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your
Strategic Plan overlap with
the goals of each plan?
Continuum of Care Los Angeles Homeless
Services Authority
Homelessness Strategy
Framework for a Sustainable City of
Wellbeing
City City Vision and Goals
Land Use and Circulation Element City City Vision and Goals
Housing Element City City Guidelines and Plans
for Housing
Action Plan to Address Homelessness
in SantaMonica
City Homelessness Strategy
Public Housing Five-Year Plan Housing Authority Coordination of Efforts
Analysis of Impediments to Fair
Housing Choice
Housing Authority Fair Housing Objectives &
Plan
Human Services Grant Program
Funding Rationale RFP
City Coordination of Efforts
Evaluation of Services for Older Adults
in Santa M
City Services for Senior Citizens
Youth Wellbeing Report Card City Programs for Youth and
Teens
Youth Violence Prevention in SM: An
Action Plan
City Programs for Youth
2018 Resident Satisfaction Survey City City Vision and Goals
Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
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The City participates in a number of collaborative meetings, task forces and coalitions with other public
entities to coordinate service delivery, align policies, and share data in an effort to reduce duplication of
services, remove system barriers, and leverage non-City resources to serve Santa Monica residents.
These include key public and quasi-public agencies, coalitions and groups, including the U.S. Department
of Veterans Affairs, the Los Angeles Homeless Services Authority, California Department of Housing and
Community Development, California Employment Development Department, Federal Emergency
Management Agency, Los Angeles County Department of Child and Family Services, Los Angeles County
Department of Public Health, Los Angeles County Department of Mental Health, Los Angeles County
Department of Health Services, Los Angeles County Department of Public Social Services, Los Angeles
County Metropolitan Transportation Authority, Los Angeles County Housing Authority, Santa Monica-
Malibu Unified School District, Santa Monica College, United Way, and Westside Cities Council of
Governments.
Narrative (optional):
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City considers the involvement of its low- and moderate-income residents to be essential to the development and implementation of its
Five-Year Consolidated Plan and Annual Action Plans.
The residents of Santa Monica played a significant role in the preparation of the Consolidated Plan. The City’s Citizen Participation Plan was
utilized to encourage citizen input. Actions taken by the City to obtain citizen participation included: presentations at City meetings,
online/website communication, stakeholder interviews, a widely-distributed online survey, public notices, and public hearings. The City’s Citizen
Participation Plan will continue to guide the preparation (and/or revision) of the Consolidated Plan, Annual Action Plans, and Consolidated
Annual Performance Evaluation Reports (CAPERs) over the next five fiscal years.
Well-publicized public hearings were held at two City Commission meetings in February 2020. The draft Consolidated Plan and first year Annual
Action Plan was available for a thirty-day public review and comment period starting on March 16, 2020. The completed Plan was approved by
the City Council at a public meeting on June 9, 2020. This Amended Consolidated Plan and first year Annual Action Plan was made available for
an additional five-day public review and comment period as of October 10, 2020. Taken together, these sessions are part of a concerted effort to
obtain as much public input as possible in the preparation of the Plans.
The Citizen Outreach Participation Table below provides details about the various outreach efforts.
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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Hearing Residents of Public
and Assisted
Housing
Social Services
Commission
Meeting
Preserve and
enhance the quality
of life for all
residents.
Commission
members and
members of the
public.
All comments were
accepted.
All comments were
accepted.
2 Public Hearing Housing providers Commission
members and
members of the
public
All comments were
accepted.
All comments were
accepted.
3 Public Review &
Comment Period
Non-
targeted/broad
community
General public
March 16 - April 15,
2020; June 4 - June 9,
2020; Oct 10-Oct 15,
2020.
All comments were
accepted.
All comments were
accepted.
4 Public Review &
Comment Period
Non-
targeted/broad
community
General public
June 9, 2020 All comments were
accepted.
All comments were
accepted.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
5 Public Review &
Comment Period
Community
organizations in
Santa Monica
Nine (9) targeted
interviews were
conducted
All comments were
accepted.
All comments were
accepted.
6 Public Review &
Comment Period
Non-
targeted/broad
community
General public
Two-hundred and
eighty-three (283)
survey responses
were gathered
All comments were
accepted.
All comments were
accepted.
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
To ensure the most efficient and effective use of resources, the City of Santa Monica must first assess
the needs of the community. In this section, the City’s various demographic and economic indicators will
be described and analyzed to provide the foundation needed for management of CDBG and HOME
entitlement grants.
Using data gathered by state, local, and federal sources, the City can identify needs based on broad
trends in population, income, and household demographics. Primary data sources include the US Census
Bureau, HUD, and Bureau of Labor Statistics. Once initial data has been gathered, they can be examined
with a more nuanced analysis of variables, such as how family and household dynamics relate to race
and housing problems.
A key goal of the Needs Assessment section is to identify the nature and prevalence of housing problems
experienced by the City’s residents. Per HUD’s definition, there are four housing problems to be
assessed:
• Cost-Burdened (defined as households that spend 30% or more of their income on housing
costs)
• Lack of Complete Plumbing
• Lack of Complete Kitchen Facilities
• Overcrowding
In addition to the demographics analyzed, this section also looks at factors that impact or are impacted
by the housing market. The City’s public housing, the needs of those facing homelessness, and non-
homeless special needs are also discussed. Finally, non-housing development needs like public services
and infrastructure are also analyzed to assist in determining where resources should be allocated.
Whenever possible, each of these issues is juxtaposed with economic and demographic indicators to
determine whether certain groups carry a disproportionate burden. Understanding the magnitude and
prevalence of these issues in the City of Santa Monica is crucial in setting evidence-based priorities for
entitlement programs.
Data Note: Many fields in this document are populated automatically by the IDIS system. In order to
provide the most accurate and up-to-date analysis, additional data sources are often used.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The housing needs of a community are, like all items in the market economy, a product of supply and
demand. However, determining the factors that impact supply and demand is much more complicated
than building one house for one household. Changes in population, household size, availability of rental
housing, income, and the condition of properties all contribute to shifts in the community’s housing
needs.
The following section will demonstrate that the greatest housing issue facing the citizens of Santa
Monica is affordable housing. According to the 2013-2017 American Community Survey 5-Year
Estimates, there are approximately 19,955 cost burdened households in the City, or 44.3%. Renters are
more likely to be cost burdened, as approximately 47.5% pay over 30% of their income towards housing.
Homeowners are slightly better off: 42.2% of those with a mortgage and 24.6% of those without a
mortgage are cost burdened. This data points to the current housing supply being either too small or too
expensive.
Demographics Base Year: 2010 Most Recent Year: 2017 % Change
Population 84,084 92,495 10%
Households 44,497 46,358 4%
Median Income $50,468.00 $86,084.00 71%
Table 5 - Housing Needs Assessment Demographics
Alternate Data Source Name: 2006-2010 ACS, 2013-2017 ACS
Data Source Comments:
Since 2000, the population of Santa Monica has increased by approximately 10%, which is more than
double the increase in the number of households in the City. This indicates that household size is
increasing along with the population, a factor that will be addressed later in this document.
Residents have a nearly 71% higher median household income than they did in 2000. While this points
to an increase in buying power, economic growth is not as strong as this data point indicates. Due to
inflation, the median household income in 2000 ($50,468) has the same buying power as $72,604 in
2017. The actual change in a household’s buying power is 15.7%, which is noticeably less than the
change in income.
Population
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The first map below displays the population density by Census Tract throughout the City of Santa
Monica; the darker the tract, the higher the population. Two areas along the beachfront have the
highest concentration of people, while the tracts northwest of the airport have a disproportionately high
population.
Source: 2013-2017 American Community Survey 5-Year Estimates
Population
Change in Population
As noted above, the City’s population grew by 10% since 2000. However, that growth is not evenly
distributed throughout the area. The most northern Census tract 06037701201 experienced the largest
decline in population. Census tracts 06037701801 in the northeast, where I-10 enters the City, and
06037701902 and 06037702102, along the coast, experienced the highest population growth at over
20%.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Population Change
Median Household Income
The map below displays the median household income by census tract throughout Santa Monica. In
2017, the median household income was $86,084, but income varied considerably throughout the City.
In general, census tracts along the northwest city limits have households with the highest median
incomes in Santa Monica at over $120,000 per year. Tracts that surround I-10 have the lowest median
household income in the City; in particular, tract 06037701801 in the east has a median household
income half that of the northwest tracts.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Median Household Income
Poverty
The map below displays the percentage of the population who live below the poverty level by census
tract. Unsurprisingly, it shows that the areas with high poverty are also those that have a relatively low
income. Along I-10 where median household income is lowest in the City, poverty is highest at over 15%.
These Census tracts from west to east along I-10 are: 06037701402, 06037701902, 06037701802, and
06037701801.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Poverty Level
Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 7,385 4,040 5,820 3,300 25,910
Small Family Households 740 830 1,375 805 8,965
Large Family Households 45 165 15 50 685
Household contains at least one
person 62-74 years of age 1,745 825 1,155 565 2,030
Household contains at least one
person age 75 or older 2,040 815 645 200 760
Households with one or more
children 6 years old or younger 135 195 250 185 2,835
Table 6 - Total Households Table
Alternate Data Source Name:
2012-2016 CHAS
Data Source Comments:
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Number Households
The above table breaks down family dynamics and income in the jurisdiction using 2016 CHAS data.
Residents who are in higher income ranges tend to have different household demographics from those
in lower income ranges. For example, residents who earn more than 100% of HUD Area Median Family
Income (HAMFI) are considerably more likely to be a small family household and not include an elderly
person than households that make less than 30% HAMFI.
When looking at total households in the City by income level, there are a significant number of
households in the City which are extremely low-income (0-30% HAMFI), with over 7,300 households.
Over half of these homes include someone over the age of 62 (3,785).
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 390 125 95 40 650 0 0 15 35 50
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 85 110 100 45 340 0 0 0 0 0
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 65 160 75 70 370 0 0 0 0 0
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 4,065 1,685 1,085 170 7,005 745 410 585 165 1,905
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Renter Owner
0-30%
AMI
>30-
50% AMI
>50-
80% AMI
>80-
100% AMI
Total 0-30%
AMI
>30-
50% AMI
>50-
80% AMI
>80-
100% AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 775 845 1,825 1,535 4,980 75 140 240 150 605
Zero/negative
Income (and
none of the
above
problems) 455 0 0 0 455 65 0 0 0 65
Table 7 – Housing Problems Table
Alternate Data Source Name:
2012-2016 CHAS
Data Source Comments:
Housing Needs Summary
The table above gives an overview of housing problems in the City. Using 2016 CHAS data, the table
provides the numbers of households experiencing each category of housing problem broken out by
income ranges (up to 100% AMI) and owner/renter status. For example, the first data cell (top left)
demonstrates that 390 renter households in the jurisdiction made 30% or below the area median
income (AMI) and lacked complete plumbing or kitchen facilities.
Cost burden is clearly the leading housing problem in the City in terms of sheer numbers, a common
trend in many communities across the state and nation today. According to the 2016 CHAS data, there
were 11,985 renters and 2,510 homeowners in the 0% to 100% AMI range spending more than 30% of
their income on housing costs (100% AMI is the area median income). The bigger picture is worse,
however, because these figures do not include households that earn more than 100% of the median
income.
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen
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or complete plumbing, severe overcrowding, severe cost burden)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 5,375 2,925 3,180 1,855 13,335 820 550 825 330 2,525
Having none of
four housing
problems 610 360 1,285 875 3,130 55 205 535 250 1,045
Household has
negative income,
but none of the
other housing
problems 455 0 0 0 455 65 0 0 0 65
Table 8 – Housing Problems 2 Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
Severe Housing Problems
The table above shows households with at least one severe housing problem broken out by income and
occupancy. The data shows there is a correlation between being low income and having a higher
tendency to have severe housing problems. As income increases, there are less severe housing
problems. For renters having one or more of four housing problems, 5,375 with 0-30% AMI had
problems, while only 1,855 with >80-100% AMI had problems. Similarly, for owners, 820 with 0-30%
AMI had problems, while only 330 with >80-100% AMI had problems.
3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 520 540 590 1,650 170 70 270 510
Large Related 45 145 0 190 0 0 0 0
Elderly 2,280 595 370 3,245 365 190 170 725
Other 2,440 1,305 1,950 5,695 185 130 170 485
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Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50% AMI
>50-
80% AMI
Total
Total need by
income
5,285 2,585 2,910 10,780 720 390 610 1,720
Table 9 – Cost Burden > 30%
Alternate Data Source Name:
2012-2016 CHAS
Data Source Comments:
Cost Burden
The table above displays 2016 CHAS data on cost-burdened households in the City for the 0% to 80%
AMI cohorts. HUD defines cost-burden as paying more than 30% monthly income on housing costs. In
terms of total counts, renters experience cost burden much more than homeowners. All small
households experience cost burden, no matter what income level. Extremely low-income elderly
households experience cost burden more than any other elderly income level.
Santa Monica’s Wellbeing Project (2017) survey results indicate that nearly half of Santa Monica
residents (47% for homeowners, 48% for renters) reported that they are spending more than 30% of
their income on housing. Despite the fact that more than a third (38%) of all multifamily housing stock in
Santa Monica is designated for LMI residents, one in four Santa Monica residents say they worry about
making the rent or mortgage payment every month.
Housing Cost-Burdened
The following maps below display the percentage of the population that is cost-burdened by census
tract using data from the 2013-2017 American Community Survey 5-Year Estimates. Despite higher
median household incomes in the City over the past several years, there are still high rates of cost
burden in some areas, as high as over 40% for homeowners and 60% for renters.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Cost Burdened Homeowners
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Cost Burdened Renters
4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 390 265 260 915 155 65 240 460
Large Related 45 80 0 125 0 0 0 0
Elderly 1,760 325 90 2,175 305 100 90 495
Other 1,880 1,110 690 3,680 150 110 110 370
Total need by
income
4,075 1,780 1,040 6,895 610 275 440 1,325
Table 10 – Cost Burden > 50%
Alternate Data Source Name:
2012-2016 CHAS
Data Source Comments:
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Severe Cost Burden
The data presented above show the severe cost burden in the City, which is defined as paying more than
50% of household income on housing cost. Severe cost burden effects the same household types as
regular cost burden.
5. Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 125 255 130 65 575 0 0 0 0 0
Multiple,
unrelated family
households 0 15 0 45 60 0 0 0 0 0
Other, non-family
households 30 0 50 0 80 0 0 0 0 0
Total need by
income
155 270 180 110 715 0 0 0 0 0
Table 11 – Crowding Information – 1/2
Alternate Data Source Name:
2012-2016 CHAS
Data Source
Comments:
Overcrowding
HUD defines an overcrowded household as having from 1.01 to 1.50 occupants per room and a severely
overcrowded household as having more than 1.50 occupants per room. This type of condition can be
seen almost exclusively in renter households in the City and especially in single family households.
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present 95 195 135 425 40 0 115 155
Table 12 – Crowding Information – 2/2 Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
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Describe the number and type of single person households in need of housing assistance.
According to the 2013-2017 American Community Survey 5-Year Estimates (S2501), 48.2% are single-
person households living alone. Renters are more likely to live in a single-person household than
homeowners. Approximately 55.1% of renter-occupied units are single-person households as compared
to 30.2% of owner-occupied households.
Elderly residents who live alone may be in particular need of housing assistance. They are often on a
fixed income and need assistance to maintain autonomy. In Santa Monica, over half of all households
with someone over the age of 65 are single-person households. That means over 6,300 households may
need housing assistance due to age. (Source: ACS 2013-2017, S0103)
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
Victims of Rape and Domestic Violence
According to the FBI’s Uniform Crime Reports, in 2017 there were 58 cases of rape and 407 cases of
aggravated assault. That translates to a crime rate of 58.1 for rape and 437.9 for aggravated assault (per
100,000 people). This was higher than the respective crime rates for Los Angeles County as a whole.
The incidents of domestic violence, dating violence, stalking, or other sexual crimes was not gathered by
the FBI, however there were a total of 705 cases of violent crimes.
Disability
In the City of Santa Monica there are 9,179 individuals who have a disability, representing 10% of the
population. The disability rate is highest for older residents. Ambulatory difficulty is the most common
disability (4,783 residents), followed by independent living difficulty (3,840), and self-care difficulty
(2,297).
What are the most common housing problems?
Affordability is by far the largest housing problem in Santa Monica. The most recent data available from
the American Community Survey estimates that 47.5% of renters are housing cost burdened.
Approximately 42.2% of homeowners with a mortgage and 24.7% without a mortgage are cost
burdened. In total, nearly 20,000 households in Santa Monica are financially overstretched due to
housing costs.
Are any populations/household types more affected than others by these problems?
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The 2016 CHAS data, while yielding different totals than the recent data from the Census Bureau,
provide a more nuanced view of which segments of the population experience housing problems. In
general, lower-income households experience more housing problems. Extremely low-income
households (30% AMI and below) are statistically more likely to have at least one problem than other
income ranges, and extremely low-income renters more so than owners. When those facts intersect, the
data demonstrates that low- and extremely low-income renters are more affected by housing problems
than other groups. For example, extremely low-income renter households show a greater incidence of
severe housing cost burden than all other groups. An analysis of race and cost burden is conducted in
the Market Analysis section of this report.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
HUD defines extremely low-income households as households that earn 0-30% AMI (area median
income), and severe housing cost burden as housing expenses that are greater than 50% of income.
As indicated in 2016 CHAS data in Housing Needs Summary Tables, the lack of affordable housing is by
far the greatest housing problem for extremely low-income households and families with children in the
region. For extremely low-income households, there are 610 homeowner households with severe
housing cost burden greater than 50%, and 4,075 renter households have severe housing cost burden
greater than 50%. That means there are over 4,600 households in the City that are both extremely low
income and have severe housing cost burden, which places them at imminent risk of becoming
homeless. Furthermore, 135 extremely low-income households in the City include one or more children
6 years and younger.
According to the Los Angeles Homeless Services Authority’s (LAHSA) 2019 Homeless Count (2019 PIT),
there were 1,002 persons who were homeless in the City with 752 unsheltered. The number of families
was not available through the 2019 PIT, however LAHSA includes information on the number of families
assessed from HMIS. From 7/1/2018 to 6/30/2019 there were a total of 141 families assessed.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
The City of Santa Monica does not provide specific estimates of its at-risk populations. However, as
noted above, the populations most at risk are extremely low-income households, households that are
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extremely cost burdened, the elderly, residents with a disability, and survivors of domestic violence and
rape.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Persons identified to be at increased risk include: persons who are extremely low income; persons with
disabilities; persons fleeing domestic violence; homeless persons being discharged from crisis units,
hospitals and jails; and unaccompanied youth and youth aging out of foster care. Prevention assistance
is also primarily provided to persons who have already received notice that eviction proceedings have
been started in court (rather than just a three-day notice from landlord), since they constitute the
households most likely to be evicted without assistance. Three additional characteristics in the
community that have also been linked with housing instability are crime, sexually transmitted diseases,
and opioid use.
Crime
Crime plays a major role in determining where a household will choose to reside. Overall, crime has
increased in Santa Monica since 2010.
The FBI Uniform Crime Reports (UCR) reports on two types of crime in the City: violent crimes and
property crimes. Violent crimes consist of aggravated assault, murder, rape, and robbery. Property
crimes consists of burglary and motor vehicle theft. In 2010, the violent crime rate per 100,000 people
was 436.84 and has since increased to 758.59 in 2017. Property crimes are more prevalent than violent
crimes but show the same overall trend. In 2010, the property crime rate per 100,000 people was
3,476.87 and increased to 4,706.52 in 2017. (Source: FBI UCR via PolicyMap)
STDs
If left untreated, sexually transmitted diseases (STDs) can have serious health consequences and long-
term negative effects on quality of life. Three common types of sexually transmitted diseases are
chlamydia, gonorrhea, and syphilis. The Los Angeles County Department of Public Health collects data
and reports these STDs through the Annual Sexually Transmitted Disease Surveillance Report. While
data was not specifically collected for Santa Monica, the city is part of the Westside Service Planning
Area (SPA5).
In the Westside SPA5 planning area, there were 2,011 cases of chlamydia reported in 2013, 2,550 cases
in 2015, and 1,980 cases in 2017. Cases of reported gonorrhea, on the other hand, have been rising. In
2013, the number of cases reported in SPA5 for gonorrhea was 540 and has nearly doubled to 1,241 in
2017. Finally, there were 210 cases of early syphilis reported in the SPA5 in 2017. This number has been
rising every year since 2013 when only 101 were reported. (Source: Los Angeles County Department of
Public Health, 2017 Annual Sexually Transmitted Disease Surveillance Report)
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Persons with HIV are later discussed in NA-45 Non-Homeless Special Needs Assessment.
See Discussion for Opioid Use.
Discussion
Opioid Use
Data for opioid use is available at the county level; however, due to the large size of Los Angeles County,
the Los Angeles County Department of Public Health (LACPH) breaks the region into several service
areas. Santa Monica is located in the Westside Service Planning Area 5 (SPA5). LACPH reports on opioid
use in its Annual Overview of Patients in Publicly Funded Substance Use Disorder Treatment Programs.
While this report includes all types of substance abuse, specific opioids are also reported.
For the SPA5 planning area, in 2016 there were 936 admissions from heroin – the most admissions of all
substance abuse by far. Heroin has been the leading primary drug problem since the county public
health department began collecting data 10 years ago. In addition to heroin, prescription opioids are
also an issue in the county. In 2016, there were 198 prescription drug abuse admissions. (Source: Los
Angeles County Department of Public Health, Annual Overview of Patients in Publicly Funded Substance
Use Disorder Treatment Programs 2015-2016 Fiscal Year)
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
This section compares the existence of housing problems among racial groups against that of the
jurisdiction as a whole in an effort to see if any group(s) shares a disproportionate burden of the area's
housing problems. For this purpose, HUD guidelines deem a disproportionately greater need to exist
when persons of a particular racial or ethnic group experience housing problems at a rate at least 10
percentage points higher than the jurisdiction as a whole.
The following series of tables looks at the existence of housing problems among different racial and
ethnic groups across the 0%-30%, 30%-50%, 50%-80%, and 80%-100% AMI cohorts.
The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing
facilities, 3. More than one person per room, 4. Cost Burden greater than 30%.
0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other housing problems
Jurisdiction as a whole 6,195 665 520
White 4,090 445 370
Black / African American 155 20 10
Asian 615 80 60
American Indian, Alaska Native 0 0 0
Pacific Islander 20 0 0
Hispanic 1,120 125 80
0 0 0 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
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30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other housing problems
Jurisdiction as a whole 3,475 565 0
White 2,245 385 0
Black / African American 275 10 0
Asian 125 20 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 705 140 0
0 0 0 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,005 1,820 0
White 2,865 1,185 0
Black / African American 175 135 0
Asian 270 105 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 10 0
Hispanic 605 305 0
0 0 0 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,185 1,125 0
White 1,650 835 0
Black / African American 35 10 0
Asian 190 120 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 160 135 0
0 0 0 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
Discussion
This section provides a summary for each AMI cohort from the data in this section. The most recent
CHAS data (Comprehensive Housing Affordability Strategy) used for this analysis demonstrates the
extent of housing problems for the overall jurisdiction, and then by racial or ethnic group, to determine
which group is disproportionately affected.
0-30%
The jurisdiction-wide rate for housing problems is 83.9%. Pacific Islander households report
experiencing housing problems at a disproportionately high rate in this income category (100%).
However, the population is relatively small (20 households), which means there may be a large margin
of error.
30-50%
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For this income group, 86.0% of all residents have a housing problem. Approximately 96.5% of Black or
African American households face housing problems, a disproportionately high rate in this income
category.
50-80%
In the City of Santa Monica, 68.8% of households in this income group have a housing problem. There
are no racial or ethnic groups that are disproportionately affected.
80-100%
The jurisdiction wide rate for housing problems for this group is 66.0%. The only group with a
disproportionately high rate of housing problems is Black or African American households (77.8%).
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
This section compares the existence of severe housing problems among racial groups against that of the
jurisdiction as a whole in an effort to see if any group(s) shares a disproportionate burden of the area's
housing problems. For this purpose, HUD guidelines deem a disproportionately greater need to exist
when persons of a particular racial or ethnic group experience severe housing problems at a rate at least
10 percentage points higher than the jurisdiction as a whole.
The following series of tables looks at the existence of severe housing problems among different racial
and ethnic groups across the 0%-30%, 30%-50%, 50%-80%, and 80%-100% AMI cohorts.
The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing
facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,345 1,520 520
White 3,500 1,040 370
Black / African American 135 45 10
Asian 575 120 60
American Indian, Alaska Native 0 0 0
Pacific Islander 20 0 0
Hispanic 935 310 80
0 0 0 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Alternate Data Source Name:
2012-2016 CHAS
Data Source Comments:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
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30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other housing problems
Jurisdiction as a whole 2,490 1,550 0
White 1,565 1,060 0
Black / African American 165 125 0
Asian 110 40 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 525 325 0
Other 0 0 0
Table 18 – Severe Housing Problems 30 - 50% AMI Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,940 3,880 0
White 1,415 2,630 0
Black / African American 25 290 0
Asian 140 230 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 10 0
Hispanic 315 595 0
Other 0 0 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four severe housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 500 2,805 0
White 395 2,100 0
Black / African American 15 25 0
Asian 50 260 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 40 255 0
Other 0 0 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Alternate Data Source Name: 2012-2016 CHAS
Data Source Comments:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
Discussion
This section provides a summary for each AMI cohort. The most recent CHAS data (Comprehensive
Housing Affordability Strategy) used for this analysis demonstrates the extent of severe housing
problems for the overall jurisdiction and then by racial or ethnic group to determine which group was
disproportionately affected. Only racial or ethnic groups that experienced a disproportionately greater
rate were highlighted for each AMI cohort.
0-30%
The jurisdiction-wide rate for severe housing problems is 72.4% for this income category. Pacific Islander
households report experiencing housing problems at a disproportionately high rate in this income
category (100%). However, the population is relatively small (20 households), which means there may
be a large margin of error.
30-50%
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For this income group, 61.6% of all residents have a severe housing problem. The only group
disproportionately affected is Asian households (73.3%).
50-80%
In the City of Santa Monica, 33.3% of households in this income group have a severe housing problem.
There are no racial or ethnic groups that are disproportionately affected.
80-100%
The jurisdiction-wide rate for severe housing problems for this group is 15.1%. The only group
disproportionately affected is Black or African American households (37.5%).
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction:
This section compares the existence of housing cost burden and severe cost burden among racial groups
against that of the jurisdiction as a whole in an effort to see if any group(s) shares a disproportionate
burden of the area's cost burden. For this purpose, HUD guidelines deem a disproportionately greater
need to exist when persons of a particular racial or ethnic group experience housing problems at a rate
at least 10 percentage points higher than the jurisdiction as a whole.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 26,255 9,385 10,260 555
White 19,535 6,770 7,145 395
Black / African
American 680 405 330 10
Asian 2,420 690 910 70
American Indian,
Alaska Native 0 0 0 0
Pacific Islander 20 0 20 0
Hispanic 2,780 1,185 1,530 80
Table 21 – Greater Need: Housing Cost Burdens AMI
Alternate Data Source Name:
2012-2016 CHAS
Data Source Comments:
Discussion:
The most recent CHAS data (Comprehensive Housing Affordability Strategy) used for this
analysis demonstrates the extent of housing cost burden for the overall jurisdiction and then by racial or
ethnic group to determine which group was disproportionately affected.
By HUD’s definition of a disparity of 10% or higher, no racial or ethnic households experience a
disproportionate need when it comes to housing cost burden (paying between 30% and 50% of monthly
income on housing costs). Jurisdiction-wide, 20.2% of households pay between 30% and 50% of monthly
income on housing costs (cost burdened).
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Only Pacific Islander households experience a disproportionate need when it comes to extreme cost
burden (paying over 50% of monthly income on housing costs). Jurisdiction-wide, 22.1% of households
pay over 50% of their monthly income on housing costs, compared to 50% for Pacific Islander
households. However, the population is relatively small (20 households), which means there may be a
large margin of error.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
This section provides a summary for each AMI cohort from previous sections. HUD guidelines deem a
disproportionately greater need to exist when a particular racial or ethnic group experience housing
problems at a rate at least 10 percentage points higher than the jurisdiction as a whole.
Housing Problems
0-30%
The jurisdiction-wide rate for housing problems is 83.9%. Pacific Islander households report a
disproportionately high rate in this income category (100%). However, the population is relatively small
(20 households), which means there may be a large margin of error.
30-50%
For this income group, 86.0% of all residents have a housing problem. Black or African American
householders experience housing problems at a disproportionately high rate in this income category
(96.5%).
50-80%
In the City of Santa Monica, 68.8% of households in this income group have a housing problem. There
are no racial or ethnic groups that are disproportionately affected.
80-100%
The jurisdiction-wide rate for housing problems for this group is 66.0%. The only group with a
disproportionately high rate of housing problems is Black or African American households (77.8%).
Severe Housing Problems
0-30%
The jurisdiction-wide rate for severe housing problems is 72.4%. Pacific Islander households report a
disproportionately high rate in this income category (100%). However, the population is relatively small
(20 households), which means there may be a large margin of error.
30-50%
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For this income group, 61.6% of all residents have a severe housing problem. The only group
disproportionately affected is Asian households (73.3%).
50-80%
In the City of Santa Monica, 33.3% of households in this income group have a severe housing problem.
There are no racial or ethnic groups that are disproportionately affected.
80-100%
The jurisdiction wide rate for severe housing problems for this group is 15.1%. The only group
disproportionately affected is Black or African American households (37.5%).
Cost Burden
The most recent CHAS data used for this analysis demonstrates the extent of housing cost burden for
the overall jurisdiction and then by racial or ethnic group to determine which group was
disproportionately affected.
By HUD’s definition of a disparity of 10% or higher, no racial or ethnic households experience a
disproportionate need when it comes to housing cost burden (paying between 30% and 50% of monthly
income on housing costs). Jurisdiction-wide, 20.2% of households pay between 30% and 50% of monthly
income on housing costs (cost burdened).
Only Pacific Islander households experience a disproportionate need when it comes to extreme cost
burden (paying over 50% of monthly income on housing costs). Jurisdiction-wide, 22.1% of households
pay over 50% of their monthly income on housing costs, compared to 50% for Pacific Islander
households. However, the population is relatively small (20 households) which means there may be a
large margin of error.
If they have needs not identified above, what are those needs?
No other needs are identified at this time.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Racial minority groups do face disproportionally greater need in several income categories as reported
above in this section, but are not concentrated in any particular area of the City. Households that
identify ethnically as Hispanic are concentrated in census tracts along I-10 (tracts 06037701801,
06037701802, and 06037701702); however, Hispanic households do not have any disproportionate
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needs as compared to the jurisdiction as a whole for housing problems, severe housing problems, or
housing cost burden.
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NA-35 Public Housing – 91.205(b)
Introduction
The Santa Monica Housing Authority (SMHA) is the local public housing authority of the City of Santa Monica. SMHA is an entity within the City’s
Housing Division that administers rental assistance programs for approximately 1,500 very low- and low-income households using federal funds
from the U.S. Department of Housing and Urban Development (HUD). The mission of SMHA is the same as HUD, which is to promote adequate
and affordable housing, economic opportunity, and a suitable living environment free from discrimination.
The SMHA administers the Housing Choice Vouchers (HCV) program in the city, of which there are currently 1,239 participant households. The
HCV program is the federal government's major program for assisting low-income families, the elderly, and the disabled to afford decent, safe,
and sanitary housing in the private market. Housing assistance is provided on behalf of the family or individual, and participants are able to find
their own housing of choice, which includes single-family homes and townhouses. Participants are free to select any housing that meets the
requirements of the program and is not limited to units located in subsidized housing projects. A housing subsidy is paid to the
landlord/management directly by the housing authority on behalf of the participating voucher holder family, and the family pays the difference
between the actual rent charged by the landlord and the amount subsidized by the program.
The following tables show the program activity and the characteristics of the housing community served by the SMHA.
Totals in Use
Program Type
Certificate Mod-Rehab Public Housing Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 0 1,239 339 874 26 0 0
Table 22 - Public Housing by Program Type
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*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Alternate Data Source Name:
PIC (PIH Information Center)
Data Source Comments:
Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs Supportive
Housing
Family
Unification Program
Average Annual Income 0 0 0 14,590 11,787 14,611 14,322 21,740
Average length of stay 0 0 0 10 0 10 0 10
Average Household size 0 0 0 1 1 1 1 3
# Homeless at admission 0 0 0 2 0 0 2 0
# of Elderly Program Participants
(>62) 0 0 0 518 2 508 7 1
# of Disabled Families 0 0 0 275 5 263 6 0
# of Families requesting
accessibility features 0 0 0 1,036 7 1,012 15 1
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 766 7 746 12 0 1
Black/African American 0 0 0 258 0 254 3 1 0
Asian 0 0 0 10 0 10 0 0 0
American Indian/Alaska
Native 0 0 0 1 0 1 0 0 0
Pacific Islander 0 0 0 1 0 1 0 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 24 – Race of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 0 201 0 198 2 0 1
Not Hispanic 0 0 0 835 7 814 13 1 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 25 – Ethnicity of Public Housing Residents by Program Type
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Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
on the waiting list for accessible units:
Santa Monica Housing Authority (SMHA) does not own any public housing development units. The
SHMA administers the HCV program throughout the city and ensures that its programs and activities are
accessible to everyone, including individuals with disabilities. The City also works closely with the Santa
Monica Housing Authority (SMHA) to promote dialogue regarding the ongoing needs of the disabled.
The Section 8 HCV waiting list is currently open as of May 1, 2020 and includes a list of more than 10,000
applicants. As evidenced by the large amount of families on the waiting list, affordable housing is a
major need.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The most immediate needs of residents of public housing and HCV holders are additional affordable
housing and incomes that can support self-sustainability. The need for affordability is indicated by the
number of households on the waiting list for the voucher program (more than 10,000 as mentioned
immediately above).
How do these needs compare to the housing needs of the population at large
There is a much greater and ongoing need for affordable housing for residents in public housing than in
the general population. Residents in public housing are more likely to be very low-income, and therefore
more severely cost burdened, than the general population. Further, approximately 75% of voucher
holders are disabled or elderly.
Elderly residents may require housing accommodations due to being more likely to be disabled than the
general population. They are also more likely to be living on fixed incomes, which means any change in
housing costs affects affordability to them more than the general population.
Discussion
N/A
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Homelessness is a particularly troublesome and complex issue for most communities across the United States, caused by many overlapping and
interrelated variables. The cause of any single person’s homelessness often lies not in a single factor, but in the convergence of many events and
conditions. From one perspective, homelessness is an economic problem caused by unemployment, lack of affordable housing options, or
poverty. From another perspective, homelessness is a health issue rooted in mental illness, physical disabilities, HIV/AIDS, substance abuse, or a
combination of those health factors. A third perspective is to view homelessness as a social problem influenced by domestic violence,
educational attainment, and race. In reality, homelessness can be caused by all of these issues, which are often interrelated, and addressing
homelessness requires a collaborative and community-based approach.
The Stewart B. McKinney Homeless Assistance Act defines the “homeless,” “homeless individual,” or “homeless person” as an individual who
lacks a fixed, regular, and adequate night-time residence and who has a primary night-time residence that is:
• A supervised publicly or privately-operated shelter designed to provide temporary living accommodations (including welfare hotels,
congregate shelters, and transitional housing for the mentally ill);
• An institution that provides a temporary residence for individuals intended to be institutionalized; or
• A public or private place not designed for, or ordinarily used as, a regular sleeping accommodation for human beings
Santa Monica is part of the Los Angeles Continuum of Care, the regional planning entity that coordinates housing and services for homeless
families and individuals across the county. In December of 1993, the Los Angeles Homeless Services Authority (LAHSA) was created by the Los
Angeles County Board of Supervisors and the Los Angeles Mayor and City Council to be an independent, joint powers authority. LAHSA is the
lead agency in the Los Angeles Continuum of Care.
The following data represents the homeless population count in Santa Monica as of August 2019. According to the 2019 Homeless Count
conducted by the City, there were a total of 987 homeless persons, which represents a 3 percent increase from the prior year.
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Homeless Needs Assessment
Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the
# becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households with Adult(s)
and Child(ren) 0 0 881 0 0 0
Persons in Households with Only
Children 0 0 38 0 0 0
Persons in Households with Only
Adults 331 654 7,488 0 0 0
Chronically Homeless Individuals 0 0 1,205 0 0 0
Chronically Homeless Families 0 0 43 0 0 0
Veterans 0 0 995 0 0 0
Unaccompanied Child 0 0 0 0 0 0
Persons with HIV 0 0 47 0 0 0
Table 26 - Homeless Needs Assessment
Data Source Comments:
2019 Homeless Count, August 2019.
Indicate if the homeless population
is:
Has No Rural Homeless
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If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of
days that persons experience homelessness," describe these categories for each homeless population type (including chronically
homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
• Chronically Homeless Individuals and Families: There are approximately 1,205 individuals and 43 families experiencing chronic
homelessness each year.
• Households with Adults and Children: Approximately 881 residents are in households with children that are experiencing homelessness.
Additionally, there are 38 households with only children.
• Veterans and Their Families: Nearly 1,000 individuals experiencing homelessness are military veterans. Veterans are often in need of
additional and specialized support beyond standard care.
• Unaccompanied Youth: In Santa Monica, there were no unaccompanied children reported in the most recent data.
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White 3,532 0
Black or African American 3,007 0
Asian 129 0
American Indian or Alaska
Native 0 0
Pacific Islander 41 0
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 1,884 0
Not Hispanic 5,810 0
Data Source
Comments: 2019 Homeless Count, August 2019.
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
See above
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
In Santa Monica, the largest racial group experiencing homelessness is White. However, Black residents
represent a significantly larger portion of those experiencing homelessness than the population as a
whole. Hispanic residents are also disproportionately represented in the population experiencing
homelessness.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Unsheltered homeless make up two-thirds of the persons experiencing homeless in Santa Monica.
Instead of residing in the shelter units in the city, unsheltered homeless live on the street, the beach, or
in their vehicles. The unsheltered population increased by 1 percent (from 646 to 654), mainly due to an
increase in vehicle homelessness. The homeless beach count numbers remained stable. The sheltered
population also increased by 6 percent (from 311 to 331), mostly due to the number of people in
hospitals rising from 8 to 27, which is likely due to SB 1152.
Discussion:
N/A
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
There are four primary groups with non-homeless special needs in the City of Santa Monica: the elderly
and frail elderly, those with HIV/AIDS and their families, those with alcohol and/or drug addiction, and
the mentally or physically disabled. This section will explain who they are, what their needs are, and
how the city is accommodating or should accommodate these needs.
Describe the characteristics of special needs populations in your community:
Elderly:
The elderly population faces increased challenges, of which providing decent, affordable housing is of
paramount importance. It is both medically beneficial and emotionally comforting for this population to
remain in a familiar setting and, as a result, strong emphasis is placed on the elderly maintaining a
lifestyle as independent as possible. Unfortunately, the elderly population is often on a limited income
and/or has a disability, which generates financial pressure that can reduce independence. As prices
throughout the community inflate, the elderly population generally lacks the ability to increase income
accordingly.
According to the most recent data available, there are approximately 15,831 residents over the age of
65 in the City, or 17.1% of the population. Approximately 5,335 residents over the age of 65 have a
disability, or 33.7%, and over 2,137 (13.5%) are below the poverty level. Elderly residents are still more
likely to live in owner-occupied residences, with 43.5% of elderly living in these homes, while the figure
for general population is only 27.7%. (Source: 2013-2017 ACS, S0103)
HIV/AIDS:
See discussion below in this section.
Disability:
There are 9,179 people in the City who have a disability, which is 10% of the population. Over 80% of the
population with a disability are Whit/non-Hispanic. Unsurprisingly, disability is correlated with age, and
therefore older residents are more likely to have one or more disabilities. Ambulatory difficulty is the
most common disability, and independent living difficulty is the second most common disability.
Continued in Discussion: Alcohol and Drug Addiction
What are the housing and supportive service needs of these populations and how are these
needs determined?
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Elderly:
The types of housing for the elderly and frail elderly vary depending on the special features and/or
services needed to meet the needs of older residents. Factors that must be considered in developing
housing for the elderly include location, services and amenities, proximity to health care, shopping and
other services, affordability, and ease of upkeep. Various categories of housing for the elderly are
independent and assisted living, nursing homes, and other support facilities such as adult day care,
respite, and senior center facilities.
Elderly persons require an environment that provides several areas of assistance or convenience. First,
the availability of healthcare is important, since health problems generally become more prevalent with
age. Second, availability of assistance with daily activities such as shopping, cooking, and housekeeping
becomes more important as people grow older. Also, the proximity of basic goods and services such as
those provided by pharmacies and grocery stores grows increasingly important as a person becomes less
able to drive or walk. Availability and ease of transportation are important for the same reasons. Safety
is a growing concern, since older Americans, especially those living alone, are particularly vulnerable to
crime and financial exploitation. Lastly, weather and climate are considerations for many elderly people,
since these factor into both ease of transit as well as health.
Providing secure, safe, affordable, and stable housing for the elderly population is vitally important for
this population. There are many factors that contribute to a healthy environment for the elderly,
including but not limited to access to health care, shopping, and social networks. A robust public
transportation network is incredibly beneficial to assisting the elderly remain active and independent.
Additionally, elderly residents’ homes may require modifications to assist with any disabilities that may
develop as a result of aging.
HIV/AIDS:
See discussion below.
Alcohol and Drug Addiction:
Individuals with substance abuse problems need a strong network in order to stay healthy and sober.
Their housing needs include sober living environments, support for employment, access to health
facilities, and easy access to family and friend networks. Additionally, detoxification facilities are
necessary when addiction is first recognized.
Disability:
Individuals with disabilities encompass a wide range of skill levels and abilities and therefore they have
many of the same issues as the general population, with the added needs that are unique to their
capabilities. Individuals with disabilities usually have a fixed income and limited housing options. The
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individuals who have more independent skills tend to utilize subsidized housing options. Individuals
requiring more support find residences in public welfare funded community homes, either sharing
settings or privately-owned personal care settings. Many individuals continue to reside with parents and
families throughout adulthood. Regardless of housing situation, a common thread is the need for
continuous support services dependent of the level of capabilities.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
The Los Angeles County Department of Public Health collects data and reports on HIV through the
Annual HIV Surveillance Report. Specific figures for HIV/AIDS was not available for Santa Monica,
however, the City is part of the Westside Service Planning Area (SPA5) in Los Angeles County.
According to the latest surveillance report, in 2016 there were 62 new HIV diagnoses (a rate of 9 per
100,000). There were 18 AIDS diagnoses for a rate of 3 persons per 100,000. In the Westside SPA5
planning area, there were a total of 2,529 persons living with HIV (a rate of 376 per 100,000). All the
rates were lower than Los Angeles County as a whole.
Males are far more likely to have HIV/AIDS diagnoses. Of the 62 new HIV diagnoses in 2016, 57 were
males (92%). Also, of new AIDS diagnoses, 15 of the 18 were male (83%). Finally, 2,303 of the 2,529
persons living with HIV were male, which constitutes 91% of this group.
While data specific to the Westside SPA5 Planning Area is not available, for Los Angeles County as a
whole, in all but one year American Indian/Alaskan Natives had the highest rates of HIV diagnoses from
2012 to 2016, or a rate of 70-80 persons per 100,000. Black and African Americans also consistently had
among the highest rates of HIV diagnosis in that time period, ranging from 40-50 persons per 100,000.
Whites and Asians were comparatively lower, at a rate of 10-15 and 5-8 persons per 100,000,
respectively. Persons identifying as Hispanics had a rate of around 20 persons per 100,000 in the same
five-year time period.
Discussion:
Alcohol and Drug Addiction:
Gathering accurate data about alcohol and drug addiction within a community is difficult. Assistance
with addiction is often not sought due to the fear of facing criminal charges. However, the Los Angeles
County Department of Public Health does conduct some research into drug and alcohol abuse, which is
shown below.
Alcohol: In Los Angeles County, much like the rest of the nation, alcohol is the most common and one of
the most harmful substances to be abused. Excessive use, or binge drinking, is more common for men
than women and it decreases with age.
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From 2012 to 2014, 35% of individuals 18-25 years reported binge drinking in the past 30 days.
Individuals 26 years and over reported less (21%). Hispanic males were the highest group reporting
binge drinking by race/ethnicity: in 2015, 29% of Hispanic males 18 years and over reported binge
drinking, while all other groups reported roughly half of that.
Marijuana: California has been at the forefront of legalizing marijuana for medical use since 1996 and
for recreational use since 2016. It is among the mostly commonly used drugs in the country, especially
among young adults. The rate of marijuana use in Los Angeles County increased more rapidly than those
of the state and country as a whole for all age groups from 2006 to 2016, which is now at youth by 6%,
young adults by 25%, and adults by 62%.
From 2014 to 2016, 33.2% of Los Angeles County’s young adults ages 18-25 years reported using
marijuana in the past year from the time of reporting. In the same time period, marijuana use among
youth (aged 12-17 years) in the county was 12.9%, higher than the national average (12.6%), but lower
than the California state average (14.0%). Marijuana use among adults (aged 26+ years) in the county
was 12.6%, higher than the national average (10.5%), but lower than the California state average
(12.9%).
In an effort to strengthen social services, the City’s Human Services Division (HSD) has recently worked
with Canavan Associates to identify social needs that address the community’s wellbeing. Public survey
responses in 2019 recommended support for substance use issues (drugs or alcohol) as a top tier
community need (84%).
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
The City of Santa Monica has identified the need for improved access to public facilities and has included
goal “1. Expand & Improve Public Infrastructure & Facilities” in its Strategic Plan.
To meet this goal, the City will expand and improve access to public facilities through development
activities for LMI persons/households and special needs populations (elderly, persons with a disability,
victims of domestic abuse, etc.). Public facilities may include neighborhood facilities, community
centers, and parks and recreation facilities.
How were these needs determined?
Public facility priority needs were identified in the course of preparing this Consolidated Plan through
the input of community leaders, citizen participation, and requests and ideas from a wide range of
service providers and public agencies. These inputs were provided in a series of meetings and public
hearings described in the Public Participation section of this Plan. Representatives from participating
communities discussed and ranked facility and infrastructure needs.
Describe the jurisdiction’s need for Public Improvements:
The City of Santa Monica has identified the need for the expansion and improvements of public
infrastructure and has included the goal “1. Expand & Improve Public Infrastructure & Facilities” in its
Strategic Plan.
In its efforts to meet this goal, the City will expand public infrastructure through development activities
for LMI persons and households. Activities can include adding ADA compliance for curb ramps,
sidewalks, and roadway expansion projects.
How were these needs determined?
Public infrastructure priority needs were identified in the course of preparing this Consolidated Plan
through the input of community leaders, citizen participation, and requests and ideas from a wide range
of service providers and public agencies. This input was provided through a variety of meetings and
public hearings described in the Public Participation section of this Plan. Representatives from
participating communities discussed and ranked facility and infrastructure needs.
Describe the jurisdiction’s need for Public Services:
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The City of Santa Monica has identified the need for public services for the special needs population and
has accordingly included two goals in the Strategic Plan:
3. Provide Vital Services to LMI and Special Needs Populations
To accomplish these goals, the City will provide supportive services for low-income and special needs
populations. Public services will target LMI citizens and may include services to address homelessness
and/or support persons with physical and mental health disabilities, the elderly, and youth. Services may
also include recreational programs for special needs populations and/or education and health programs
for special needs households.
How were these needs determined?
Public service priority needs were identified through the input of community leaders, citizen
participation, and the several public meetings and public hearings for the development of the City’s
Consolidated Plan. These inputs are described in the Public Participation section of this Plan.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
This section evaluates the housing market and supply in Santa Monica, CA by analyzing housing
indicators. An analysis of the current housing stock in the community is based on trends in structure,
age, price, and tenure. Furthermore, this analysis should consider the supply of homeless shelter
facilities, special needs services and housing, and non-housing community development resources. The
analysis is also supplemented by GIS maps to provide geographical visualization of the data.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
This section examines the composition of Santa Monica’s housing stock in terms of housing type and
tenure. Details are provided based on the number of units in the structure, multifamily housing
distribution within the jurisdiction, unit size and tenure, as well as an analysis of owner-occupied and
renter occupied housing.
All residential properties by number of units
Property Type Number %
1-unit detached structure 9,350 18%
1-unit, attached structure 2,197 4%
2-4 units 6,427 12%
5-19 units 20,657 40%
20 or more units 12,700 25%
Mobile Home, boat, RV, van, etc 95 0%
Total 51,426 100%
Table 27 – Residential Properties by Unit Number Alternate Data Source Name: 2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Residential Properties by Number of Units
The table above categorizes the City’s housing stock by the number of units in each structure and by
structure type. Multifamily developments (5-19 units) are most prominent and account for 40% of all
housing units in the City. Multifamily developments (20 or more units) account for a quarter of all the
housing in the City, and are mostly located near the beachfront. Traditional single-family, detached
homes account for less than one-fifth of all housing units. There are very few housing units are classified
as mobile home, boat, RV, van, etc. within the community.
Source: 2013-2017 American Community Survey 5-Year Estimates
Multifamily Development Distribution
The maps below display the distribution of small, medium, and large multifamily developments in the
jurisdiction. Small multifamily units are buildings with 3-19 units, medium multifamily units are buildings
with 20-49 units, and large multifamily units are buildings with 50+ units. Small multi-family units are
generally located in the central areas of the city, while large multifamily developments are primarily
near the beachfront.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Small Multifamily Developments
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Medium Multifamily Developments
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Large Multifamily Developments
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 114 1% 7,577 23%
1 bedroom 2,023 16% 29,299 87%
2 bedrooms 10,068 79% 24,629 73%
3 or more bedrooms 13,243 104% 6,090 18%
Total 25,448 200% 67,595 201%
Table 28 – Unit Size by Tenure
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Unit Size by Tenure
Homeowners tend to occupy housing with more bedrooms, while renters occupy homes with fewer
bedrooms. For homeowners, one-bedroom units represent a very small percentage of the overall
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occupied housing units (8%), whereas units with three or more bedrooms represent over half the total
units. For renters, one-bedroom units represent a very large percentage of the overall occupied housing
units (approximately 40%). However, renter units with three or more bedrooms saw the lowest
percentage (10%).
Source: 2013-2017 American Community Survey 5-Year Estimates
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
The Santa Monica Housing Authority (SMHA) administers the Housing Choice Vouchers (HCV) program
in the city. The SMHA has a current allocation of 1,503 HCVs. Program participants are eligible if they are
very low-income. All family types are welcome, including the elderly and disabled. The SMHA also
administers approximately 55 tenant-based rental housing vouchers. Program participants are eligible if
household income is below 60% of the area median income, and the program prioritizes seniors and
persons living with disabilities who are at risk of becoming homeless or are experiencing homelessness.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
No HCV housing vouchers are expected to be lost in the next five years. Those individuals or families
whose vouchers expire or are terminated would be replaced by those on the existing waiting list. The
HCV waiting list is currently closed and the latest online application period ended on January 31, 2017. A
list of 500 applicants was created based on a lottery system. At the time of this writing, the SMHA is in
the process of considering re-opening the wait list.
According to HUD’s Multifamily and Section 8 Housing Report (11/15/2019), in the City of Santa Monica
there are 13 contracts with 12 properties in the City. These contracts provide 623 units for the City.
During the next five years, all but three contracts are set to expire. If all of these contracts are lost, then
nearly 500 units would be lost.
Does the availability of housing units meet the needs of the population?
No. There is a lack of decent affordable units across the board. From a purely quantitative standpoint,
there may be enough units in the City to house the population. However, high home values and rents
result in much of the housing stock being out of the affordable range for large portions of the
population. Approximately 42.2% of owners with a mortgage and 47.5% of renters are currently cost
burdened, pointing to a disconnect between the housing supply and residents’ income. Furthermore,
24.7% of homeowners without a mortgage are currently cost burdened. (Source: 2013-2017 ACS, DP04)
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As evidenced in the NA-10 Housing Problems table, starting at the 100% AMI income group, there is
already a lack of affordable units; however, this gap is progressively larger for moderate-, low-, and
extremely low-income groups.
Describe the need for specific types of housing:
According to the 2013-2017 ACS, the average household size in Santa Monica is 1.96 persons. While
there are numerous 1- and 2- bedroom homes for renters, more affordable, smaller homes for
homeowners are needed. Over half of owner-occupied units are 3 or more bedrooms, which is not
amenable to small household sizes for homeownership.
Discussion
N/A
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
The following section examines the cost of housing for both homeowners and renters within Santa
Monica. Analysis includes review of current home values and rents, as well as recent changes in home
values and rents. Finally, a closer look is given to the affordability of the existing housing stock for the
residents of the jurisdiction.
Cost of Housing
Base Year: 2010 Most Recent Year: 2017 % Change
Median Home Value 985,500 1,168,500 19%
Median Contract Rent 1,345 1,606 19%
Table 29 – Cost of Housing
Alternate Data Source Name: 2006-2010 ACS, 2013-2017 ACS
Data Source Comments:
Rent Paid Number %
Less than $500 1,502 6.9%
$500-999 4,799 18.2%
$1,000-1,499 7,470 23.4%
$1,500-1,999 7,757 25.7%
$2,000 or more 11,243 25.9%
Total 32,771 100.0%
Table 30 - Rent Paid Alternate Data Source Name: 2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Housing Costs
Housing costs have steadily increased in Santa Monica over the past few years, with home prices
increasing by 19% and rents climbing by 19% since the 2010 Census.
The table above breaks out the rent paid by price cohorts in the City. Over a third of all renters pay over
$2,000 a month. This is followed by the $1,500-1,999 cohort at 24%. Approximately one-fifth of all
renters pay lower than $1,000 in monthly rent. While household incomes have increased over the years
to support the cost of housing, rents are also continuing to rise. Rents are also not uniform throughout
the City but vary widely from area to area.
Home Value
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The map below shows the median home value by census tract throughout the jurisdiction. The median
home value is over $600,000 in the majority of the City. Homes where the median value is less are
located north of I-10 in the lightest shaded tracts from west to east (06037701304, 06037701501,
06037701502, 06037701602, 06037701701, and 06037701801). The tracts along the northwest city
limits have the highest median value homes, as well as one tract in the southern part of the city near the
airport.
Source: 2013-2017 American Community Survey 5-Year Estimates
Median Home Value
Rent
The map below displays the median rent by census tract. Somewhat similar to median home values,
tracts in the north have the highest median rent. There is one tract where the beachfront meets I-10
that also has high median rental costs at over $2,000 a month.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Median Rent
Housing Affordability
% Units affordable to Households
earning
Renter Owner
30% HAMFI 1,485 No Data
50% HAMFI 3,525 75
80% HAMFI 8,930 150
100% HAMFI No Data 240
Total 13,940 465
Table 31 – Housing Affordability
Data Source: 2011-2015 CHAS
Housing Affordability
The table above estimates the number of units in the City that are affordable to different income
groups. For LMI residents there are virtually no owner-occupied units that are affordable. There are
rental units available but transitioning from a renter to a homeowner in Santa Monica is not plausible
for these households.
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Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 1,158 1,384 1,791 2,401 2,641
High HOME Rent 1,158 1,253 1,506 1,730 1,911
Low HOME Rent 913 979 1,175 1,357 1,515
Table 32 – Monthly Rent
Alternate Data Source Name:
HUD 2019 FMR and HOME Rents
Data Source Comments:
HUD FMR and HOME Rent Limits
Fair Market Rents (FMRs) are set by HUD and used to determine payment standard amounts for HUD
Programs. HUD annually estimates FMRs for the Office of Management and Budget (OMB) defined
metropolitan areas, some HUD defined subdivisions of OMB metropolitan areas, and each
nonmetropolitan county.
HOME Rents Limits are based on FMRs published by HUD. HOME Rent Limits are the maximum amount
that may be charged for rent in HOME-assisted rental units and are applicable to new HOME leases.
Source: Los Angeles-Long Beach-Glendale, CA Met
Is there sufficient housing for households at all income levels?
From a purely quantitative standpoint, there are ample units in the City to house the
population. However, high home values and rents result in much of the housing stock being outside the
affordable range for large portions of the population. Approximately 42.2% of owners with a mortgage
and 47.5% of renters are currently cost burdened, demonstrating a disconnect between the housing
supply and residents’ income. Furthermore, 24.7% of homeowners without a mortgage are currently
cost burdened. (Source: 2013-2017 ACS, DP04)
As evidenced in the NA-10 Housing Problems table, starting at the 100% AMI income group there is
already a lack of affordable units; however, this gap becomes progressively larger for moderate, low-,
and extremely low-income groups.
How is affordability of housing likely to change considering changes to home values and/or
rents?
The cost of living is perpetually rising, and the housing market is rebounding in such a way that LMI
persons continue to experience difficulty finding affordable housing. With the median household
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income in the City at $86,084 and median home values at over $1.1 million, homeownership is mainly
reserved for the wealthy in Santa Monica. Rents are continually rising; however, income has been
keeping up over the past several years.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
According to the American Community Survey 5-Year Estimates, the median rent for the City, $1,606,
falls between the FMR for a 1-bedroom and 2-bedroom unit, and between 2-bedroom and 3-bedroom
for High HOME Rents. It is higher than Low HOME Rents of any room size up to 4-bedrooms. For homes
built or developed with HOME funds and still within the affordability period, these units will continue to
be more affordable when compared to the area median rent.
The City will continue to address affordable housing, particularly for renters, and attempt to maintain a
diverse housing stock that is affordable for families of all sizes.
Discussion
N/A
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
The tables and maps in this section provide details on the condition of housing units throughout the city
by looking at factors such as age, vacancy, and the prevalence of housing problems.
As defined by HUD, the four housing problems are:
1) a home which lacks complete or adequate kitchen facilities,
2) a home which lacks complete or adequate plumbing facilities,
3) a home which is overcrowded (having more than one person per room), and
4) a household that is cost burdened (paying 30% or more of their income towards housing costs).
Definitions
Substandard Units
Substandard buildings are defined pursuant to Health and Safety Code Section 17920.3 or its successor
provisions. (Added by Ord. No. 1945CCS § 23, adopted 6/8/99)
Section 17920.3
Please see Unique Grantee Appendices: Definition Substandard Units
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 4,543 35% 14,472 43%
With two selected Conditions 34 0% 1,201 4%
With three selected Conditions 0 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 8,276 64% 17,832 53%
Total 12,853 99% 33,505 100%
Table 33 - Condition of Units
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Housing Conditions
The table above details the number of owner and renter households with at least one housing condition.
As stated previously, HUD describes four housing conditions as being problems: 1) the home lacks
complete or adequate kitchen facilities, 2) the home lacks complete or adequate plumbing facilities, 3)
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the home is overcrowded with more than one person per room, and 4) the household is cost burdened
by paying more than 30% of their income towards housing costs.
Approximately 35% of all Santa Monica owner-occupied housing units face at least one housing
condition, while 43% of all renters have at least one housing condition. Overall there are relatively few
households with multiple housing problems, and when compared to the affordability statistics provided
earlier in this section, the overwhelming majority of housing problems are housing cost burden.
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 956 7% 3,442 10%
1980-1999 2,567 20% 4,171 12%
1950-1979 4,576 36% 18,496 55%
Before 1950 4,754 37% 7,396 22%
Total 12,853 100% 33,505 99%
Table 34 – Year Unit Built
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Year Unit Built
The table above provides details on the age of owner-occupied and renter-occupied housing units within
Santa Monica. Approximately 73% of owner-occupied homes and 77% of renter-occupied homes were
built before 1980. These homes will naturally have higher concentrations of deferred maintenance and
deteriorating conditions. Additionally, older homes may have any number of code violations and the risk
of lead-based paint hazards.
Source: 2013-2017 American Community Survey 5-Year Estimates
Age of Housing
The maps below depict the prevalence of older housing units in the City. The first map identifies
concentrations of homes built prior to 1940. The oldest homes in the city are in Census tracts
06037701201 in the north and 06037702201 located near Santa Monica College. Newer homes are
located centrally in the city and along parts of the beach.
The second map shows where homes built prior to 1980 are built in Santa Monica. Census tracts with a
concentration of homes built prior to 1980 are scattered throughout the city. Only Census tract
06037701902, where the beach and I-10 meet, shows a clear concentration of new homes. Homes built
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prior to 1978 risk having lead-based paint hazards, and rehabilitation of these homes is both necessary
and more expensive.
Source: 2013-2017 American Community Survey 5-Year Estimates
Housing Units Built Before 1940
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Housing Units Built Before 1980
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 9,330 73% 25,892 77%
Housing Units build before 1980 with children present 1,045 8% 485 1%
Table 35 – Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present)
Lead-Based Paint Hazards
As mentioned previously, any housing unit built prior to 1980 may contain lead-based paint hazards in
portions of the home (window and door frames, walls, ceilings etc.) and should be tested in accordance
with HUD standards. As indicated in the Age of Housing table and maps, throughout Santa Monica, 73%
of all owner-occupied housing units and 80% of all renter-occupied units were built prior to 1980.
Furthermore, children are most at risk for experiencing Lead-Based Paint related illnesses. Therefore,
special attention should be paid to homes built prior to 1980 where children are present. Eight percent
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of owner-occupied homes and one percent of renter-occupied homes built prior to 1980, have children
living in the home.
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 0 0 0
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Table 36 - Vacant Units
Data Source: 2005-2009 CHAS
Vacancy
According to the 2013-2017 American Community Survey 5-Year estimates, there were 5,068 vacant
units in Santa Monica. Over a quarter of these (1,378 or 27%) were classified as “For seasonal,
recreational, or occasional use”. The largest cohort was “Other Vacant” with 2,511 units, making up
4.5%. Vacant units identified as “Other Vacant” are generally housing units that are unsuitable for
human occupation or a unit with unclear ownership.
Vacancy Rate
The map below shows the average housing vacancy rates throughout the City. The darker shaded areas
have higher vacancy rates, while the lighter shaded areas have lower vacancy rates. Vacancy rates are
significantly higher on the northwest part of the City (over 18%). Census tract 06037701902, where the
beach and I-10 meet, also shows a clear concentration of vacant homes. The tracts in eastern Santa
Monica generally have vacancy rates of 6% or less.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Vacancy Rate
Need for Owner and Rental Rehabilitation
As previously stated, a majority of the City’s residential buildings were constructed before 1980, and
therefore are likely to fall into the category of substandard as the units age. Census tracts with a high
concentration of homes built prior to 1980 are scattered throughout the City; the oldest homes in the
city (built before 1940) are Census tract 06037701201 in the north and 06037702201 near Santa Monica
College. Homes built prior to 1978 risk having lead-based paint hazards, and rehabilitation of these
homes is both necessary and more expensive. Code enforcement officers will need to bring any
properties in violation into compliance.
The latest ACS data also demonstrates the need for housing rehabilitation in the City. As indicated in the
Age of Housing table, 73% of all owner-occupied housing units and 80% of all renter-occupied units were
built prior to 1980, comprising over 35,000 total housing units in the City.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
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The greatest potential for lead-based paint and other environmental and safety hazards to children and
families exists in the approximately 35,000 homes built before 1980. It is essential to identify and
address the environmental hazards and safety issues present in these older homes.
In Santa Monica, an estimated 1,925 families with children 5 years old and under live in poverty and are
more likely to reside in older homes built prior to 1980 that are frequently in dilapidated condition.
(Source: 2013-2017 ACS, S1702)
Discussion
N/A
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The Santa Monica Housing Authority (SMHA) administers the Housing Choice Vouchers (HCV) program in the city. The SMHA currently assists
1,239 households in the HCV program (and approximately 300 more in the Continuum of Care and HOME voucher programs). An indicator of
market conditions and demand for affordable housing is the number of households on the waiting lists for publicly supported housing. The
SMHA has provided the following information:
The Section 8 HCV waiting list is currently open and includes more than 10,000 applicants on its wait list. The latest online application period
opened on May 1, 2020 and will remain open indefinitely. As evidenced by the large number of applicants on the waiting list, affordable housing
is a major need for the City.
Totals Number of Units
Program Type
Certificate Mod-Rehab Public Housing Vouchers
Total Project -based Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 0 0 1,239 339 874 26 0 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 37 – Total Number of Units by Program Type Alternate Data Source Name: PIC (PIH Information Center)
Data Source Comments:
Public Housing and Voucher Distribution
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The following map shows the location of voucher holders among rental units across Santa Monica in 2018. Voucher holders are concentrated
along three Census tracts that run along I-10: 06037701902 with 173 voucher holders, 06037701802 with 120 voucher holders, and
06037701801 with 177 voucher holders. These three tracts represent roughly 40% of the total vouchers in the City.
HCV and Public Housing Developments
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Publicly Assisted Affordable Rental Housing
Publicly Assisted Affordable Rental Housing
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In Santa Monica there is a large number of publicly assisted rental units in the City. These units fall into four categories: HUD, Los Angeles County
Public Affordable Housing, Los Angeles County Public Housing, and City Assistance.
HUD:12 locations, 1,014 units
Los Angeles County Public Affordable Housing: 3 Locations, 40 units
Los Angeles County Public Housing: 2 locations, 41 units
City Assistance: 114 locations, 2,370 units
Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an
approved Public Housing Agency Plan:
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Public Housing Condition
Public Housing Development Average Inspection Score
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
The Santa Monica Housing Authority (SMHA) does not own or manage any public housing development
units. However, the latest ACS data shows that the majority of rental housing in the City was built before
1980. Older units typically face issues such as deferred maintenance and are more likely to need
rehabilitation.
Describe the public housing agency's strategy for improving the living environment of low-
and moderate-income families residing in public housing:
Currently, the Santa Monica Housing Authority does not offer public housing developments that are
owned by the PHA for families. Families may apply for HCV housing vouchers offered for subsidized
housing throughout the City. SMHA allows participants to locate a unit of their choice within the area. A
housing subsidy is paid to the landlord/management directly by the housing authority on behalf of the
participating voucher holder family, and then the family pays the difference between the actual rent
charged by the landlord and the amount subsidized by the program.
Discussion:
N/A
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Individuals or families experiencing homelessness require numerous special needs, including emergency shelter, medical and behavioral
healthcare, job training, transitional housing, and permanent supportive housing. The City is focusing its efforts on priority populations: the most
chronic and vulnerable of the homeless population living on the streets of Santa Monica; persons who were last permanently housed in Santa
Monica; and vulnerable members of Santa Monica’s workforce.
Santa Monica is one of 88 cities within a large and populous county. While homelessness is an issue throughout the county, not all areas provide
the services needed to address homelessness. Santa Monica is committed to providing essential and effective services to people experiencing
homelessness in its community by working with neighboring communities and partners to form collaborations that address the regional nature
of homelessness and promote the development of housing and services throughout Los Angeles County.
*Does not include short term housing for people experiencing homelessness with substance abuse issues
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren) 0 0 67 15 0
Households with Only Adults 90 0 0 299 0
Chronically Homeless Households 125 0 0 0 0
Veterans 0 0 0 0 0
Unaccompanied Youth 0 0 0 0 0
Table 39 - Facilities and Housing Targeted to Homeless Households
Data Source Comments:
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons
The City promotes “best practice” approaches to addressing homelessness, including Housing First,
helping service providers to prioritize finite resources and find appropriate housing solutions,
collaboration with hospitals to strengthen discharge planning, the Santa Monica Homeless Community
Court, Project Homecoming (permanent housing plus support via family reunification), and coordinated
assessment using the Vulnerability Index to create a Service Registry (a by-name list that identifies the
City’s most vulnerable chronically homeless individuals). This approach also involves coordination with
the Santa Monica Police Department, Santa Monica Fire Department, the City Attorney’s Office, Los
Angeles County Department of Mental Health, Santa Monica Housing Authority, and Los Angeles
Superior Court. In recent years, additional City departments including the Santa Monica Public Library,
Big Blue Bus, and Public Works Department have joined interdepartmental efforts to address
homelessness.
These efforts are supported through a range of non-CDBG funds, including City of Santa Monica General
Funds, and HUD Continuum of Care funds, that provide a wide variety of both housing and non-housing
supportive services such as: outreach, emergency services, intake and assessment, emergency shelter,
case management and supportive services, employment assistance, primary and behavioral health
services, transitional housing, permanent supportive housing, and aftercare.
Access to homeless services and supportive housing is coordinated through the LA County Coordinated
Entry System (CES). Santa Monica and locally-funded agencies participate in CES through outreach and
service coordination, prioritization for the most vulnerable, and utilization of the county’s universal
assessment tool (the VI-SPDAT). People experiencing homelessness who are prioritized for locally
funded services are co-enrolled in the regional CES to ensure access to a wide-range of County
resources. Santa Monica does not maintain local public health, mental health, or workforce
development departments, and utilizes the LA County Departments of Public Health, Mental Health,
Health Services, and Employment Development to supplement locally available social services:
• LA DPH – free preventative health care; substance use disorder treatment; health and safety
monitoring of local facilities;
• LA DMH – mental health services for indigent/publicly insured households; street outreach;
public guardianship;
• LA DHS – housing subsidies/rental assistance; jail in-reach; street outreach and multidisciplinary
teams; and
• LA EDD – worksource centers for job seekers.
A key component of service coordination is aligning resources towards shared goals. To this end, local
agencies continue to leverage local homeless service funding (City General Funds) to maintain federal
grants from the Substance Abuse and Mental Health Services Administration (SAMHSA) and Los Angeles
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County Department of Mental Health (DMH) that fund inter-disciplinary street teams that employ a
Housing First approach.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
The City of Santa Monica works collaboratively with all local community and regional public agencies,
nonprofits, private organizations, and community service organizations to achieve the goals of the City’s
Action Plan to Address Homelessness. The City’s homeless population consists primarily of single adult
individuals, the majority of whom are chronically homeless; however, community service organizations
also maintain services for families, veterans, and unaccompanied youth. Prominent organizations that
work to meet the needs of the homeless in Santa Monica are detailed below.
• The People Concern, which was formerly OPCC and Lamp Community, is the leading provider for
people experiencing homelessness and victims of domestic violence. The agency provides a fully
integrated system of care including outreach/multidisciplinary teams, interim housing, primary
and behavioral health care, substance abuse services, services for victims of domestic violence,
life skills and wellness programs, and permanent supportive housing. To permanently end
homelessness for program participants, the organization’s Permanent Housing Services
Department works closely with case managers to match them with housing meeting their
specific needs. Staff throughout the agency receive training in best practices, including trauma-
informed care and harm reduction, to more effectively engage with participants.
• Upward Bound House (UBH) is a nonprofit located in Santa Monica serving the county. Its
mission is to eliminate homelessness among families with children by providing housing,
supportive services and advocacy. UBH does this by helping families access basic resources and
successfully transition them into their own homes with the capacity to remain there
permanently. UBH ensures that each adult family member engages in job training, professional
development, and life skills enrichment, and works towards achieving financial and employment
sustainability. Families are primarily referred to UBH through the Coordinated Entry System for
Families. UBH also provides families in crisis with short-term emergency shelter on the Westside
and in South Los Angeles.
• St. Joseph Center’s (SJC) mission is to provide low-income working families, as well as homeless
men, women, and children of all ages with the inner resources and tools to become productive,
stable and self-supporting members of the community. SJC is the lead agency for the
Coordinated Entry System for Families on the Westside and works closely with partners to
provide seamless services for homeless and at-risk families with children. SJC offers outreach
and engagement programs, mental health services, educational and vocational training, and
rapid-rehousing and permanent supportive housing.
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• Step Up on Second is a local provider of homeless and mental health services and works to help
individuals reintegrate their daily lives as productive members of their communities. Some
programs and services provided are workforce development and youth development programs.
Step Up also provides permanent supportive housing and housing for veterans through VASH,
and specific programming for transition-aged youth (TAY) through Daniel’s Place.
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MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
There are three primary groups with non-homeless special needs in the City: the elderly and frail elderly,
those with HIV/AIDS and their families, and the mentally or physically disabled. Santa Monica also
experiences a great need for assistance with persons with alcohol and substance use disorders. This
section will explain who they are, what their needs are, and how Santa Monica and the community is or
should accommodate these needs. To meet these needs, several agencies within the community provide
valuable and supportive services.
The Non-Homeless Special Needs Populations receives support primarily from the Human Services
Division, as well as other public and private agencies that target this population. The City will continue to
collaborate with these agencies, to the extent possible with limited funding, to meet the needs
established within the 2020-24 Consolidated Plan for these sub-populations.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families,
public housing residents and any other categories the jurisdiction may specify, and describe
their supportive housing needs
Elderly
The elderly and frail elderly are considered a special needs group as they may have difficulty finding and
retaining decent and affordable housing due to limited incomes, health care costs, disabilities, and other
factors that limit an independent lifestyle. The distinction between elderly and frail elderly is based on
individual’s ability to independently perform routine daily activities. Frail elderly are generally defined as
those over the age of 75 requiring assistance with activities that allow independent living.
• The City of Santa Monica’s Senior Programs works to connect the elderly to available services
and programs to enhance wellbeing in their everyday life. It promotes healthy active living
through recreation and fitness classes, special events and workshops at five local public library
branches, and a self-run senior Latino club which provides recreation and education activities in
Spanish. The Santa Monica City Council is informed of elderly needs and how to improve their
quality of life by the Santa Monica Commission for the Senior Community. The Commission
focuses on preserving and improving the lives of the elderly and advises City Council on a wide
range of issues that are specific to the elderly in the City.
• The City also works closely with WISE & Healthy Aging, which offers a range of programs and
services for older adults, caregivers and professionals working in the aging field. Among the
many programs they offer are an adult day service center, care managements and in-home
services, elder abuse prevention services, medical insurance counseling, transportation and
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mobility, and financial and legal services. The WISE Dinner Program offers healthy lunches in a
welcoming group setting in three conveniently located sites.
Persons with Disabilities
Persons living with a disability may have one or more mental or physical condition that makes it difficult
to live independently. Disabilities can hinder access to conventional housing units and often this group
requires housing with accommodations to meet their unique needs. A disability may also prevent a
person from earning adequate income to support independent living. For these reasons, persons with
disabilities are considered a special needs group.
• The Santa Monica Disabilities Commission helps improve the quality of life for people with
disabilities in Santa Monica and advises City Council and City staff on disability issues. The
purpose of the Disability Commission is to ensure that all people living with disabilities in Santa
Monica have access to all City programs, services and activities and be able to participate in the
community. The Disabilities Commission recommends ways to maximize participation in all
facets of City life and increase awareness of the abilities, rights and issues of people with
disabilities throughout the community.
• The Home Access Program from the Disability Community Resource Center (DCRC; formerly
Westside Center for Independent Living) provides free home modifications for income-eligible
seniors and adults with disabilities seeking to live more independently in their homes. Some of
the accommodations may include grab bars, handheld shower heads, shower chairs, handrails
and entry ramps.
Individuals with HIV/AIDS and their families
On the Westside, there were 62 new diagnoses of HIV in 2017, and persons living with HIV numbered
2,529 individuals. HIV rates for the Westside were lower than the county as a whole. Persons living with
HIV/AIDS are a special needs population due to their unique medical needs which may cause
unexpected financial stress, especially at diagnosis. Persons with HIV/AIDS also face housing
discrimination due to stigma towards their condition. Due to these reasons, the City will work closely
with partners to ensure that people living with HIV/AIDS receive the services they need to have a good
quality of life in Santa Monica.
• The City promotes Common Ground at the Westside HIV Community Center, which offers free
and rapid HIV testing as well as low or no-cost testing for other STDs. HIV tests are available for
walk-in during business hours Monday through Friday. Common Ground offers care and mental
health support through case management to people living with HIV in Santa Monica and the
Westside of Los Angeles.
• The Ryan White HIV/AIDS Program is the largest Federal program directed exclusively toward
HIV/AIDS care. The program is meant to help communities and states make it easier for those
affected by HIV to get healthcare and supportive services. The Los Angeles County Department
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of Health Services administers the Ryan White HIV/AIDS Program in the county. Income-eligible
participants must live in Los Angeles County, not have health insurance, and apply for Medi-Cal
if eligible.
Persons with Alcohol and Other Drug Addictions
The City has no direct data upon which to reliably estimate the number of persons with alcohol/other
substance use disorders, however the Los Angeles County Department of Public Health (LADPH) collects
regional-level data on these needs.
Excessive alcohol use is called binge drinking, which is 4 or more for alcoholic beverages for females ,
and 5 or more alcoholic beverages for males, on the same occasion on at least one day in the past
month. According to LAC DPH, binge drinking is more common for men than women and it decreases
with age. Hispanic males were the highest reporting binge drinking by race/ethnicity. In 2015, 29% of
Hispanic males 18 years and over reported binge drinking, almost twice as much as all other groups.
Finally, there were 135 treatment admissions for alcohol abuse in the Westside in 2015/2016 as
reported by LAC DPH’s Annual Overview of Patients in Publicly Funded Substance Use Disorder
Treatment Programs 2015-2016 Fiscal Year.
For drug abuse, in 2016, LAC DPH reported for the Westside SPA5 planning area a total of 1,500
treatment admissions. There were 936 admissions from Heroin – the most admissions of all substance
abuse by far. Heroin has been the leading primary drug problem for the past 10 years. There were also
198 prescription drug abuse admissions, 97 for methamphetamines, 71 for marijuana, 23 for cocaine
and 40 for “other” drugs.
There are several free or low-cost and family alcohol and drug addiction programs in the City. These
programs include sliding scale treatment, nonprofits, faith-based and payment assistance programs
which all help to benefit low-income families. These alcohol and drug addiction programs include:
Salvation Army Rehabilitation, Family Service of Santa Monica, The Alcohol Drug Council High Gain
Project, Clare Foundation Inc., and Sea Change Santa Monica.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
All hospitals within the City of Santa Monica, including both physical and mental health hospitals, are
run by private organizations or by the Los Angeles County Department of Mental Health. Each institution
is responsible for appropriate discharge planning, including identifying next-step housing.
At the UCLA Medical Center - Santa Monica, clinical case managers work with patients, their families,
the medical team, and post-acute providers to transition the care of patients as they leave the hospital
setting. This planning from hospital stay to discharge begins early in the patient’s hospitalization to
ensure that the transition meets the needs of the patient. The process is designed to be seamless, safe,
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and that the post-acute provider has all of the necessary information to provide care. Post-acute care,
depending on the intensity of care, may be care in the home or housed in a facility where the patient’s
specific needs are met. Patients are monitored by clinical case managers once they are discharged for
risk of being readmitted. There are patient specific interventions that are utilized to reduce this risk and
support the patient in their transition to the post-acute setting best suited to meet their needs.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
• Senior Housing Task Force:The City leads a monthly care coordination meeting that identifies
older adults that are at imminent risk of eviction due to tenant harassment, health or behavioral
health issues. The group, led by the City’s Community and Cultural Services Department and
comprised of representatives from Code Enforcement, Rent Control, City Attorney’s Office, and
Housing and Economic Development as well as WISE & Health Aging and Legal Aid Foundation of
Los Angeles, work to develop both short- and long-term action plans to prevent eviction,
address any life/safety concerns and improve the overall health and stability of the tenant.
• Flexible Funds:The City’s Human Services Division maintains a “Flex Fund” of general fund dollars
that is available for emergency rental assistance and other interventions to prevent eviction of
local low-income residents, many of whom are disabled.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
N/A
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
Though public policies are meant to address the overall needs of citizens, they may cause inadvertent
negative effects on certain aspects of the community, which in this case are affordable housing and
residential investment. Affordable housing and public and private residential investments are key
components to furthering fair housing in any community. In part, to identify these negative effects and
further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development
(HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall
affirmatively further fair housing. The primary tool for communities to identify contributing factors for
these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).
In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing
issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the
leading priorities within the City:
Contributing Factors to Fair Housing Issues
High Priority
1. Displacement of residents due to economic pressures
2. Impediments to mobility
3. Lack of access to opportunity due to high housing costs
4. Lack of affordable, accessible housing in a range of unit sizes
5. Land use and zoning laws
6. Private discrimination
A list of Medium and Low Priority Contributing Factors to Fair Housing Issues can be viewed in the AFH.
Through the identification, evaluation, and ranking of Contributing Factors to Fair Housing, the City was
able to propose four (4) goals with associated strategies to affirmatively further fair housing in Santa
Monica. Below is a list of proposed goals (a list of strategies for each goal can be viewed in the 2020
AFH).
Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing
Goal 3: Prevent displacement of low- and moderate-income residents
Goal 4: Increase community integration for persons with disabilities
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
This section provides insight into the economic development landscape of Santa Monica. The table below details the extent of business sector
employment throughout the City. Unemployment, commuting times, and education are also analyzed in this section.
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers Number of Jobs Share of Workers
% Share of Jobs
% Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 56 14 0 0 0
Arts, Entertainment, Accommodations 5,954 15,586 11 17 6
Construction 1,176 1,803 2 2 0
Education and Health Care Services 10,993 15,657 21 17 -4
Finance, Insurance, and Real Estate 4,620 5,946 9 7 -2
Information 6,290 12,485 12 14 2
Manufacturing 2,458 1,454 5 2 -3
Other Services 2,523 4,354 5 5 0
Professional, Scientific, Management Services 12,157 18,738 23 21 -2
Public Administration 1,001 1,291 2 1 -1
Retail Trade 3,646 8,750 7 10 3
Transportation and Warehousing 876 1,291 2 1 -1
Wholesale Trade 919 3,080 2 3 1
Total 52,669 90,449 -- -- --
Table 40 - Business Activity
Alternate Data Source Name: 2013-2017 ACS (Workers), 2017 LEHD (Jobs)
Data Source Comments: The most recent LEHD data for job was 2017. To maintain time period consistency, the 2013-2017 ACS was used for comparison.
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Employment by Sector
The Professional, scientific, and management, and administrative and waste management services business sector provides the highest
percentage of all jobs in the City with 23.1% of all jobs coming from this sector (12,157). This is followed by the Educational services, and health
care and social assistance business sector comprising 20.9% of the jobs throughout the City (10,993). The next two largest is the Information
business sector with 11.9% (6,290 workers) and then the Arts, entertainment, and recreation, and accommodation and food services business
sector with 11.3% (5,954 workers).
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Labor Force
Total Population in the Civilian Labor Force 56,786
Civilian Employed Population 16 years and
over 52,669
Unemployment Rate 7.30
Unemployment Rate for Ages 16-24 19.40
Unemployment Rate for Ages 25-65 6.60
Table 41 - Labor Force Alternate Data Source Name: 2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Unemployment
Citywide, the unemployment rate is 7.3% for all persons in the civilian workforce. Approximately 19.4%
of persons between the ages of 16 and 24 are unemployed. The City’s unemployment rate is higher than
the national unemployment rate. The following map displays unemployment throughout the City. There
are areas with relatively high unemployment (over 10%) in the northern Census tract of 06037701201
and the eastern tract of 06037701801. Lower unemployment is found mainly around Santa Monica
College and the Santa Monica Airport area and along the southeast city limits. Lower unemployment
rates also exist in several tracts in the north central part of Santa Monica.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Unemployment
Occupations by Sector Number of People
Management, business and financial 34,787
Farming, fisheries and forestry occupations 6
Service 5,762
Sales and office 9,767
Construction, extraction, maintenance and
repair 794
Production, transportation and material
moving 1,553
Table 42 – Occupations by Sector Alternate Data Source Name: 2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Occupations by Sector
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The largest employment sector by far is the management, business, and financial sector, which employs
34,787 persons throughout the City. This sector is followed by the sales and office sector with 9,767
persons.
Travel Time
Travel Time Number Percentage
< 30 Minutes 26,318 58%
30-59 Minutes 15,845 35%
60 or More Minutes 2,979 7%
Total 45,142 100%
Table 43 - Travel Time
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Commuter Travel Times
Over 90% of all persons commuting to work have a commute of less than 30 minutes each way.
However, approximately 7% of all employed persons not working from home have a commute of 60
minutes or more each way. Lower average commute times are much more likely in the northern tracts
than anywhere else away from the beachfront. One tract in particular running along Wilshire Boulevard
(Census tract # 06037701501) has the highest percentage of workers with a commute time over one
hour.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Commute Travel Time Greater Than One Hour
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 1,392 2,168 879
High school graduate (includes
equivalency) 2,281 673 1,000
Some college or Associate's degree 7,577 893 2,202
Bachelor's degree or higher 34,127 2,024 4,575
Table 44 - Educational Attainment by Employment Status
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
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Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 0 194 135 780 972
9th to 12th grade, no diploma 303 103 280 917 800
High school graduate, GED, or
alternative 1,054 875 846 2,080 2,509
Some college, no degree 2,633 1,720 1,658 4,189 2,352
Associate's degree 233 853 436 1,528 807
Bachelor's degree 1,715 10,601 6,224 7,691 3,663
Graduate or professional degree 98 4,543 4,805 6,619 4,728
Table 45 - Educational Attainment by Age
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 22,552
High school graduate (includes equivalency) 30,833
Some college or Associate's degree 39,909
Bachelor's degree 65,990
Graduate or professional degree 87,075
Table 46 – Median Earnings in the Past 12 Months
Alternate Data Source Name:
2013-2017 ACS 5-Yr Estimates
Data Source Comments:
Median Earnings by Educational Attainment
Generally, the median earnings of individuals in the City are closely tied to educational attainment.
Average median earnings increase as individuals attain higher education. A person with a Bachelor's
degree can expect to earn about two times more than one with only a high school diploma, and almost
three times more with a graduate or professional degree.
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
The Professional, scientific, and management, and administrative and waste management services
business sector provides the highest percentage of all jobs in the City with 23.1% of all jobs coming from
this sector (12,157). This is followed by the Educational services, and health care and social assistance
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business sector comprising 20.9% of the jobs throughout the City (10,993). The next two largest are the
Information business sector with 11.9% (6,290 workers) and then the Arts, entertainment, and
recreation, and accommodation and food services business sector with 11.3% (5,954 workers).
There are over 90,000 jobs but less than 53,000 workers.
Describe the workforce and infrastructure needs of the business community:
The greatest need for the City of Santa Monica in terms of economic development is the creation or
attraction of new jobs for residents that pay a living wage. However, these jobs can only be created if
there is an adequate, trained workforce in place to fill them. To this end the City has, and will continue
to, support education and job training programs when possible. These efforts include job training for
younger persons, retraining for older workers, the provision of a good basic education for the City's
youth, and assisting young persons in career preparation and job placement.
The earnings figures in the table above show what is commonly known – that the median earnings of
individuals in the City are closely tied to educational attainment. Indeed, the median income figure for
those with less than a high school diploma is below the current poverty level.
Unfortunately, the educational attainment level of many City residents is low, as shown in Table
Educational Attainment by Age: almost 4,500 persons in the working age cohorts (18 - 65) do not have a
high school diploma and another 7,364 have only a high school diploma or equivalent.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The City continues to stress commercial revitalization, including the development of light rail (Expo Line)
and the recently opened Downtown Santa Monica station located by 4th and 5th streets, Colorado
Avenue and the I-10 Freeway. Transit by the Expo Line to downtown Los Angeles is under an hour and is
expected to improve travel into Los Angeles and improve on the long commute time experienced by City
residents. While there can be improvements made to the light rail, in general, additional transit like the
Expo Line will also promote economic growth, and increase productivity as transit times decrease.
The City also has the Human Services Grant Program, which funds local programs that support training,
workforce development, and other economic development efforts and programs.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
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According to the Los Angeles County Economic Development Corporation, the county will continue to
shift from production industries like manufacturing and logistics to service based industries, in particular
professional business services and healthcare. “Professional, scientific, management and administrative
and waste management” and “Educational and healthcare and social services” are already the two
largest business sectors in Santa Monica with 23.1% and 20.9% of the workers in the city.
In the case of the healthcare industry, as people age, their health needs also increase and in response
more jobs will be required for healthcare. Approximately 17.1% (or 15,831 people) of the population is
elderly over the age of 65, which is higher than the county as a whole at 12.5% and also higher than the
state at 13.2%. On top of this, 5.6% (or 5,204 people) of the City population is aged 60-64 and moving
into elderly status.
The workforce in Santa Monica is educated and well positioned to take advantage of the job openings in
the area. Currently in Santa Monica, 38.7% of the population over 25 years old have a Bachelor’s Degree
and 28.4% have a graduate or professional degree, which is much higher than in the county or the state
as a whole. Those with a college education and higher generally have access to higher paying jobs.
Alternatively, there are 14.5% with less than a high school degree, which translates to over 10,000
people over the age of 25 with a dimmer outlook towards finding jobs that provide a decent living wage
in Santa Monica. For this group, the need to support job training, retraining, and employment
placement programs for low-income persons, with an emphasis on serving older youth, remains a
priority. Job training programs should focus on skills needed for growing industries such as green energy
and healthcare that can be expected to offer decent pay and benefits to entry-level persons.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
As described in this section, the industries in the area are shifting from production industries like
manufacturing to service based industries such as professional business services and healthcare. For a
seamless and healthy transition to occur, the city’s workforce needs to develop the skills and acquire the
education necessary to be successful in these industries. Santa Monica College (SMC) plays a key role in
training and educating the workforce to make this transition. SMC specializes in preparing students for
the workplace with job and technical skills they need for employment, job retention and career
enhancement.
In addition to this, SMC’s Office of Workforce & Economic Development specializes in preparing
students for the changing workplace. The office understands that it needs to maintain a strong
partnership between education and the industry and collaborates with local businesses through industry
advisory councils which comprises of business executives, SMC administrative staff and faculty experts.
This advisory council ensures SMC’s curricula prepare students for the workplace.
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Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
N/A
Discussion
N/A
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
HUD identifies four specific data points that constitute housing problems: cost burden, overcrowding,
lack of complete plumbing facilities, and lack of complete kitchen facilities. In Santa Monica, housing
problems are rare, with the notable exception of being cost burdened. According to the 2013-2017 ACS
5-Year Estimates, the citywide rate of each is:
• Cost Burden: 44.3%
• Overcrowding: 2.9%
• Lack of Complete Plumbing Facilities: 0.1%
• Lack of Complete Kitchen Facilities: 2.1%
In order for an area to be concentrated, it must include two or more housing problems that are
substantially higher than the citywide average. For this analysis, HUD’s definition of “disproportionate”
will be used to identify areas substantially higher: 10 percentage points higher than the jurisdiction as a
whole. In Santa Monica, that translates to cost burden greater than 54.3%, overcrowding greater than
12.9%, lack of plumbing facilities greater than 10.1%, and/or lack of kitchen facilities greater than 12.1%.
Santa Monica has no census tracts where multiple housing problems are concentrated. Only one tract
has a housing problem that is substantially higher than the citywide rate: in tract 7019.02, which is
located along the ocean between Pico and Wilshire Boulevards, the cost burden rate is 60.3%.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
For the purposes of this analysis a “racial or ethnic concentration” will be any census tract where a racial
or ethnic minority group makes up 10 percent or more of the population than the City as a whole.
According to the 2013-2017 American Community Survey 5-Year Estimates, the racial and ethnic
breakdown of Santa Monica’s population is:
• White, non-Hispanic: 65.0%
• Black, non-Hispanic: 4.1%
• American Indian and Alaska Native, non-Hispanic: 0.1%
• Asian, non-Hispanic: 9.9%
• Native Hawaiian and Other Pacific Islander, non-Hispanic: 0.1%
• Other Race, non-Hispanic: 0.3%
• Two or More Races, non-Hispanic: 4.5%
• Hispanic or Latino: 16.0%
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In Santa Monica, areas with a racial or ethnic concentration are uncommon, although there is a three-
tract area where each tract has a concentration of Hispanic households. A map identifying the tracts is
included below.
• Tract 17.02 :34.4%
• Tract 18.01: 37.9%
• Tract 18.02: 29.9%
A “low-income concentration” is any census tract where the median household income for the tract is
80% or less than the median household income for the City. According to the 2013-2017 American
Community Survey 5-Year Estimates, the Median Household Income in Santa Monica is $86,084, and a
tract is considered to have a low-income concentration if the MHI is $68,867 or less.
There are four tracts with a low-income concentration. The tracts include the three previously identified
as having a concentration of Hispanic residents, as well as tract 19.02 located southwest of the other
three tracts. This additional tract is the one previously identified as having a disproportionately high rate
of cost burdened households.
• Tract 17.02: $60,521
• Tract 18.01: $56,901
• Tract 18.02: $61,994
• Tract 19.02: $67,308
See map below: Concentration of Hispanic Households
What are the characteristics of the market in these areas/neighborhoods?
The housing market in the tracts identified above tends to include lower-priced homes than the City as a
whole. However, the median sales price is still approximately $1,000,000 or more, which is not
affordable to residents making the median household income. Similarly, the rental market in the above
tracts has lower rents than the citywide rate, but is still approximately $1,500 per month or more.
Housing units in these areas are primarily single family homes.
Are there any community assets in these areas/neighborhoods?
This area includes tracts that run from the ocean to the city border along I-10. This area is highly
developed with significant business developments near the ocean, including the famous Santa Monica
Pier and access to the Ocean Front Walk that spans approximately 7.5 miles from the Pacific Palisades to
Marina del Rey. The Metro Expo Line concludes in this neighborhood and includes three stops. This are
includes a number of public parks, as well as Santa Monica College, Providence Saint John’s Health
Center, and UCLA Medical Center Santa Monica.
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Are there other strategic opportunities in any of these areas?
This area is highly developed with very limited space for commercial or residential expansion. However,
there are still opportunities in the area. The housing stock can receive significant support for
rehabilitation and modification to increase density and lower housing prices. The economic
opportunities of the Santa Monica Pier area could provide opportunities for targeted economic support.
The presence of multiple medical centers allows for potential high wage jobs, and Santa Monica College
can provide collaboration for workforce training and education.
Concentration of Hispanic Households
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
Internet is an essential communications and information platform that allows users to take advantage of
the increased interconnectedness of business, education, commerce, and day to day utility. Reliable
access to the internet is becoming a necessity to thrive in the modern economic environment, and
communities that lack broadband access struggle to keep pace with the country. Locations without
broadband access impede their populations’ ability to take advantage of the educational and
entrepreneurial opportunities available online. This is particularly problematic for LMI areas where
economic opportunities are already often lacking. Studies suggest a strong correlation between
increased high-speed internet access and increased education and employment opportunities, especially
in small cities and rural areas.
Santa Monica does have significant gaps in broadband coverage. These gaps are most prevalent in the
Mid-City area. However, most of the city has multiple options of internet providers, to include LMI
areas. The average Santa Monica household has two options for broadband-quality Internet service;
however, an estimated 22% of locals are still severely limited in wired broadband options and may have
to rely on low-grade wireless.
The following map shows broadband access throughout the City. Broadband access is defined as
advertised internet speeds of 768 kilobits per second or higher. FCC data shows four major
infrastructure options within Santa Monica: cable, DSL, fiber, and fixed wireless.
See map below: Broadband Access
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
Once broadband access has been obtained, it is important to ensure there is competition among service
providers. Any resource that has a de facto monopoly on an area may not be incentivized to provide
standard and consistent services. Santa Monica has a total of six (6) Internet providers offering
residential service. Spectrum and Frontier are the strongest providers in Santa Monica so far as
coverage. The average Santa Monica household has two (2) options for broadband-quality Internet
service. These providers frequently overlap around the city: Spectrum (Cable), Frontier (Fiber and DSL),
Consolidated Smart Systems (Cable), Geolinks (Fixed), Viasat Internet (formerly Exede) (Satellite), and
HughesNet (Satellite).
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The following map shows the number of broadband service providers by census tract. Most of the city
has at least two options of high-speed internet with competitive providers, though there are some tracts
with lower populations that only have access to one provider.
See map below: Highspeed Internet Providers
Broadband Access
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Highspeed Internet Providers
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Santa Monica has historically been prone to various natural hazard events including earthquakes,
tornadoes, flooding, thunderstorm winds, extreme warm weather, and others. The potential impacts of
climate change, including an increase in prolonged periods of excessively high temperatures, more
heavy precipitation, more severe storms or droughts, are often most significant for vulnerable
communities. The City is located near the coast, and is impacted by the coast’s effects. By the middle of
this century, the average summer temperature is expected to rise four degrees, which could lead to
altered weather and precipitation patterns, a rise in severe storms, an increased risk of catastrophic
floods, increased electricity costs, and ruined crops. Additionally, any increase in the ocean levels or
increased storm activity could lead to people moving away from the coast. A decrease of people in the
City may cause labor shortages, decrease in competition for services, driving up costs and reducing
quality, and reduced resources for locals.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
Low- and moderate-income residents are at particular risk due to having fewer resources to combat the
impacts of natural disasters. A dramatic rise in electricity or housing costs could put LMI residents at
imminent risk of homelessness or living in substandard conditions. Residents in rural communities will
have less access to public support in case of emergencies and will have fewer resources to repair or
prevent damage to their homes.
The City strives to inform and prepare the general public for multi-hazard mitigation. There are online
venues, including the City website and social media pages, the Santa Monica Office of Emergency
Management Office website, social media pages, and alerts available to resident devices, Santa Monica
Community Emergency Response Team (CERT) Facebook page, and the Emergency Network Los Angeles
County VOAD (ENLA) website and social media pages, that disseminate numerous informational
guidebooks, videos, and emergency resources to build disaster resiliency in the community.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The City’s needs are numerous and varied. As will be shown in the following sections, the principal
needs are: 1) affordable housing through production, rehabilitation/repair, home modifications, and
financial assistance, public improvements to improve neighborhoods; 2) housing for special needs
populations; 3) assistance for the homeless, including housing, services and homelessness prevention; 4)
community and public services especially for youth, the elderly, the homeless, and persons with
disabilities; 5) economic development and anti-poverty programs focused primarily upon job training
and career preparation; 6) public facility and infrastructure improvements centered upon accessibility
improvements; and 7) fair housing.
The latest HUD data indicate that there are 19 low-/moderate-income block groups in Santa Monica,
distributed among 10 of the City’s Census Tracts. A map in the appendix to this Plan shows the location
of these Block Groups. These areas have been areas of concern in the past and emerged in the course of
examining the data. They were also mentioned in the course of discussions. These discussions confirmed
the already known needs of these areas, complementing or corroborating the data.
The City believes that rehabilitation of both rental and owner housing units is a high priority, as these
efforts keep people in affordable housing and, especially for extremely low-income and elderly
homeowners, may serve to prevent homelessness. The City will seek to develop additional affordable
housing despite the limited resources available, and will continue to provide rental assistance through
the HOME program, Section 8, and Continuum of Care.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental,
physical, developmental), victims of domestic violence, youth, and members of the Santa Monica
Service Registry, which is a list of the most vulnerable chronically homeless individuals as determined by
length of time on the streets, age, and physical and mental health conditions.
Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely
to face housing problems and have difficulty affording housing. Seniors and people with disabilities also
have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the
modification of the housing they currently occupy. In addition to general challenges, seniors may have
supportive needs resulting from physical and cognitive conditions.
Homeless activities, ranging from providing emergency shelter to preventing homelessness receive
ahigh priority. Thus, the City will focus on multiple efforts to provide affordable housing and in many
instances prevent homelessness. The provision of Public Service Programs receives a high priority rank;
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the need for a wide range of services, including programs for seniors, people with disabilities, youth, and
child care, is very much present in the low/mod areas.
Economic Development receives a high ranking, but in the face of other pressing needs, the focus of the
spending in this area will center upon job training and career preparation for youth.
Public Facilities is important to the City, and receives a high ranking with efforts to improve accessibility
to public facilities.
Fair Housing is a concern and receives a high ranking.
Continued...
The City leverages these CDBG funds and addresses these priorities through the City’s Human Services
Grants Program (HSGP), the objective of which is to develop, fund, and sustain human service programs
and increase the impact of organizations by cultivating an effective safety net or system of services,
building on the unique assets and strengths of neighborhoods, community organizations, and public
institutions.
Funding awarded through the HSGP comes from multiple sources both locally and nationally, including
the City’s General Fund, City development agreements (community benefit resources), Los Angeles
County Proposition A, and federal entitlement (CDBG) and federal competitive grants. Further, it is
required that all grantees provide a minimum of 30% cash match to the delivery of services for Santa
Monica residents and most agencies leverage considerably more non-City dollars and significant
volunteer and other in kind resources to augment City funding.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 47 - Geographic Priority Areas
1 Area Name: Low/Mod Areas
Area Type: Local Target area
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Comprehensive
Other Revital Description:
Identify the neighborhood boundaries
for this target area.
The latest HUD data indicate that there are 19
low/mod Block Groups in Santa Monica, distributed
among 10 of the City’s Census Tracts. A map in the
appendix to this Plan shows the location of these Block
Groups.
All are HUD defined low/mod areas.
Include specific housing and
commercial characteristics of this
target area.
In each of these neighborhoods the housing stock is
typically older, and often smaller. Streets may need
repair and other infrastructure is older.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
These areas have been areas of concern in the past and
emerged in the course of examining the data. They
were also mentioned in the course of discussions.
These discussions confirmed the already known needs
of these areas, complementing or corroborating the
data.
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Identify the needs in this target area. The City’s needs are numerous and varied. As will be
shown in the following sections, the principal needs
are: 1) affordable housing through production,
rehabilitation/repair, home modifications, and financial
assistance, public improvements to improve
neighborhoods, 2) housing for special needs
populations, 3) assistance for the homeless, including
housing, services and homelessness prevention, 4)
community and public services especially for youth, the
elderly, the homeless, and persons with disabilities, 5)
economic development and anti-poverty programs
focused primarily upon job training and career
preparation, 6) public facility and infrastructure
improvements centered upon accessibility
improvements, and 7) fair housing.
What are the opportunities for
improvement in this target area?
The opportunities are significant. First, the City can
keep residents in safe, affordable housing and prevent
additional persons and families from becoming
homeless. Second, the City can improve the quality of
life by providing needed services and improving
conditions in these areas. Third, the City can support
programs to assist the residents of these areas in
obtaining good jobs.
Are there barriers to improvement in
this target area?
The barriers are significant because of the amount of
effort and resources needed to provide the necessary
assistance.
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA
for HOPWA)
As noted above, these topics emerged in the course of examining the data, but were also frequently
mentioned in the course of Commission meeting discussions. These discussions confirmed the already
known needs of these areas, complementing or corroborating the data.
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2020 Low-Mod Block Group Tracts
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2020 Low-Mod Block Group Tracts by Tract Number
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 48 – Priority Needs Summary
1 Priority Need
Name
Expand/Improve Public Infrastructure & Facilities
Priority Level High
Population Extremely Low
Low
Moderate
Non-housing Community Development
Geographic
Areas
Affected
Low/Mod Areas
Associated
Goals
1. Expand/Improve Public Infrastructure/Facilities
Description Expand and improve public infrastructure through activities for LMI persons and
households. Improve access to public facilities that will benefit LMI persons and
households.
Basis for
Relative
Priority
Through community participation and consultation of local stakeholder partners
and organizations the need to Expand/Improve Public Infrastructure & Facilities
was identified. Adequate public facilities and infrastructure improvements are
essential to addressing the needs of the LMI population, including the homeless,
elderly and disabled. Facilities and improvements include
neighborhood/community centers, improved road infrastructure and the
installation of ADA curb cuts and sidewalks for safety in LMI areas.
2 Priority Need
Name
Preserve & Develop Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Geographic
Areas
Affected
Low/Mod Areas
Associated
Goals
2. Provide Safe, Affordable Housing Opportunities
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Description Providing safe, affordable housing opportunities, including Rental Rehabilitation,
Emergency Rental Assistance, Tenant-Based Rental Assistance, and Increased
Homeownership Opportunities remains one of the highest priorities in the
jurisdiction.
Basis for
Relative
Priority
Through community participation and consultation of local stakeholder partners
and organizations the need to Preserve & Develop Affordable Housing was
identified. Through the needs assessment housing cost burden is by far the
largest housing problem in the jurisdiction.
3 Priority Need
Name
Public Services & Quality of Life Improvements
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Low/Mod Areas
Associated
Goals
3. Provide Vital Services for LMI & Special Needs
Description Provide supportive services for LMI households and also the special needs
populations in the jurisdiction. Public services will target LMI citizens and may
include fair housing services, legal services, eviction prevention, and services to
address homelessness, persons with physical and mental health disabilities,
seniors, and youth.
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Basis for
Relative
Priority
Through community participation and consultation of local stakeholder partners
and organizations, the need for Public Services for LMI and Special Needs was
identified. Public Services offered by the city and partner non-profit organizations
provide for vital and essential services for LMI households and families
throughout the jurisdiction. Public services will also help to enhance education
and improve living situations of LMI individuals and households in the
jurisdiction.
4 Priority Need
Name
Economic Development Opportunities
Priority Level High
Population Extremely Low
Low
Moderate
Non-housing Community Development
Geographic
Areas
Affected
Low/Mod Areas
Associated
Goals
4. Economic Development Opportunities
Description Provide for economic development opportunities including job training and
placement services and economic development initiatives for local small
businesses (micro-enterprises and, minority and women owned business
enterprises.
Basis for
Relative
Priority
Through community participation and consultation of local stakeholder partners
and organizations the need for economic development opportunities was
identified. Unemployment and economic opportunities vary throughout the
jurisdiction and the city will work to assist LMI areas with economic development
opportunities.
5 Priority Need
Name
Homelessness Housing & Support Services
Priority Level High
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Population Extremely Low
Low
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic
Areas
Affected
Low/Mod Areas
Associated
Goals
5. Provide Assistance Homeless Services & Shelters
Description Provide for homeless activities and services, including Homeless Prevention,
Shelter Services, and Rapid Re-Housing.
Basis for
Relative
Priority
Through community participation and consultation of local stakeholder partners
and organizations the need for homeless activities such as shelter operations and
homeless prevention services was identified. The local PIT count has also
identified homeless adults and families as homeless that require assistance.
6 Priority Need
Name
Fair Housing
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
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Geographic
Areas
Affected
Low/Mod Areas
Associated
Goals
2. Provide Safe, Affordable Housing Opportunities
Description Provide for fair housing activities in the City of Santa Monica through outreach
and education.
Basis for
Relative
Priority
Through community participation and consultation of local stakeholder partners
and organizations the need to Provide Assistance for Fair Housing Programs was
identified. Through the needs assessment housing cost burden is by far the
largest housing problem in the jurisdiction.
Narrative (Optional)
The City’s needs are numerous and varied. As will be shown in the following sections, the principal
needs are: 1) expand & improve public infrastructure & facilities, 2) provide safe, affordable housing
opportunities, 3) provide vital services for LMI and special needs populations, 4) economic development
opportunities, and 5) provide assistance for homelessness services and shelters.
The City believes the preservation and production of affordable rental housing is a high priority, as these
efforts represent preserving existing affordable housing as well as increasing the supply of affordable
housing, to create opportunities for lower income and special needs households, which will serve to
prevent homelessness. The City will continue to provide rental assistance through the HOME program,
Section 8, and Continuum of Care. Recently, Council identified $30 million in dedicated funds for housing
development over the next two years.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental,
physical, developmental), victims of domestic violence, youth, and members of the Santa Monica
Service Registry, which is a list of the most vulnerable chronically homeless individuals as determined by
length of time on the streets, age, and physical and mental health conditions.
Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely
to face housing problems and have difficulty affording housing. Seniors and people with disabilities also
have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the
adaptation of the housing they currently occupy. In addition to general challenges, seniors may have
supportive needs due to physical and cognitive conditions.
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Homeless activities, ranging from providing emergency shelter to preventing homelessness, receive a
high priority ranking. Thus, the City will focus on multiple efforts including rental assistance which
prioritizes cost-burdened households, as well as provision of supportive services.
The provision of Public Service Programs receives a high priority rank; the need for a wide range of
services, including programs for seniors, people with disabilities, youth, and child care, is very much
present in the low/mod areas.
Economic Development receives a high ranking, but in the face of other pressing needs, the focus of the
spending in this area will center upon job training and career preparation for youth.
Public Facilities and Public Improvements in low-income areas are important to the City, and receive a
high rating with efforts to improve accessibility to public facilities.
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental
Assistance
(TBRA)
Rising housing costs for rental units continues to be a problem for all households.
Thus the City will continue to use HOME funds for the TBRA program.
TBRA for Non-
Homeless
Special Needs
Again, in the face of rising housing costs, the HOME TBRA program provides rental
subsidies for senior/disabled homeless persons, victims of domestic violence, and
persons at risk of homelessness. Qualified applicants are referred by local service
agencies and final eligibility for the HOME program is determined by the Santa
Monica Housing Authority.
New Unit
Production
Using local, non-federal sources of funding, the City will finance the development of
new affordable housing through the construction of new residences, though
resources are limited and costs are high.
Rehabilitation The City will attempt to assist in the maintenance of affordable units through the
rehabilitation of existing housing units, as housing costs rise through the Residential
Rehabilitation Program. However, this program has very limited reach as apartment
buildings must be primarily occupied by low-income households to qualify.
Acquisition,
including
preservation
Rising housing costs and limited opportunities for new construction will cause the
City to continue to loan available funds to acquire and rehabilitate properties to
support the creation of affordable housing, especially for special needs households.
Table 49 – Influence of Market Conditions
Since 2000, the population of Santa Monica has increased by approximately 10%, which is more than
double the increase in the number of households in the City. This indicates that household size is
increasing along with the population, a factor that will be addressed later in this document.
Residents have a nearly 71% higher median household income than they did in 2000. While this points
to an increase in buying power, economic growth is not as strong as this data point indicates. Due to
inflation, the median household income in 2000 ($50,468) has the same buying power as $72,604 in
2017. The actual change in a household’s buying power is 15.7%, which is noticeably less than the
change in income.
Population
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The first map below displays the population density by Census Tract throughout the City of Santa
Monica; the darker the tract, the higher the population. Two areas along the beachfront have the
highest concentration of people, while the tracts northwest of the airport have a disproportionately high
population.
Source: 2013-2017 American Community Survey 5-Year Estimates
Population
Change in Population
As noted above, the City’s population grew by 10% since 2000. However, that growth is not evenly
distributed throughout the area. The most northern Census tract 06037701201 experienced the largest
decline in population. Census tracts 06037701801 in the northeast, where I-10 enters the City, and
06037701902 and 06037702102, along the coast, experienced the highest population growth at over
20%.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Population Change
Median Household Income
The map below displays the median household income by census tract throughout Santa Monica. In
2017, the median household income was $86,084, but income varied considerably throughout the City.
In general, census tracts along the northwest city limits have households with the highest median
incomes in Santa Monica at over $120,000 per year. Tracts that surround I-10 have the lowest median
household income in the City; in particular, tract 06037701801 in the east has a median household
income half that of the northwest tracts.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Median Household Income
Poverty
The map below displays the percentage of the population who live below the poverty level by census
tract. Unsurprisingly, it shows that the areas with high poverty are also those that have a relatively low
income. Along I-10 where median household income is lowest in the City, poverty is highest at over 15%.
These Census tracts from west to east along I-10 are: 06037701402, 06037701902, 06037701802, and
06037701801.
Source: 2013-2017 American Community Survey 5-Year Estimates
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Poverty Level
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.
The figures shown in the table below reflect HUD's current allocations. The figure for “Expected Amount Available Remainder of ConPlan”
anticipates level funding using the 2020 allocation amounts projected over the four remaining years covered by the Consolidated Plan. If there
are funding cuts or increases to CDBG or HOME over the coming years, the City will adjust accordingly and craft Annual Action Plans to include
contingency plans reflective of funding realities.
During the completion of this Annual Action Plan, a new coronavirus known as SARS-CoV-2 was first detected in Wuhan, Hubei Province,
People’s Republic of China, causing outbreaks of the coronavirus disease COVID- 2 19 that has now spread globally (COVID-19). The first case was
reported in the United States in January 2020. In March 2020, the World Health Organization declared the coronavirus outbreak a pandemic,
and President Trump declared the outbreak a national emergency. On March 22, 2020, Governor Newsom requested and received a Presidential
Major Disaster Declaration for the State of California. In April 2020, the City of Santa Monica was notified of a special allocation of CDBG funding
to prevent, prepare for, and respond to the impacts from coronavirus or COVID-19 including health and economic impacts. Congress passed the
Coronavirus Aid, Relief, and Economic Security (CARES) Act in response to the crisis, which was signed into law by President Trump on March 27,
2020. This over $2 trillion economic relief package provides fast and direct economic assistance for American workers, families, and small
businesses, and preserves jobs for industries. As part of the CARES Act, additional assistance is provided for HUD grantees, and the City is
receiving special CARES Act allocations of CDBG funds, which are incorporated into this Amended 2020-24 Consolidated Plan and FY 2020-21
Annual Action Plan. The City has also received a waiver of certain HOME requirements as provided by HUD to ease the burdens of responding to
the COVID-19 crisis. These waivers include suspension of the requirement to limit public service expenditures to 15%, as well as suspension of
the requirement to use 15% of funds for CHDO activities for 2020. Due to the tremendous economic impact of COVID-19, the majority of HUD
funds received for 2020 will be directed toward addressing the housing affordability crisis in the City, which has only intensified as a result of the
pandemic.
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Anticipated Resources
Program Source of
Funds Uses of Funds Expected Amount Available Year 1 Expected
Amount Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 1,175,243 50,000 273,000 1,498,243 4,700,972
Program Income from MERL loan
repayments and interest earned.
Unexpended project funds from
prior years.
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA 605,831 40,000 0 645,831 2,423,324
Other public -
federal
Admin and
Planning
Other 1,736,177 0 0 1,736,177 0
Funds received under the CARES
Act (CDBG-CV, CDBG-CV3).
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Table 50 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that
leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment
of CDBG and HOME funds. Even with the use of the City’s Human Services Grants Program funding and local funding committed to the
production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable
housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from
other entities, both public and private.
Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this
type of matching as well as financial matches.
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
The City owns two properties that are leased to a local non-profit at below-market rates for the operations of the homeless Access Center and
the SAMOSHEL emergency shelter. A third City-owned facility is leased to a non-profit providing services to seniors, including those that are
disabled and/or low-income.
The City recently reviewed various City-owned properties and evaluated the sites for potential affordable housing development. The sites
represented a range development potential involving near-term and long-term opportunities, as well as housing production ‘yield’. Once
particular site was ready for redevelopment, and during 2019, the City Council authorized the property at 1318 4thStreet to be developed as
100% affordable housing, including a requirement that a significant portion of the future affordable housing be targeted to persons experiencing
homelessness. The City will continue to monitor the development potential and readiness of other City-owned properties for use as affordable
housing.
Discussion
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N/A
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Housing Commission Other Ownership
Rental
Jurisdiction
Social Services
Commission
Other Non-homeless special
needs
public services
Jurisdiction
Disabilities Commission Other Non-homeless special
needs
Jurisdiction
Recreation and Parks
Commission
Other neighborhood
improvements
public facilities
Jurisdiction
Commission for the
Senior Community
Other Non-homeless special
needs
Jurisdiction
Commission on the
Status of Women
Other Non-homeless special
needs
Jurisdiction
Early Education Child
Care Task Force
Other Non-homeless special
needs
Jurisdiction
Virginia Avenue Park
Advisory Board
Other neighborhood
improvements
Jurisdiction
Planning Commission Other Planning Jurisdiction
C2C Committee Other Planning Jurisdiction
City Interdepartmental
Working Group
Other Planning Jurisdiction
Table 51 - Institutional Delivery Structure Assess of Strengths and Gaps in the Institutional Delivery System
One of the strengths of the delivery system is the City’s outreach and information efforts. The City works
diligently to involve and inform as many agencies, organizations and institutions of the HUD programs,
and has been successful in this regard. The program information that is disseminated is detailed and
identifies the City’s priority areas and priority needs. The types of programs and activities that can be
funded under each of HUD’s programs and those activities that are not eligible for funding are clearly
defined and the City helps grant applicants understand program requirements, the application and
selection process, and the City’s expectations for program reporting. The staff also sits on many local
boards/commissions and hold leadership positions in a number of organizations because of their
knowledge and expertise.
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An additional strength is the wide range of services available to support low- and moderate-income
households across the City. This is in part because many persons in the City have recognized the many
needs and formed not-for-profit groups to address these needs. Further, CCS and HED have observed,
and to some degree facilitated, the coordination and cooperation among these groups in identifying
new ways to meet needs. The City takes a proactive role in supporting coordination across providers and
county systems. HSD convenes two monthly care coordination meetings, one for homeless individuals
and one for housed seniors at risk of eviction. These meetings bring together interdepartmental
partners, local nonprofit staff and county representatives to collectively problem solve around difficult
cases, sharing knowledge and resources.
In 2019, the Human Services Division conducted extensive community engagement to understand what
makes an effective human service system. Input was gathered from project participants, residents,
service providers, and community partners through focus groups, town halls, and surveys. Transparency,
accountability, and collaboration were key themes that emerged during this process. In light of these
results, the Human Services Division is developing a new RFP that will incorporate strategies for
strengthening these areas.
Despite the activities described above, lack of awareness of the availability of services by those in need
and a lack of knowledge about how to access services are significant obstacles to the provision of
services. Outreach to those in need should be significant and culturally appropriate. To avoid duplication
of efforts and improve the effectiveness of limited funding, the City will continue to work in
collaboration with surrounding jurisdictions, non-profit organizations, and other community groups to
coordinate and monitor the delivery of social services. This entails working with groups to identify and
meet critical gaps in services. Fund leveraging, resource development, and coordination of services are
critical activities that will be undertaken to address significant budget and programmatic constraints.
Through the Human Services Division’s community engagement process (which included focus groups,
town halls, and surveys), community members were asked specifically how they would recognize an
effective human service system. Several trends emerged from analyses of focus groups and surveys.
Specific to what makes a human service system effective, community members indicated they would
like to see transparency, accountability, and collaboration. Transparency: vehicle to share current
events, service directory, enhancing reporting systems. Accountability: quality of services, clear
benchmarks, service utilization align with resources and expertise. Collaboration: no “wrong door,”
more opportunities for entities to work together around specific human service initiatives. Working on
new RFP will give opportunity to work on this.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
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Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X X
Mobile Clinics
Other Street Outreach Services X X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X X X
Education X X X
Employment and Employment
Training X X X
Healthcare X X X
HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
Other
Table 52 - Homeless Prevention Services Summary Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The City uses a variety of programs and partners (noted above) to first prevent low-income persons
from becoming homeless and, second, to support homeless persons and families in obtaining safe,
affordable and sustainable housing. These efforts include a continuum of programs ranging from
emergency shelters to transitional housing to permanent supportive housing services.
In 2008, the City adopted the use of the Vulnerability Index as a means of identifying and prioritizing
services for those individuals in the community that are the most frail in health. The Vulnerability Index
is administered as a detailed survey, completed voluntarily by participants, which captures their history
of health issues, homelessness, mental health, and substance abuse. It also captures demographic
information, such as age, gender, race, and veteran status. In March 2014 the City transitioned to using
the Vulnerability Index & Service Prioritization Decision Assistance Tool (VI-SPDAT). The VI-SPDAT is a
tool for assessing the needs of homeless individuals and deciding the appropriate level of services
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needed. The survey is entered into the City’s HMIS database, which has been specially configured to
calculate an individual’s acuity and ranks individuals from non-vulnerable to most vulnerable. This
system, also referred to as the Service Registry, allows the City and service providers to direct resources
to the most vulnerable members of Santa Monica’s homeless population. The system is constantly
updated by providers as they encounter participants who meet the City’s priority definition.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
This delivery system includes a wide range of services for special needs populations and persons
experiencing homelessness, and these programs are coordinated into a City-wide strategy to prevent
homelessness and address it in a comprehensive manner. The primary strength of addressing
homelessness through participation in the City’s coordinated homeless effort is that it allows partners to
focus resources on specific issues in order to avoid duplication of services. The City’s efforts also allow
for a wider array of voices to be heard on what is a wide ranging issue. Still, the need exists to provide
better and more information among housing providers, social service providers and case management
agencies.
The City and its partner agencies have refined their approach to service delivery through the adoption of
best practice models – many derived from new initiatives promoted by the City. Examples include
Housing First in the area of homelessness, and the Santa Monica Cradle to Career (SMC2C) collective
impact model for youth and families. These new approaches involve collaborative, on-going, one-on-one
interventions that are often resource intensive, and yield high-impact outcomes that have a positive and
measurable impact on individuals, families and the community as a whole. They promote a “whatever it
takes” approach which often involves using assertive case management, clinically-trained staff, and
interdisciplinary teams.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The gap identified in the institutional structure and service delivery system in Santa Monica is the need
for more and better information dissemination and sharing among agencies and organizations that
provide services. The City continues to seek new partners and to enhance the relationship with existing
partners in City departments and social service agencies to improve and better coordinate the
dissemination of information about and the delivery of programs and services. Moving forward, the City
seeks to continue to invest in programs that demonstrate effectiveness through high-impact,
measurable outcomes achieved through collaboration. Collaborative efforts should also explore and
include new partnerships and networking opportunities with all members of this community, as well as
key county partners. Also the City seeks opportunities to leverage the limited available resources.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 1.Expand/Improve Public
Infrastructure/Facilities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Expand/Improve
Public Infrastructure
& Facilities
CDBG:
$3,588,576
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit:
1000 Persons Assisted
2 2.Provide Safe, Affordable
Housing Opportunities
2020 2024 Affordable
Housing
Non-Homeless
Special Needs
Low/Mod
Areas
Preserve & Develop
Affordable Housing
Fair Housing
CDBG:
$1,593,113
HOME:
$3,069,155
CDBG-CV:
$1,736,177
Public service activities
for Low/Moderate
Income Housing Benefit:
400 Households Assisted
Tenant-based rental
assistance / Rapid
Rehousing:
125 Households Assisted
Other:
25 Other
3 3.Provide Vital Services
for LMI & Special Needs
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Public Services &
Quality of Life
Improvements
CDBG:
$494,472
Public service activities
other than
Low/Moderate Income
Housing Benefit:
3000 Persons Assisted
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Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
4 4.Economic Development
Opportunities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Economic
Development
Opportunities
CDBG:
$247,236
Public service activities
other than
Low/Moderate Income
Housing Benefit:
900 Persons Assisted
5 5.Provide Assistance
Homeless Services &
Shelters
2020 2024 Homeless Low/Mod
Areas
Homelessness
Housing & Support
Services
CDBG:
$275,817
Homelessness
Prevention:
700 Persons Assisted
Table 53 – Goals Summary
Goal Descriptions
1 Goal Name 1.Expand/Improve Public Infrastructure/Facilities
Goal
Description
Improve access to public infrastructure through development activities for LMI persons and households. Public
infrastructure activities include improvements to infrastructure in the jurisdiction such as roadway resurfacing and
improvements to curbs and ramps on sidewalks for ADA compliance. Expand and improve access to public facilities
through development activities for LMI persons and households and for special needs population (elderly, persons with a
disability, victims of domestic abuse, etc.). Public facilities may include neighborhood facilities, homeless shelters,
community centers and parks, and recreation facilities.
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2 Goal Name 2. Provide Safe, Affordable Housing Opportunities
Goal
Description
Increase affordable rental housing opportunities for LMI households. Activities include housing rehabilitation/home
modifications for people with special needs (elderly, persons with a disability, victims of domestic violence, etc.), ongoing
Tenant-Based Rental Assistance (TBRA), and emergency rental assistance for citizens impacted by COVID-19. While the
City will typically dedicate its CDBG resources for low to moderate income clients, in the event of a natural disaster or
other declared emergency, the City may direct funds to serve individuals and households with a particular urgent need. By
definition urgent need clients are those that have a particular emergency situation but are over 80% AMI
3 Goal Name 3. Provide Vital Services for LMI & Special Needs
Goal
Description
Provide supportive services for low income and special needs populations in the jurisdiction. Public services will target LMI
citizens and may include services to address homelessness, persons with physical and mental health disabilities, the
elderly, and the youth. Services may also include recreational programs for special needs populations, education and
health programs for special needs households, legal services, fair housing awareness, eviction prevention, crime
prevention programs, case management for emergency assistance, employment programs, and health programs.
4 Goal Name 4. Economic Development Opportunities
Goal
Description
Provide for community-based job training and job placement services. Provide support to small businesses. While the City
will typically dedicate its CDBG resources for low to moderate income clients, in the event of a natural disaster or other
declared emergency, the City may direct funds to serve individuals and households with a particular urgent need. By
definition urgent need clients are those that have a particular emergency situation but are over 80% AMI
5 Goal Name 5. Provide Assistance Homeless Services & Shelters
Goal
Description
Provide for homeless prevention services in the City of Santa Monica. Provide assistance to homeless shelters and support
programs that offer overnight homeless services.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
Emergency Rental Assistance: 400 Households Assisted
Tenant-based Rental Assistance: 125 Households Assisted
Home Modifications for People with Special Needs: 25 Households
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SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
Not Applicable, no public housing.
Activities to Increase Resident Involvements
Not Applicable
Is the public housing agency designated as troubled under 24 CFR part 902?
N/A
Plan to remove the ‘troubled’ designation
Not Applicable
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Though public policies are meant to address the overall needs of citizens, they may cause inadvertent
negative effects on certain aspects of the community, which in this case are affordable housing and
residential investment. Affordable housing and public and private residential investments are key
components to furthering fair housing in any community. In part, to identify these negative effects and
further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development
(HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall
affirmatively further fair housing. The primary tool for communities to identify contributing factors for
these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).
In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing
issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the
leading priorities within the City:
Contributing Factors to Fair Housing Issues
High Priority
1. Displacement of residents due to economic pressures
2. Impediments to mobility
3. Lack of access to opportunity due to high housing costs
4. Lack of affordable, accessible housing in a range of unit sizes
5. Land use and zoning laws
6. Private discrimination
A list of Medium and Low Priority Contributing Factors to Fair Housing Issues can be viewed in the AFH.
Through the identification, evaluation, and ranking of Contributing Factors to Fair Housing, the City was
able to propose four (4) goals with associated strategies to affirmatively further fair housing in Santa
Monica. Below is a list of proposed goals (a list of strategies for each goal can be viewed in the 2020
AFH).
Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing
Goal 3: Prevent displacement of low- and moderate-income residents
Goal 4: Increase community integration for persons with disabilities
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Strategy to Remove or Ameliorate the Barriers to Affordable Housing
Governmental restrictions may constrain the production of affordable housing. The City of Santa Monica
continues to monitor, analyze and address as necessary, governmental regulations, land use controls
and residential development standards that affect the production and preservation of affordable
housing.
Fair housing is crucial to ensuring that persons of all income levels have equal access to housing. HUD
requires that jurisdictions receiving federal funds commit to affirmatively further fair housing. According
to HUD, a fair housing impediment is considered to be “any action, omission, or decision which has the
effect of restricting housing choice or its availability because of race, color, religion, sex, disability,
familial status, or national origin.” A key part to affirmatively furthering fair housing is the preparation of
an Assessment of Fair Housing Plan, a draft of which was made available to the public for input through
March 6, 2020 and approved by the City Council on April 28, 2020. The Assessment of Fair Housing Plan
is available at www.santamonica.gov/housing-policy-and-reports.
The City of Santa Monica’s Consumer Protection Unit in the City Attorney’s Office takes an active role to
ensure fair housing opportunities are enforced. The Consumer Protection Unit has two primary
responsibilities: Enforcing local, state, and federal laws to assure that consumers are treated fairly and
lawfully; and investigating complaints involving charges of discrimination based on race, age, children,
marital status, sex, sexual orientation, national origin, disability, religion, or infection with AIDS. The
Consumer Protection Unit also educates tenants, landlords and the real estate community on fair
housing laws, provides mediation services, and conducts community outreach throughout the year.
The City’s Rent Control Board also monitors evictions and advises Santa Monica tenants of their rights.
Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to assure that
tenants are not discriminated against by building owners. Other agencies, such as the Santa Monica
Housing Authority, Legal Aid Foundation of Los Angeles, California Department of Fair and Equal
Housing, and HUD also offer assistance to persons with fair housing issues.
New housing development subsidized by federal funding must have an Affirmative Fair Housing
Marketing Plan, which sets the steps that developers or property managers must take to reach out to
various populations during property rental or sale. The Marketing Plan specifically targets potential
tenants, underrepresented minorities, economically disadvantaged populations, and low-income
homebuyers to better integrate them into the community. Market factors that tend to restrict
affordable housing production are high land costs, high construction costs, and the availability of
financing. To help mitigate the high cost of housing development in Santa Monica, the City’s has
historically provided an program to make “gap” financing available for affordable housing projects.
However, with the 2012 dissolution of redevelopment agencies in California as a result of State
legislative action, Santa Monica’s ability to provide such gap financing has been effectively eliminated.
Santa Monica is exploring strategies for creating a new, dedicated funding source to replace the
significant funding for affordable housing previously available from the Santa Monica Redevelopment
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Agency. The Housing Element of the City’s General Plan recognizes the concerns mentioned here and
addresses them through seven goals, specifically identifying programs to assist in the production of
affordable units, protection and rehabilitation of affordable units, and the provision of assistance to low
and moderate income households and households with special needs.
3.A.b
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City has a longstanding commitment to addressing homelessness and has a rich history of designing
and implementing innovative, responsive programs. The city has recently refocused its efforts, selecting
“Reducing Homelessness” as one of the City’s six framework priorities for the FY2019-21 Biennial Budget
cycle and adopting a new four-pillar strategy: (1) Preventing housed Santa Monicans from becoming
homeless and increasing affordable housing opportunities, (2) Addressing the behavioral health needs of
vulnerable residents, (3) Maintaining equitable access to safe, fun, and healthy open spaces, and (4)
Strengthening regional capacity to address homelessness.
Outreach and engagement efforts focus on reducing barriers to care by providing assessments and
services in open spaces where people are. HSD has partnered with the LA County Homeless Initiative
and Department of Health Services to fund two innovative street outreach teams: HMST (Homeless
Multidisciplinary Street Team) and C3 (City, County, Community), both operated by local nonprofit The
People Concern. HMST is dedicated to working with the highest utilizers of fire and police services, while
the C3 team focuses geographically on the areas most impacted by homelessness, including the
Downtown area and the beach. These multi-disciplinary teams consist of physicians, nurse practitioners,
licensed behavioral health professionals, peer support specialists and others who provide on-the-spot,
street-based medical and behavioral health interventions to help stabilize behaviors while linking people
to mainstream resources. Last year, these teams engaged 1,622 people through their efforts.
In addition to these teams, two new social workers were stationed at the Santa Monica Public Library in
the last year to further engage individuals experiencing homelessness. These social workers collaborate
with an outreach specialist from local non-profit, The People Concern, to complete assessments, provide
referrals, and address behavioral health needs. The Downtown Santa Monica Ambassadors also work in
the downtown area, providing outreach and referrals to individuals wherever they may be.
Addressing the emergency and transitional housing needs of homeless persons
The City has invested heavily in building emergency and transitional shelter. Shelter facilities serve single
adults, families, victims of domestic violence, individuals with substance use disorders, and individuals
with mental health disorders. Programs are low barrier and employ best practices, such as allowing
people to stay 24 hours and keeping their animals. There were 369 emergency and transitional shelter
beds in Santa Monica in 2020, and 15,617 beds in 2019 (most recent count) within the Los Angeles
Continuum of Care.
On March 26, 2019, the City Council directed staff to explore the feasibility of replacing SAMOSHEL, the
City’s long-standing emergency housing facility that serves many of the Westside region’s single adult
homeless population. The current SAMOSHEL facility is a sprung-tent structure that was originally built
3.A.b
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in 1994 as an emergency, temporary site, and a new permanent facility is needed to better serve today’s
homeless population. The City has begun a two-year feasibility study to understand facility needs,
identify possible sites, and incorporate community engagement to shape the new program model. While
the new facility is being developed, the current site is undergoing renovations to expand the lifespan of
temporary housing at this site. As the feasibility study and eventual development proceeds, the City may
choose to allocate CDBG funds towards this project.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again.
The transitional homeless are those who experience homelessness perhaps once or twice in a lifetime
and for periods of less than a year. They are often families, including families with children, and are
often homeless because of a particular crisis such as loss of income, eviction, foreclosure, illness,
disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this
segment is finding affordable housing.
The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for
permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works
closely with local and regional providers to track the progress of these individuals into housing, assisting
with advocacy and resources to remove system and process barriers in order to shorten the length of
homelessness. The City also maintains a variety of resources to help transition homeless individuals and
families into permanent housing, and support them over time. Direct financial assistance is provided for
move-in costs (security deposits, moving expenses), basic furniture and rental application fees. Once
housed, the care coordination efforts continue to ensure that households do not return to
homelessness. City-funded housing programs are required, as part of their contract agreement, to notify
the Human Services Division if tenants are about to be evicted. The City also funds legal services to
prevent tenant harassment and discrimination against people who are disabled or have a history of
homelessness, and offers emergency rental assistance to prevent eviction.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
Prevention of homelessness is a high need and is Pillar One of the homelessness strategy. Specific
priority needs were for housing crisis intervention/housing placement and short-term assistance with
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rent and utilities. Priority need services include mental health services and services for homeless
individuals. Homeless housing should include on-site supportive services.
The City provides eviction prevention assistance using existing grant funding to St. Joseph Center and
the Legal Aid Foundation of Los Angeles, coupled with direct financial assistance from the Human
Services Division’s Flex Funds, which were established using General Funds to assist homeless and at-risk
households move into permanent housing and keep their housing.
In addition, 342 households were served by LAFLA to address housing issues including tenant
harassment and eviction prevention. Approximately 47 disabled persons and 35people over 55 received
extended advocacy that assisted with obtaining housing or remaining stably housed. The reasons for
needing flex fund assistance range from one-time unexpected costs (medical or car repairs) to domestic
violence to the cumulative financial strain of rent increases for fixed income households (seniors, people
with disabilities). Financial assistance per incident ranges from $90 to $6,000.
One strategy of the Consolidated Plan seeks to align all available local, regional, state, and federal
resources to support the Santa Monica Framework Priority of Reducing Homelessness and strengthen
regional capacity. Homeless services funded by the City of Santa Monica are designed to prevent Santa
Monicans from becoming homeless and to move people experiencing homelessness from the streets to
permanent housing.
Traditionally, City-supported homeless services agencies have included Chrysalis, CLARE/Matrix the
CLARE Foundation, New Directions, The People Concern, St. Joseph’s Center, Step Up on Second, the
Salvation Army, Upward Bound House, the Westside Food Bank, and the YWCA’s Transitional Housing
Program. Continuum of Care is a significant funding source for moving homeless persons into
permanent and supportive housing.
The City uses a Homeless Management Information System, which is a city-wide homeless provider
database used to track client progress and evaluate program effectiveness. Having a database that the
City and all service providers use, access, and share offers a powerful tool for assessing and
understanding the homeless population and the circumstances and trends surrounding their
homelessness as well as how the City can best prioritize resources.
Last fiscal year, 1,172 individuals were supported in retaining their current housing through HSD
programs. Among these many programs, Legal Aid Foundation of Los Angeles (LAFLA) provides myriad
legal services including housing and eviction defense law, tenant/landlord disputes, government
benefits, consumer law, and family law/domestic violence. Programs at St. Joseph Center, The People
Concern, Step Up on Second, and Upward Bound House provide housing retention services that keep
residents stably housed while increasing self-sufficiency. Services include individual and family case
management, linkage and referral to services, financial literacy, independent living skills, vocational
counseling, behavioral health care, and crisis intervention. HSD also provides short-term emergency
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rental assistance (allocated through the General Fund) to help pay for utilities and critical interventions
that allow people to remain in their apartments.
Specific homeless objectives include the production of affordable housing, the provision of housing and
services to the homeless, and the coordination and collaboration of services for the homeless.
3.A.b
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
An estimated 635 housing units occupied by low-income households with children in Santa Monica may
contain lead-based paint. To reduce lead-based paint hazards, the City takes the following actions:
• Report incidents of lead-poisoning to the Los Angeles County Health Department
• Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines.
• Develop and distribute lead-based paint reduction and abatement information to all landlords,
managers, tenants, or owner-occupants of rehabilitation properties, as well as to community
groups.
• Work cooperatively with its nonprofit housing providers and community health organizations to
provide educational material and identify potential sources of lead poisoning in City-assisted
affordable housing projects.
• Apply housing quality standards to inspections of homes occupied by voucher participants and
assess risks of exposure to lead-based paint for households with children six years of age and
under.
• Address blight in individual buildings by eliminating specific conditions that present health and
safety hazards to the public.
• Provide lead-based paint testing and remediation to existing single- and multi-family units,
targeting low- and moderate-income households.
How are the actions listed above related to the extent of lead poisoning and hazards?
The City has a limited number of structures with lead-based paint and the presence of children as noted
above. However, the City does ensure that this matter is addressed in all instances involving older
housing, as described in the next response.
How are the actions listed above integrated into housing policies and procedures?
The City inspects for lead-based paint risks in all units that federally-assisted participants occupy.
Additionally, the City tracks and reports to Los Angeles County Health Department regarding lead-based
paint in housing involving children six years of age and under. Furthermore, when using CDBG and
HOME funds for housing rehabilitation, structures are tested for lead-based paint and if found, hazards
are remediated.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
The objectives and strategies of this Plan are focused on reducing the number of families in poverty,
improving the quality of life for the poorest of families, and lessening the impacts of poverty. Strategies
include those addressing affordable housing, special needs housing, homelessness, public facilities,
public improvements, and economic development.
However, pressing needs in other areas limits the amount of resource that the City can allocate to
economic development initiatives. The City does have a Human Services Grant Program, which, as noted
below, funds programs that support training, workforce development, and other economic
development related efforts and programs.
The movement of people above the poverty line involves a variety of policies and programs that extend
beyond providing opportunities for employment at a living wage. Access to education, transportation,
childcare, and affordable housing are key components that can assist persons to secure and retain
economically self-sustaining employment.
The City will employ a variety of strategies to help alleviate poverty, including efforts to stimulate
economic growth and job opportunities, and to provide Santa Monica residents with the skills and
abilities required to take advantage of those opportunities. Programs like Family Self Sufficiency (FSS)
foster greater economic independence and income stability through supportive services, financial
literacy and educational and job opportunities.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The City will continue to implement the anti-poverty strategy outlined in the preceding Consolidated
Plan. This includes continued prioritization of housing and homeless programs per HUD requirements, as
well as encouraging and potentially assisting other programs some of which are funded by the City’s
HSGP, that address the following:
• Pre-vocational and job readiness skills training including assessment and assistance with
applications, resumes, job-seeking skills and work performance standards;
• Job development and placement for temporary and permanent employment opportunities with
businesses, industry, and government;
• Apprenticeships and training linkages with skills center and other vocational resources;
• Educational enrichment, skill-building, and parental support to encourage children and youth to
be healthy, succeed in school, avoid gang activity, and prepare for productive adulthood;
• Youth skill-building and development to design innovative and creative alternatives to criminal
involvement, youth violence, isolation, and loss of opportunities for growth;
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• Legal services to include brief service and full representation in landlord/tenant matters, public
benefits assistance, immigration, discrimination, consumer affairs, and other critical legal aid;
• Domestic violence intervention and prevention that offers counsel and advice, immediate
assistance in obtaining restraining, stay-away and other protective orders, and critical support
services to victims of domestic violence;
• Independent living skills and assistance and peer counseling to ensure full self-sufficiency and
independence among elderly and disabled individuals;
• Child care subsidies (infant, preschool and elementary) and assistance to working parents;
• Free health care and supportive service assistance to extremely low, very low, and low- income
Santa Monica residents including vital assistance to those with HIV/AIDS.
The City continues to implement its Living Wage Ordinance, which requires all contractors with service
contracts greater than $54,200 to pay their employees a living wage. The living wage is updated
annually. For Fiscal Year 2019-20 the living wage was set at $16.63 per hour.
Additionally, the City continues to leverage other federal, state, and local funds to assist homeless and
near homeless households with rental assistance, housing search and placement, and legal and credit
repair services.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
Plan-related programs and activities are carried out in a timely manner in accordance with federal
regulations and other statutory or regulatory requirements. The primary monitoring goals of the City are
to provide technical assistance to grant administrators and staff; to ensure activities are carried out in
compliance with federal, state, and local regulatory requirements; and to identify deficiencies and
promote corrections in order to improve, reinforce, or augment the City’s ability to adhere to
Consolidated Plan objectives and annual goals.
To ensure the accomplishment of goals and objectives, the City is involved with administration and
coordination of all City-funded programs and related activities. An inter-departmental team, which
consists of project managers and relevant City staff, meets throughout the program year to monitor the
progress of CDBG- and HOME-funded projects. City staff in a number of departments and divisions,
including Human Services, Housing and Economic Development, Engineering, and other key offices,
provide technical assistance as needed to subrecipients.
All Requests for Proposals (RFPs) and contracts are reviewed carefully to ensure compliance with HUD
and local requirements for program delivery, financial management, procurement, personnel matters,
and other such requirements. Subrecipient contracts require verification of eligibility and substantiation
of all pertinent information and activities and include language requiring periodic and annual monitoring
of activities for financial and programmatic compliance.
During project implementation, subrecipients are required to submit periodic progress reports detailing
progress toward objectives, problems and/or resolution to meeting goals, and quantitative participation
data by ethnicity, income, and household status. Periodic reports and payment requests are reviewed
for compliance with the project agreement, budget consistency, and documentation of expenditures.
Subrecipients are advised of any procedural errors and/or ineligible activities, and provided with
technical assistance as needed.
Upon project completion, project sponsors are required to submit completion reports identifying
program/project accomplishments, including persons or households served, ethnicity, and income level.
Projects are subject to an on-site performance and financial audit review on a selective basis during
project implementation or upon completion of a project. Priority for on-site performance and/or audit
review is given to high-risk programs.
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Affordable housing development projects must submit annual compliance reports throughout the
period of required affordability. These reports are designed to ensure continued compliance with
federal regulations, affordability and use restrictions, and other requirements as specified in project
loan documents. In addition, all HOME and CDBG-assisted projects will be subject to periodic site visits
to ensure continued compliance with federal housing quality standards. The City conducts program and
fiscal monitoring of nonprofit agencies to review program participant information and to confirm the
agencies are properly accounting for grant funds. Affordable housing developments are also required to
submit rent revenues and conduct annual tenant recertification of eligibility.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.
The figures shown in the table below reflect HUD's current allocations. The figure for “Expected Amount Available Remainder of ConPlan”
anticipates level funding using the 2020 allocation amounts projected over the four remaining years covered by the Consolidated Plan. If there
are funding cuts or increases to CDBG or HOME over the coming years, the City will adjust accordingly and craft Annual Action Plans to include
contingency plans reflective of funding realities.
During the completion of this Annual Action Plan, a new coronavirus known as SARS-CoV-2 was first detected in Wuhan, Hubei Province,
People’s Republic of China, causing outbreaks of the coronavirus disease COVID- 2 19 that has now spread globally (COVID-19). The first case was
reported in the United States in January 2020. In March 2020, the World Health Organization declared the coronavirus outbreak a pandemic,
and President Trump declared the outbreak a national emergency. On March 22, 2020, Governor Newsom requested and received a Presidential
Major Disaster Declaration for the State of California. In April 2020, the City of Santa Monica was notified of a special allocation of CDBG funding
to prevent, prepare for, and respond to the impacts from coronavirus or COVID-19 including health and economic impacts. Congress passed the
Coronavirus Aid, Relief, and Economic Security (CARES) Act in response to the crisis, which was signed into law by President Trump on March 27,
2020. This over $2 trillion economic relief package provides fast and direct economic assistance for American workers, families, and small
businesses, and preserves jobs for industries. As part of the CARES Act, additional assistance is provided for HUD grantees, and the City is
receiving a special CARES Act allocation of CDBG funds, which are incorporated into this Amended 2020 Annual Action Plan. The City has also
received a waiver of certain HOME requirements as provided by HUD to ease the burdens of responding to the COVID-19 crisis. These waivers
include suspension of the requirement to limit public service expenditures to 15%, as well as suspension of the requirement to use 15% of funds
for CHDO activities for 2020. Due to the tremendous economic impact of COVID-19, the majority of HUD funds received for 2020 will be directed
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toward addressing the housing affordability crisis in the City, which has only intensified as a result of the pandemic.
Anticipated Resources
Program Source of
Funds Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual Allocation:
$
Program Income:
$
Prior Year Resources:
$
Total: $
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 1,175,243 50,000 273,000 1,498,243 4,700,972
Program Income from MERL loan
repayments and interest earned.
Unexpended project funds from
prior years.
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA 605,831 40,000 0 645,831 2,423,324
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Program Source of Funds Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
Other public -
federal
Admin and
Planning
Other 1,736,177 0 0 1,736,177 0
Funds received under the CARES
Act (CDBG-CV, CDBG-CV3).
Table 54 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that
leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment
of CDBG and HOME funds. Even with the use of the City’s Human Services Grants Program funding and local funding committed to the
production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable
housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from
other entities, both public and private.
Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this
type of matching as well as financial matches.
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If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City owns two properties that are leased to a local non-profit at below-market rates for the
operations of the homeless Access Center and the SAMOSHEL emergency shelter. A third City-owned
facility is leased to a non-profit providing services to seniors, including those that are disabled and/or
low-income.
The City recently reviewed various City-owned properties and evaluated the sites for potential
affordable housing development. The sites represented a range development potential involving near-
term and long-term opportunities, as well as housing production ‘yield’. Once particular site was ready
for redevelopment, and during 2019, the City Council authorized the property at 1318 4thStreet to be
developed as 100% affordable housing, including a requirement that a significant portion of the future
affordable housing be targeted to persons experiencing homelessness. The City will continue to monitor
the development potential and readiness of other City-owned properties for use as affordable housing.
Discussion
N/A
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
2 2.Provide Safe,
Affordable Housing
Opportunities
2020 2024 Affordable
Housing
Non-Homeless
Special Needs
Low/Mod
Areas
Expand/Improve
Public Infrastructure
& Facilities
Fair Housing
CDBG:
$1,301,455
HOME:
$645,831
CDBG-CV:
$1,736,177
Public service activities for
Low/Moderate Income
Housing Benefit: 400
Households Assisted
Tenant-based rental
assistance / Rapid
Rehousing: 25 Households
Assisted
Other: 5 Other
3 3.Provide Vital
Services for LMI &
Special Needs
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Public Services &
Quality of Life
Improvements
Fair Housing
CDBG:
$95,630
Public service activities other
than Low/Moderate Income
Housing Benefit: 600 Persons
Assisted
4 4.Economic
Development
Opportunities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Economic
Development
Opportunities
CDBG:
$47,815
Public service activities other
than Low/Moderate Income
Housing Benefit: 180 Persons
Assisted
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Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
5 5.Provide
Assistance
Homeless Services
& Shelters
2020 2024 Homeless Low/Mod
Areas
Homelessness
Housing & Support
Services
CDBG:
$53,343
Homelessness Prevention:
140 Persons Assisted
Table 55 – Goals Summary
Goal Descriptions
2 Goal Name 2.Provide Safe, Affordable Housing Opportunities
Goal
Description
Increase affordable rental housing opportunities for LMI households through the provision of Tenant-Based Rental
Assistance and emergency rental assistance for citizens impacted by COVID-19. While the City will typically dedicate its
CDBG resources for low to moderate income clients, in the event of a natural disaster or other declared emergency, the
City may direct funds to serve individuals and households with a particular urgent need. By definition urgent need clients
are those that have a particular emergency situation but are over 80% AMI
3 Goal Name 3.Provide Vital Services for LMI & Special Needs
Goal
Description
Provide supportive services for low income and special needs populations in the jurisdiction. Public services will include
General Community Legal Services, including fair housing awareness, and eviction prevention, provided by Legal Aid
Foundation of Los Angeles.
4 Goal Name 4.Economic Development Opportunities
Goal
Description
Provide for community-based job training and job placement services through Chrysalis.
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5 Goal Name 5.Provide Assistance Homeless Services & Shelters
Goal
Description
Provide for homeless prevention services in the City of Santa Monica. Provide assistance to St Joseph’s Center for their
provision of homeless shelters and support programs.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The development of the Annual Action Plan involved consultation with those agencies involved in
delivering housing and housing services within Santa Monica. Meetings and discussions were held
between the staff of the City's Human Services Division and other City Departments, as well as
conducting interviews and a survey with appropriate housing and social service agencies regarding the
housing and community needs of children, elderly persons, persons with disabilities, and homeless
persons. Public input was also solicited through public hearings at Commission meetings. All projects
selected to receive funding meet objectives and goals set by the City to address housing and social
needs.
Projects
# Project Name
1 CDBG: Administration
2 CDBG: Emergency Rental Assistance (COVID-19)
3 CDBG: Public Services
4 CDBG: Independent Living Service
5 HOME: Administration
6 HOME: Tenant-Based Rental Assistance
7 CDBG-CV: Administration
8 CDBG-CV: Emergency Rental Assistance (COVID-19)
Table 56 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
See Unique Grantee Appendices.
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AP-38 Project Summary
Project Summary Information
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1 Project Name CDBG: Administration
Target Area Low/Mod Areas
Goals Supported 2.Provide Safe, Affordable Housing Opportunities
3.Provide Vital Services for LMI & Special Needs
4.Economic Development Opportunities
5.Provide Assistance Homeless Services & Shelters
Needs Addressed Preserve & Develop Affordable Housing
Public Services & Quality of Life Improvements
Economic Development Opportunities
Homelessness Housing & Support Services
Funding CDBG: $244,881
Description Administer the CDBG program in compliance with federal regulations
for the 2020 PY.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the CDBG program in compliance with federal regulations
for the 2020 PY.
2 Project Name CDBG: Emergency Rental Assistance (COVID-19)
Target Area Low/Mod Areas
Goals Supported 2.Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding CDBG: $1,052,094
Description Provide Emergency Rental Assistance to households impacted by
COVID-19.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
Emergency Rental Assistance: 150 Households Assisted
(Excludes CDBG-CV Funded portion of Project, which is included
separately)
Location Description Citywide
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Planned Activities Provide Emergency Rental Assistance to households impacted by
COVID-19.
3 Project Name CDBG: Public Services
Target Area Low/Mod Areas
Goals Supported 3.Provide Vital Services for LMI & Special Needs
4.Economic Development Opportunities
5.Provide Assistance Homeless Services & Shelters
Needs Addressed Preserve & Develop Affordable Housing
Economic Development Opportunities
Homelessness Housing & Support Services
Fair Housing
Funding CDBG: $164,624
Description Santa Monica Retention Program (St. Joseph Center): Provide assertive
outreach and intensive case management to chronically homeless
persons. General Community Legal Services (Legal Aid Foundation of
Los Angeles): Provide a full range of legal services to low-income
residents to promote fair housing awareness, prevent eviction, provide
access to justice, and strengthen communities. Santa Monica
Employment Program (Chrysalis): Provide job training and job
placement services to low-income and homeless residents.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
Santa Monica Retention Program (St. Joseph Center): 140 Persons
Assisted
General Community Legal Services (Legal Aid Foundation of Los
Angeles): 600 Persons Assisted
Santa Monica Employment Program (Chrysalis): 180 Persons Assisted
Location Description Citywide
Planned Activities Santa Monica Retention Program (St. Joseph Center): Provide assertive
outreach and intensive case management to chronically homeless
persons.
General Community Legal Services (Legal Aid Foundation of Los
Angeles): Provide a full range of legal services to low-income residents
to promote fair housing awareness, prevent eviction, provide access to
justice, and strengthen communities.
Santa Monica Employment Program (Chrysalis): Provide job training
and job placement services to low-income and homeless residents.
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4 Project Name CDBG: Independent Living Service
Target Area Low/Mod Areas
Goals Supported 2.Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Fair Housing
Funding CDBG: $36,644
Description Minor home modifications for special needs populations, including
seniors and persons with disabilities.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
Home Modifications for People with Special Needs: 5 Households
Location Description Citywide
Planned Activities Minor home modifications for special needs populations, including
seniors and persons with disabilities.
5 Project Name HOME: Administration
Target Area Low/Mod Areas
Goals Supported 2.Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $64,452
Description Administer the HOME program in compliance with federal regulations
for the 2020 PY.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the HOME program in compliance with federal regulations
for the 2020 PY.
6 Project Name HOME: Tenant-Based Rental Assistance
Target Area Low/Mod Areas
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Goals Supported 2.Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $581,379
Description Provide tenant based rental assistance for low-moderate income
households.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
Tenant-based Rental Assistance: 25 Households Assisted
Location Description Citywide
Planned Activities Provide tenant based rental assistance for low-moderate income
households.
7 Project Name CDBG-CV: Administration
Target Area Low/Mod Areas
Goals Supported 2.Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding CDBG-CV: $138,292
Description Administer the CDBG-CV program in compliance with federal
regulations for the 2020 PY.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the CDBG-CV program in compliance with federal
regulations for the 2020 PY.
8 Project Name CDBG-CV: Emergency Rental Assistance (COVID-19)
Target Area Low/Mod Areas
Goals Supported 2.Provide Safe, Affordable Housing Opportunities
Needs Addressed Preserve & Develop Affordable Housing
Funding CDBG-CV: $1,597,885
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Description Provide Emergency Rental Assistance to households impacted by
COVID-19.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed activities
Emergency Rental Assistance: 250 Households Assisted
(Excludes CDBG Funded portion of Project, which is included separately)
Location Description Citywide
Planned Activities Provide Emergency Rental Assistance to households impacted by
COVID-19.
3.A.b
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
Area Name:
The latest HUD data indicate that there are 19 low/mod Block Groups in Santa Monica, distributed
among 10 City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block
Groups.
Area Type:
All are HUD-defined low/mod areas.
Identify the neighborhood boundaries for this target area.
See above.
Include specific housing and commercial characteristics of this target area.
In each of these neighborhoods, the housing stock is typically older, and often smaller. Streets may need
repair and other infrastructure is older.
How did your consultation and citizen participation process help you to identify this neighborhood as
a target area?
These areas have been areas of concern in the past and emerged in the course of examining the data.
They were also mentioned in the course of community stakeholder discussions. These discussions
confirmed the already known needs of these areas, complementing or corroborating the data.
Identify the needs in this target area.
The City’s needs are numerous and varied. As will be shown in the following sections, the principal
needs are: 1) affordable housing through production, rehabilitation/repair, home modifications, and
financial assistance, public improvements to improve neighborhoods, 2) housing for persons with special
needs, 3) assistance for the homeless, including housing, services and homelessness prevention, 4)
community and public services especially for youth, the elderly, the homeless, and persons with
disabilities, 5) economic development and anti-poverty programs focused primarily upon job training
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and career preparation, 6) public facility and infrastructure improvements centered upon accessibility
improvements and 7) fair housing.
What are the opportunities for improvement in this target area?
The opportunities are significant. First, the City can keep residents in safe, affordable housing and
prevent additional persons and families from becoming homeless. Second, the City can improve the
quality of life by providing needed services and improving conditions in these areas. Third, the City can
assist the residents of these areas in obtaining employment.
Are there barriers to improvement in this target area?
The barriers are significant because of the amount of effort and resources needed to provide the
necessary assistance.
Geographic Distribution
Target Area Percentage of Funds
Low/Mod Areas 95
Table 57 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Discussion
N/A
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
As noted earlier, the most important impediment to affordable housing revolves around the lack of
Federal and State resources for affordable housing initiatives. The lack of programs and resources to
reduce excessive rent or mortgage burdens to qualified persons is a key factor.
Another barrier to affordable housing in Santa Monica is the high cost of housing created by a demand
for housing, both existing and new, which exceeds the current supply. Santa Monica is perceived as a
desirable place to live, and has experienced growth in terms of both businesses that wish to operate
here and in terms of people who wish to reside here. Despite the recent downturn in the housing
market nationally, housing prices, both purchase and rental, remain high, especially for lower income
households.
In addition, the cost of site acquisition is very high, as are development costs. These facts make housing
construction expensive and put affordable housing out of the reach of low-income households.
The Housing Needs Assessment also identified stringent criteria in the mortgage origination process due
to the foreclosure crisis, which also is outside the scope and control of City policy. In some instances,
issues revolving around personal finances (lack of down payment, credit history, employment history)
affect the availability of affordable housing for Santa Monica residents.
One Year Goals for the Number of Households to be Supported
Homeless 140
Non-Homeless 780
Special-Needs 5
Total 925
Table 58 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 425
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 275
Table 59 - One Year Goals for Affordable Housing by Support Type Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
The Santa Monica Housing Authority was consulted during the 2020-24 Consolidated Plan development
process. It is the intention of the Authority to continue to ensure that its participants in the Housing
Choice Voucher, Continuum of Care voucher, and HOME voucher programs are housed in safe and
adequate affordable housing.
Actions planned during the next year to address the needs to public housing
The City of Santa Monica and the Santa Monica Housing Authority, do not own or operate any housing.
In recent years, the City has coordinated with the Housing Authority to evaluate issues and will continue
to do so, though the City does not plan to provide funding for any Housing Authority programs or
projects. The City currently provides funds for the former Redevelopment Agency vouchers and
contributes to staff costs.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Not Applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not Applicable
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The needs of homeless persons and of persons with special needs are complex and require a wide range
of specialized services. Numerous agencies are often involved in the care of a homeless person,
providing distinct services such as housing, mental health counseling, employment training, and case
work services. A number of activities and services are funded to help the needs of the homeless and
other special needs populations. Overall, these services address the high priority of reducing
homelessness and the threat of becoming homeless, as well as providing necessary services.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental,
physical, developmental), victims of domestic violence, youth (in general and aging-out foster youth),
and members of the Santa Monica Service Registry, which is a list of the most vulnerable chronically
homeless individuals as determined by length of time on the streets, age, and physical and mental
health conditions.
Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely
to face housing problems and have difficulty affording housing. Seniors and people with disabilities also
have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the
adaptation of the housing they currently occupy. In addition to general challenges, seniors may have
supportive needs resulting from increasing physical conditions.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
HSD has partnered with LA County Homeless Initiative and Department of Health Services to fund two
innovative street outreach teams: HMST (Homeless Multidisciplinary Street Team) and C3 (City, County,
Community), both of which are operated by local nonprofit The People Concern. HMST is dedicated to
working with the highest utilizers of fire and police services, while the C3 team focuses geographically
on the areas most impacted by homelessness, including the downtown area and the beach. These
multidisciplinary teams engage individuals with street-based medical and behavioral health
interventions to help stabilize behaviors while linking people to mainstream resources. In 2019, the C3
team provided street-based mental health services to 207 individuals and medical care to 75 people in
the Downtown Santa Monica area and the beach. In 2019, HMST made 1,290 unique engagements with
30 individuals who have been identified as the highest utilizers of City emergency services. Eleven of
these 30 individuals were either placed in or maintained permanent housing in 2019. As part of the
Coordinated Entry System (CES) for Los Angeles County, the teams utilize the county’s vulnerability
assessment tool (VI-SPDAT) to prioritize highly vulnerable households for housing placement. Using the
3.A.b
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City’s HMIS and monthly care coordination meetings, the City works closely with local and regional
providers to track the progress of these individuals, assisting with advocacy and resources to remove
system and process barriers in order to shorten the length of homelessness.
The Downtown Santa Monica Ambassadors work in the same area, also providing outreach and referrals
to individuals wherever they may be. In the last year, two new social workers were stationed at the
Santa Monica Public Library, to further engage, complete assessments, address behavioral health needs,
and provide referrals to mainstream services.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City will continue to support over 350 transitional shelter beds in the community with the goal of
increasing regional bed capacity through its participation in the 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 WSCCOG is currently developing
a housing and services needs assessment.
The City has invested in replacing SAMOSHEL, a sprung-tent shelter that was originally built in 1994 as a
temporary facility, with a new permanent facility. The City has begun a two-year feasibility study to
better understand the interim housing needs of our population experiencing homelessness that will
inform design of the new facility.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs
In addition to the programs detailed in section SP-60 of the 2020-24 Consolidated Plan,-the goals and
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actions to address the issues noted above in this Annual Action Plan include:
• Increase the supply of supportive housing for special needs populations;
• Preserve existing special needs housing and supportive services;
• Adapt existing housing to meet the needs of special needs populations;
• Improve access to services for special needs persons;
• Promote economic development via job training and job placement.
• Assist the homeless and those at risk of homelessness with access to permanent affordable
housing and necessary supportive services; and
• Coordinate homeless services and encouraging collaboration among service providers.
These programs will address the needs of the homeless population (especially chronically homeless
individuals and families, families with children, veterans and their families,) with a range of services that
includes emergency shelter, transitional housing and permanent housing.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The Housing Element of the City’s General Plan recognizes concerns about affordable housing and
addresses them through several goals, specifically: identifying programs to assist in the production of
affordable units, protecting and rehabilitating affordable units, and providing assistance to low- and
moderate-income households and households with special needs.
The City of Santa Monica continues to monitor, analyze, and address market conditions and
governmental factors that may act as barriers to affordable housing.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
The City is committed to addressing the needs of underserved populations in the community and fully
understands that to efficiently leverage CDBG funds, it is necessary to mitigate obstacles low-income
families face in securing financial opportunities, affordable housing, and the safety of their homes.
Actions planned to address obstacles to meeting underserved needs
The greatest challenge to meeting underserved needs in the coming year will be meeting the increased
need for program activities with a limited amount of funding. To overcome this significant challenge the
City will work more efficiently, seek a greater level of collaboration with other agencies and
organizations, and aggressively seek opportunities to leverage funds.
Actions planned to foster and maintain affordable housing
The City places great emphasis upon seeing that decent, safe affordable housing is available for low-
income residents to the extent possible. The City also believes that rehabilitation of rental housing units
is a high priority, as this effort keeps people in affordable housing and, especially for extremely low-
income and elderly homeowners, may serve to prevent homelessness. Homeless activities, ranging from
providing emergency shelter to preventing homelessness receive a high priority. Thus, the City will focus
on multiple efforts including rental assistance, rental rehabilitation, new rental construction (using local,
non-federal funds), as well as home modifications to accommodate persons with special needs and in
many instances prevent homelessness.
Actions planned to reduce lead-based paint hazards
Since inception of the CDBG program, all homes older than 1978 scheduled for rehabilitation activities
receive lead-based paint testing to determine the extent of lead hazards, and where appropriate,
remediated in conjunction with the rehabilitation. Any lead found was addressed by interim controls
and abatement through covering and/or painting.
The City will also continue the tasks described in SP-65 the following steps this program year to meet
lead-based paint requirements.
Actions planned to reduce the number of poverty-level families
The City’s anti-poverty strategy is part of a coordinated effort to create jobs and improve the local
economy. CDBG provides the core funding for critical basic needs including health, childcare, housing,
and transportation because the creation of economic opportunities is not an isolated solution to
alleviating poverty. The City works with community partners to identify educational, life skills and
training needs and provide opportunities for self-empowerment that will enable low- and moderate-
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income residents to become and continue to be self-sufficient and economically independent. These
programs have an immediate impact on primary needs of the low-income population and the causes of
poverty. The City will continue to implement the anti-poverty strategy outlined in the preceding
Consolidated Plan. This includes continued prioritization of housing and homeless programs per HUD
requirements, as well as other programs that address the following:
• Pre-vocational and job readiness skills training including assessment and assistance with
applications, resumes, job-seeking skills and work performance standards;
• Job development and placement for temporary and permanent employment opportunities with
businesses, industry, and government;
• Apprenticeships and training linkages with skills center and other vocational resources;
• Educational enrichment, skill-building, and parental support to encourage children and youth to
be healthy, succeed in school, avoid gang activity, and prepare for productive adulthood;
• Youth skill-building and development to design innovative and creative alternatives to criminal
involvement, youth violence, isolation, and loss of opportunities for growth;
• Legal services to include brief service and full representation in landlord/tenant matters, public
benefits assistance, immigration, discrimination, consumer affairs, and other critical legal aid;
• Domestic violence intervention and prevention that offers counsel and advice, immediate
assistance in obtaining restraining, stay-away and other protective orders, and critical support
services to victims of domestic violence;
• Independent living skills and assistance and peer counseling to ensure full self-sufficiency and
independence among elderly and disabled individuals;
• Child care subsidies (infant, preschool and elementary) and assistance to working parents;
• Free health care and supportive service assistance to extremely low, very low, and low- income
Santa Monica residents including vital assistance to those with HIV/AIDS.
The City continues to implement its Living Wage Ordinance, which requires all contractors with service
contracts greater than $54,200 to pay their employees a living wage. The living wage is updated
annually. For FY 2019-20 the living wage was set at $16.63 per hour.
Additionally, the City continues to leverage other federal, state, and local funds to assist homeless and
near homeless households with rental assistance, housing search and placement, and legal and credit
repair services.
Also, the City will encourage the efforts of the Santa Monica Housing Authority, which administers the
Section 8 vouchers within the City and the Section 8 Family Self Sufficiency (FSS) program (which teaches
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employment and self-sufficiency skills to low income families with children).
Actions planned to develop institutional structure
See SP-40 Institutional Delivery Structure
Actions planned to enhance coordination between public and private housing and social
service agencies
The City has identified gaps in institutional structure for implementing the Consolidated Plan and ways
to enhance coordination among housing agencies and social service providers. These gaps included a
lack of sufficient resources and the need for better information dissemination and sharing among
agencies and organizations that provide services. As noted in PR-10, the City has been proactive in
addressing these gaps and undertaken a number of specific actions to overcome these gaps. The City
will continue to work with other agencies and departments in several areas including social services,
lead abatement and mental health services. The City will continue to seek to establish new relationships
with the private sector to accomplish economic and community development activities.
Discussion:
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the
next program year and that has not yet been reprogrammed 50,000
2. The amount of proceeds from section 108 loan guarantees that will be used during the
year to address the priority needs and specific objectives identified in the grantee's strategic
plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use
has not been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 50,000
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 100.00%
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
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as follows:
HOME program resources are as follows:
• The FY2020 HOME allocation of $605,977. These funds will be used towards HOME Admin and
TBRA as described in AP-35 Projects.
• Program income of $40,000 from loan repayments from affordable housing developments originally
funded with HOME.
• Repayments: None, see below.
• Recapture funds in local account: None, see below.
These funds will be used towards HOME Admin and TBRA as described in AP-35 Projects.
The City does not use HOME funds in any other manner than those described in Section 92.205.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
Not applicable. The City does not use HOME funds for homebuyer activities.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
The City does not use HOME funds for homebuyer activities. When HOME funds are used to acquire
residential rental property dedicated as affordable housing, the City applies its Housing Trust Fund
Guidelines, which require 55 years of affordability.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
Not applicable. The City does not use HOME funds to refinance existing debt.
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Attachments
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Citizen Participation Comments
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Visit us online at www.smdp.com
News
2 WEEKEND EDITION, OCTOBER 10 - OCTOBER 11, 2020
SMDP STAFF CHOSE THE FOLLOWING FROM 35 CALLS ON OCT. 08
Odor Investigation 900blk 4th St 12:37 a.m.
EMS 1300blk 17th St 1:03 a.m.
EMS 3rd St / Washington Ave 1:28 a.m.
Trash/Dumpster Fire 100blk Ocean Park Blvd
2:18 a.m.
EMS Ocean Ave / Broadway 3:17 a.m.
EMS 1000blk Princeton St 3:42 a.m.
Flooded Condition 1200blk Georgina Ave 6:54
a.m.
EMS 2200blk Hill St 7:20 a.m.
Automatic Alarm 500blk Broadway 7:26 a.m.
EMS 700blk Pacific St 9:01 a.m.
EMS 1000blk 3rd St 9:09 a.m.
EMS 1100blk 17th St 9:11 a.m.
EMS 2600blk Kansas Ave 10:05 a.m.
EMS 1200blk 9th St 10:29 a.m.
EMS 1000blk 9th St 12:06 p.m.
Traffic Collision With Injury 2800blk Ocean
Park Blvd 12:13 p.m.
Automatic Alarm 1200blk 6th St 12:22 p.m.
EMS 1100blk 7th St 12:37 p.m.
EMS 12th St / Wilshire Blvd 12:47 p.m.
EMS 2000blk Arizona Ave 12:49 p.m.
EMS 1300blk 2nd St 1:46 p.m.
EMS 500blk Olympic Blvd W 1:55 p.m.
EMS 2300blk 31st St 3:37 p.m.
Carbon Monoxide Alarm 1500blk 9th St 4:43
p.m.
EMS 800blk 20th St 5:02 p.m.
Miscellaneous Outside Fire 2300blk 4th St
5:43 p.m.
EMS 1400blk 5th St 5:45 p.m.
EMS 900blk California Ave 6:16 p.m.
EMS 2200blk Colorado Ave 6:47 p.m.
EMS 3300blk Barnard Way 6:50 p.m.
EMS 1300blk Centinela Ave 8:22 p.m.
EMS 2800blk 3rd St 8:26 p.m.
Automatic Alarm 1200blk 6th St 8:41 p.m.
EMS 1500blk Princeton St 8:42 p.m.
EMS Main St / Pico Blvd 9:41 p.m.
DAILY FIRE LOG
CITY OF SANTA MONICA
NOTICE OF AVAILABILITY OF AMENDED 2020-24 CONSOLIDATED PLAN AND FY 2020-21 ANNUAL ACTION PLAN ALLOCATING COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) & HOME INVESTMENT PARTNERSHIP ACT (HOME) PROGRAM FUNDS
The U.S. Department of Housing and Urban Development (HUD) provides annual
CDBG and HOME entitlement funds to the City of Santa Monica. As a recipient of
these federal funds, HUD requires the City to develop a five-year Consolidated Plan and Annual Action Plans for housing and community development which identify high priority needs and the associated goals, strategies, and resources anticipated over a five-year period.
Notice is hereby given that the City of Santa Monica has amended the 2020-24 Consolidated Plan and FY 2020-21 Annual Action Plan. The plans were approved by City Council on June 9, 2020 following an initial 30-day public review period beginning
on March 16, 2020 and an additional five-day public review period beginning on June 4, 2020.
Since then, additional CDBG funds have been allocated to the City via the CARES Act to fund activities that prevent, prepare for, and respond to coronavirus. Those additional funds have been incorporated into the amended plans, which are available for a five-day public review period beginning October 10, 2020 and can be viewed online here: http://www.smgov.net/hsd.
Written comments may be submitted by October 15, 2020 by email to humanservices@smgov.net or by mail to: Housing and Human Services Division, 1685 Main Street, MS22, Santa Monica, CA 90401.
CitywideVerdi Chorus Performance
The Verdi Chorus continues its 37th season with The Fox Singers in Amor y Odio, Songs of
Spain and the New World presented by The Verdi Chorus and the Sahm Family Foundation. This
musical soirée is the premiere offering of the new online series called VERDI CHORUS PRESENTS
led by Founding Artistic Director Anne Marie Ketchum. The Fox Singers comprise the profes-
sional ensemble of The Verdi Chorus, which is the only choral group in Southern California that
focuses primarily on the dramatic and diverse music for opera chorus.
Amor y Odio is dedicated to the songs and zarzuelas of Spain and the New World, and will
premiere online Sunday, November 8. Future VERDI CHORUS PRESENTS soirées featuring The
Fox Singers will include an evening of Neapolitan favorites and Italian art songs and an evening
dedicated to American song. These online concerts will be available on the Verdi Chorus website
at https://www.verdichorus.org.
The Fox Singers demonstrate the mission of The Verdi Chorus to provide performance oppor-
tunities to young professional singers, and these highly promising singers, named in memory of
long-time Chorus and Board member Walter Fox, not only serve as section leaders and rehearsal
coaches for the Verdi Chorus, but also have opportunities to perform as featured singers in per-
formances, and perform on occasion independently of the full Chorus. The Fox Singers featured
in Amor y Odio, Songs of Spain and the New World are: sopranos Tiffany Ho and Sarah Salazar;
mezzo-soprano Judy Tran; tenors Joseph Gárate and Elias Berezin; and bass Esteban Rivas.
The Fox Singers have been presented at several venues in Southern California including the
Annenberg Beach House, The Broad Stage, the Huntington Library, and the Nixon Library.
How to watch: Go to https://www.verdichorus.org
The Verdi Chorus is a Southern California nonprofit organization dedicated to presenting
opera choruses in concert and to providing career development opportunities for young pro-
fessional singers. As the only choral group in Southern California that focuses primarily on the
dramatic and diverse music of the opera chorus, The Verdi Chorus gives talented amateur sing-
ers the unique opportunity to sing side-by-side with professional singers in rehearsals leading
up to performances held to the highest artistic standards. Under the direction of its remarkable
Artistic Director Anne Marie Ketchum, each rehearsal is like a vocal master class.
The Verdi Chorus was founded in 1983 at the Verdi Restaurant in Santa Monica. When the
restaurant closed in 1991, The Verdi Chorus continued. In 1999, the chorus incorporated as a
501(c)(3) nonprofit organization. Under the continuous direction of Founding Artistic Director
Anne Marie Ketchum, the Chorus presents four concerts each year as well as other collaborative
events. Its repertoire includes over 300 choruses from 81 operas in seven languages.
For more information visit: https://www.verdichorus.org
SUBMITTED BY DAVIDSON & CHOY PUBLICITY
COMMUNITY BRIEFS
COMMUNITY BRIEFS
Citywide
SMC Student Film “The Attempt” Wins Best Student Film at the 2020 Vienna Independent Film Festival
“The Attempt” — a short film written and directed by Santa Monica College (SMC) film stu-
dent Daniel Despart — has won Best Student Film at the 2020 Vienna Independent Film Festival
(VIFF). The awards were announced on the festival’s official Facebook page (facebook.com/
ViennaIndependentFilmFestival) Oct. 4.
VIFF’S programming director, Elena Ringo, said about the winning film: “’The Attempt’
impressed the audience and judges with its artistic qualities and important subject matter.
The current clashes in Nagorno-Karabakh made people recollect the Armenian Genocide, thus
increasing interest in the film.”
“The Attempt” is set in 1921 post-World War I Berlin and it is based on a true story. It follows
Soghomon Tehlirian, a young man who is given the mission to assassinate the chief orchestrator
of the Armenian Genocide. During the attempt, Soghomon realizes that killing another man is
not easy and contemplates starting a new life with the woman he loves.
“It’s a great honor to have won Best Student Film at VIFF,” said Daniel Despart, “and it is a
great testament to the artistry and professionalism of our SMC crew, since we had to recreate
1921 Berlin in Los Angeles! My intention with this film was to inspire others to look further into
the true story behind Soghomon Tehlirian and in turn, the Armenian Genocide as a whole.
We must never forget our past, and in this modern age of wholesale disinformation and dou-
ble-speak, this has never been more pertinent.”
“’The Attempt’ takes a Dostoyevskian approach in exploring a young man’s moral conflict
when he is given the mission to assassinate another human being,” said SMC Film Professor
Salvador Carrasco, who heads the film production program. “Conflicts have recently arisen in
the Caucasus that make the historical ghosts of this story ever so present. Such is the power of
cinema: films can take on a broader dimension depending on what is going on at a given time
in the world.”
Ara Woland, a renowned professional actor who plays Tehlirian and also co-produced the
film, said, “I am thrilled that ‘The Attempt’ is getting the recognition it deserves because it is
timely and more relevant today than ever. The events depicted in the film did not put an end to
the Armenian Genocide. Armenians today, at this very moment, are at war, fighting for the sur-
vival of the nation and its 4,000 year old history. The world, however, is turning a blind eye just
as it did during the Armenian Genocide, during the Holocaust, and other ethnic cleansings. The
spirit of Soghomon Tehlirian is the perfect example of the perseverance of the Armenian nation.
We will fight to preserve our existence, our culture and our sacred lands. And hopefully the world
will wake up and fight terrorism and aggression.”
SMC student films have won numerous accolades — including a BAFTA nomination; the
Panavision Limelight Award at the Ojai Film Festival; Best Short Drama at the San Diego Film
Festival; Best Short at the Prague Independent Film Festival; Special Mention at the International
Festival of Film Schools in Munich; and Winner at the Women’s Independent Film Festival — and
have been selected to screen in many prestigious domestic and international film festivals.
SMC offers an Associate of Science degree and Certificate of Achievement in Film Production.
To learn more, visit www.smc.edu/filmproduction or email Carrasco_Salvador@smc.edu. The film
program — as well as the films that come out of it — is on YouTube as the “Santa Monica College
Film Program” channel.
VIFF is a nonprofit organization dedicated to the discovery and development of independent
artists and audiences. VIFF seeks to discover, support, and inspire independent film and theater
artists from around the world, and to introduce audiences to their new work. For more informa-
tion, visit vienna-film-festival.com.
SUBMITTED BY GRACE SMITH
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Visit us online at www.smdp.com
Local
2 TUESDAY, OCTOBER 13, 2020
BACK or UNFILED TAXES?
(310)395-9922SAMUEL B. MOSES, CPA110000 WWiillsshhiirree BBllvvdd..,, SSuuiittee 11880000 SSaannttaa MMoonniiccaa 9900440011
ALL FORMS • ALL TYPES • ALL STATES
CITY OF SANTA MONICA
NOTICE OF AVAILABILITY OF AMENDED 2020-24 CONSOLIDATED PLAN AND FY 2020-21 ANNUAL ACTION PLAN ALLOCATING COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) & HOME INVESTMENT PARTNERSHIP ACT (HOME) PROGRAM FUNDS
The U.S. Department of Housing and Urban Development (HUD) provides annual CDBG and HOME entitlement funds to the City of Santa Monica. As a recipient of these federal funds, HUD requires the City to develop a five-year Consolidated Plan and Annual Action Plans for housing and community development which identify high priority needs and the associated goals, strategies, and resources anticipated over a
five-year period.
Notice is hereby given that the City of Santa Monica has amended the 2020-24 Consolidated Plan and FY 2020-21 Annual Action Plan. The plans were approved by City Council on June 9, 2020 following an initial 30-day public review period beginning
on March 16, 2020 and an additional five-day public review period beginning on June 4, 2020.
Since then, additional CDBG funds have been allocated to the City via the CARES Act to fund activities that prevent, prepare for, and respond to coronavirus. Those
additional funds have been incorporated into the amended plans, which are available for a five-day public review period beginning October 10, 2020 and can be viewed online here: http://www.smgov.net/hsd.
Written comments may be submitted by October 15, 2020 by email to humanservices@smgov.net or by mail to: Housing and Human Services Division, 1685 Main Street, MS22, Santa Monica, CA 90401.
CITY OF SANTA MONICA
REQUEST FOR PROPOSALS
NOTICE IS HEREBY GIVEN that the City of Santa Monica invites sealed proposals for
RFP: #273 RECREATION MANAGEMENT SOFTWARE APPLICATION PROJECT
• Submission Deadline is November 19, 2020 at 5:00 PM Pacific Time.
Proposals must include forms furnished by the City of Santa Monica. Request for Proposals
may be obtained on the City’s Online Vendor Portal. The website for this Request for Proposals
and related documents is: Planet Bids or
http://vendors.planetbids.com/SantaMonica/bidsearch4.cfm. There is no charge for the RFP
package.
2 critical after SUV plows
into outdoor dining area
Associated Press
Two people were in critical condition Monday after being injured when a man drove his SUV into an outdoor dining area, hitting a pedestrian and several diners in Northern California, authorities said.Eight people were taken to the hospital with injuries described as major to minor after the crash Sunday. The conditions of the other six injured people were not immediately known, San Jose police Sgt. Christian Camarillo said.Officers initially said the 69-year-old driver may have been in medical distress prior to the crash.A mile away and less than six hours later, a man was fatally injured near a food truck in a parking lot when a woman accidentally stepped on her pickup’s gas pedal instead of the brake. He died early Monday, Camarillo said. Some restaurants have set up tents and tables in parking lots or closed off streets because of indoor dining restrictions due to the coronavirus pandemic.Witnesses said screams followed the crash Sunday at the parking lot restaurant at Grand Century Plaza in East San Jose and people
quickly attempted to help those who were injured. “The noise when (the 4Runner) went through was like a huge grinding sound because of all the tables and everything caught underneath,” John Brown, who was working at a political booth nearby and saw the crash, told the Mercury News. “It was so fast a lot of people didn’t react at first.”Buck Suggs, 54, of San Jose, who was also working at the booth, said he saw the vehicle parked in the lot directly across from the outdoor-dining area. Suggs said he heard the engine rev and the tires screech, then saw the 4Runner — smoke coming from its tires as it crossed a two-lane road and a traffic median — before it crashed into the dining area.People could be heard screaming “get out of the way” before a loud crashing sound, he said.A few hours later, a woman trying to park her pickup truck in the parking lot of La Placita Tropicana shopping center hit the gas instead of the brake and crashed into a food truck, hitting a man, Camarillo said. The man died of his injuries at a hospital early Monday.
Crime Watch is culled from reports provided by the Santa Monica Police Department.
These are arrests only. All parties are innocent until proven guilty in a court of law.
ON OCT. 10 AT ABOUT 8:30 P.M.
SMPD Officers responded to a radio call for service of a fight in progress. Officers on the pier
arrived quickly and discovered it was a stabbing. There were three adult male victim’s with the
most serious injury being stable at this time. SMFD Paramedics responded to the scene for
medical treatment. The suspects are identified as: Robert Thomas Jarvis, 20 year old white
male from Florida booked for 245(a)(1) PC – Assault with a Deadly weapon. Matthew Christian
Jarvis, 19 year old white male from Florida booked for 245(a)(1) PC – Assault with a Deadly
weapon. Meghan Crowley / 24 year old white female from Florida booked for 245(a)(1) PC –
Assault with a deadly weapon.
CRIME WATCH BY DAILY PRESS STAFF
Citywide
Rotary Club of Santa Monica Offers Grants to Local Non-Profits to Mitigate Impact of the COVID-19 Pandemic
The Rotary Club of Santa Monica is currently accepting grant applications for its Community
and Youth Grants program from local non-profit organizations. These grants are intended to
fund up to $3,500 for needs organizations have related to the COVID-19 pandemic.
Information about the Community and Youth Grants program can be obtained by contacting
the Rotary Club of Santa Monica at RotaryClubofSantaMonica@Verizon.net. Grant Guidelines
and an expedited Community and Youth Grant application form are available on the Club’s web-
site https://www.rotaryclubofsantamonica.org/grants/
Grant applications are being accepted now through Friday, November 27, 2020. The Rotary
Club will do its best to fund as quickly as possible. Please note that the Club will not fund costs
for keeping the doors open or for staff. The Club requests that a full detail of the use of funds
be provided by July 2021.
Community and Youth grant submissions that are not targeted to the novel coronavirus
impact needs will be postponed for consideration.
Organizations must provide proof of non-profit 501(c)(3) status, requested supporting mate-
rials, and be able to verify that the funds align with Rotary’s service mission and benefit Santa
Monica residents or nearby communities.
SUBMITTED BY SUSAN ANNETT, COMMUNITY & YOUTH GRANTS COMMITTEE CO-CHAIR
COMMUNITY BRIEFS
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Grantee Unique Appendices
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Consolidated Plan SANTA MONICA 213
OMB Control No: 2506-0117 (exp. 06/30/2018)
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Consolidated Plan SANTA MONICA 214
OMB Control No: 2506-0117 (exp. 06/30/2018)
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Consolidated Plan SANTA MONICA 215
OMB Control No: 2506-0117 (exp. 06/30/2018)
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Consolidated Plan SANTA MONICA 216
OMB Control No: 2506-0117 (exp. 06/30/2018)
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Packet Pg. 305 Attachment: Attachment B: 2020-24 Consolidated Plan (4916 : Approve 2022-23 CDBG/HOME Action Plan)
Consolidated Plan SANTA MONICA 217
OMB Control No: 2506-0117 (exp. 06/30/2018)
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Consolidated Plan SANTA MONICA 218
OMB Control No: 2506-0117 (exp. 06/30/2018)
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Consolidated Plan SANTA MONICA 219
OMB Control No: 2506-0117 (exp. 06/30/2018)
Appendix - Alternate/Local Data Sources
1 Data Source Name
Maplebrook Neighborhood Study-Training
List the name of the organization or individual who originated the data set.
N/A
Provide a brief summary of the data set.
N/A
What was the purpose for developing this data set?
N/A
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
N/A
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
N/A
What is the status of the data set (complete, in progress, or planned)?
N/A
2 Data Source Name
2006-2010 ACS, 2013-2017 ACS
List the name of the organization or individual who originated the data set.
US Census Bureau
Provide a brief summary of the data set.
The American Community Survey (ACS) is an ongoing survey that provides data every year -- giving
communities the current information they need to plan investments and services. Information
from the survey generates data that help determine how more than $400 billion in federal and
state funds are distributed each year. The ACS is accessed through the American FactFinder
website, which provides data about the United States, Puerto Rico and the Island Areas.
What was the purpose for developing this data set?
Information from the ACS help determine how more than $400 billion in federal and state funds
are distributed each year to help communities, state governments, and federal programs.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Santa Monica, CA
3.A.b
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Consolidated Plan SANTA MONICA 220
OMB Control No: 2506-0117 (exp. 06/30/2018)
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2006-2010 ACS, 2013-2017 ACS 5-Year Estimates
What is the status of the data set (complete, in progress, or planned)?
Complete
3 Data Source Name
2012-2016 CHAS
List the name of the organization or individual who originated the data set.
US Census Bureau, American Community Survey (ACS) and U.S. Department of Housing and Urban
Development (HUD)
Provide a brief summary of the data set.
Each year, the U.S. Department of Housing and Urban Development (HUD) receives custom
tabulations of American Community Survey (ACS) data from the U.S. Census Bureau. These data,
known as the "CHAS" data (Comprehensive Housing Affordability Strategy), demonstrate the
extent of housing problems and housing needs, particularly for low income households.
What was the purpose for developing this data set?
The CHAS data are used by local governments to plan how to spend HUD funds, and may also be
used by HUD to distribute grant funds.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Santa Monica, CA
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2012-2016 CHAS
What is the status of the data set (complete, in progress, or planned)?
Complete
4 Data Source Name
2013-2017 ACS 5-Yr Estimates
List the name of the organization or individual who originated the data set.
US Census Bureau
Provide a brief summary of the data set.
The American Community Survey (ACS) is an ongoing survey that provides data every year -- giving
communities the current information they need to plan investments and services. Information
from the survey generates data that help determine how more than $400 billion in federal and
state funds are distributed each year. The ACS is accessed through the American FactFinder
website, which provides data about the United States, Puerto Rico and the Island Areas.
3.A.b
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Consolidated Plan SANTA MONICA 221
OMB Control No: 2506-0117 (exp. 06/30/2018)
What was the purpose for developing this data set?
Information from the ACS help determine how more than $400 billion in federal and state funds
are distributed each year to help communities, state governments, and federal programs.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Santa Monica, CA
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2013-2017 ACS 5-Year Estimates
What is the status of the data set (complete, in progress, or planned)?
Complete
5 Data Source Name
2013-2017 ACS (Workers), 2017 LEHD (Jobs)
List the name of the organization or individual who originated the data set.
2013-2017 ACS and 2017 Longitudinal Employee-Household Dynamics: United States Census
Bureau
Provide a brief summary of the data set.
The American Community Survey (ACS)is an ongoing survey that provides data every year -- giving
communities the current information they need to plan investments and services. Information
from the survey generates data that help determine how more than $400 billion in federal and
state funds are distributed each year. The ACS is accessed through the Census website, which
provides data about the United States, Puerto Rico and the Island Areas.
The Longitudinal Employer-Household Dynamics (LEHD)program is part of the Center for
Economic Studies at the U.S. Census Bureau. The LEHD program produces new, cost effective,
public-use information combining federal, state and Census Bureau data on employers and
employees under the Local Employment Dynamics (LED) Partnership.
What was the purpose for developing this data set?
ACS:Information from the ACS help determine how more than $400 billion in federal and state
funds are distributed each year to help communities, state governments, and federal programs.
LEHD:Information from the LEHD help state and local authorities who increasingly need detailed
local information about their economies to make informed decisions. The LEHD Partnership works
to fill critical data gaps and provide indicators needed by state and local authorities. LEHD’s
mission is to provide new dynamic information on workers, employers, and jobs with state-of-the-
art confidentiality protections and no additional data collection burden.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Santa Monica, CA
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Consolidated Plan SANTA MONICA 222
OMB Control No: 2506-0117 (exp. 06/30/2018)
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2013-2017 ACS (Workers), 2017 LEHD (Jobs)
What is the status of the data set (complete, in progress, or planned)?
Complete
6 Data Source Name
HUD 2019 FMR and HOME Rents
List the name of the organization or individual who originated the data set.
US Department of Housing and Urban Development (HUD)
Provide a brief summary of the data set.
Fair Market Rents (FMRs) are set by HUD and used to determine payment standard amounts for
HUD Programs. HUD annually estimates FMRs for the Office of Management and Budget (OMB)
defined metropolitan areas, some HUD defined subdivisions of OMB metropolitan areas and each
nonmetropolitan county.
HOME Rents Limits are based on FMRs published by HUD. HOME Rent Limits are set to determine
the rent in HOME-assisted rental units and are applicable to new HOME leases.
What was the purpose for developing this data set?
Fair Market Rents (FMRs) are used to determine payment standard amounts for HUD Programs.
HOME Rent Limits are the maximum amount that may be charged for rent in HOME-assisted
rental units and are applicable to new HOME leases.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Santa Monica, CA
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2019
What is the status of the data set (complete, in progress, or planned)?
Complete
7 Data Source Name
PIC (PIH Information Center)
List the name of the organization or individual who originated the data set.
US Department of Housing and Urban Development (HUD)
Provide a brief summary of the data set.
IMS/PIC is responsible for maintaining and gathering data about all of PIH's inventories of HAs,
Developments, Buildings, Units, HA Officials, HUD Offices and Field Staff and IMS/PIC Users.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
What was the purpose for developing this data set?
IMS/PIC is responsible for maintaining and gathering data about all of PIH's inventories of HAs,
Developments, Buildings, Units, HA Officials, HUD Offices and Field Staff and IMS/PIC Users.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
Santa Monica, CA
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2019
What is the status of the data set (complete, in progress, or planned)?
Complete
8 Data Source Name
2019 Housing Inventory Count
List the name of the organization or individual who originated the data set.
US Department of Housing and Urban Development (HUD)
Provide a brief summary of the data set.
The Housing Inventory Count Reports provide a snapshot of a CoC’s HIC, an inventory of housing
conducted annually during the last ten days in January, and are available at the national and state
level, as well as for each CoC. The reports tally the number of beds and units available on the night
designated for the count by program type, and include beds dedicated to serve persons who are
homeless as well as persons in Permanent Supportive Housing.
What was the purpose for developing this data set?
HIC provides the inventory of housing conducted annually during the last ten days in January. The
reports tally the number of beds and units available on the night designated for the count by
program type, and include beds dedicated to serve persons who are homeless.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one
geographic area or among a certain population?
COC
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2019
What is the status of the data set (complete, in progress, or planned)?
Complete
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City Council
Report
City Council Meeting: April 26, 2022
Agenda Item: 3.B
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To: Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department
Subject: Present Annual Comprehensive Financial Report for Year Ended June 30,
2021
Recommended Action
Staff recommends that the City Council receive and file the City’s Annual
Comprehensive Financial Report (ACFR), the Auditors’ Letter to Council, and the
Independent Auditors’ Report on Internal Control Over Financial Reporting and on
Compliance with Other Matters Based on an Audit of Financial Statements Performed in
Accordance with Government Auditing Standards for the City’s financial statements for
the fiscal year ended June 30, 2021.
Executive Summary
The Annual Comprehensive Financial Report (ACFR) communicates the City’s financial
condition and activity in a transparent and organized manner and in compliance with
accounting and financial reporting standards established by the Governmental
Accounting Standards Board (GASB). The report presents historical and comparative
information that can be useful to City staff, elected officials, and external users such as
debt rating agencies, businesses, other public agencies, and the City’s residents. The
most recent ACFR is available at the City Clerk’s office and ACFRs dating back to 2005
are available on the City’s Finance website at: https://finance.smgov.net/budgets-
reports/annual#/.
This document is prepared annually by Finance staff and audited by the City’s
independent audit firm, Lance, Soll & Lunghard (LSL), CPAs, and presented to the Audit
Subcommittee and the full Council for receipt and filing. The independent auditors’
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unmodified report communicates that the ACFR, and audited information within, fairly
present the City’s financial position for the fiscal year ended June 30, 2021. This audit
is performed in compliance with City Charter requirements. The City of Santa Monica
has received an unmodified audit report for more than three decades and has been
awarded the Certificate of Achievement for Excellence in Financial Reporting by the
Government Finance Officers Association of the United States and Canada (GFOA) for
its ACFR for 37 consecutive years, since it began participating in the program. To make
the ACFR more transparent, staff has provided an explanation for key financial
performance indicators shown in the report.
An attached report on the City’s internal control over financial reporting and compliance
notes no instances of non-compliance. An additional attached submittal letter states
that the City’s independent auditors encountered no difficulties and had no
disagreements with management during the audit. If the auditors identified any
adjustments that management elected not to adjust in the financial statements, they
would be noted on the report under Corrected and Uncorrected Misstatements. There
were none noted for FY 2020-21.
This year, COVID-19 once again presented unique challenges, including devastating
economic losses as a result of the global economic shutdown and worldwide health
crisis. The result of the City’s financial challenges and related adjustments in response
to the pandemic are detailed throughout the financial statements, schedules and notes
included in the ACFR, including a COVID-19 pandemic note detailing key dates and
funding received.
Typically, a portion of each audit is performed outside of City facilities, however this
year’s entire audit was conducted remotely, with both City staff and external audit staff
working off site. Requested files were shared on a secured site and the City’s current
web based financial system, Tyler Munis, provided remote access to both the audit
team and Finance staff. Financial staff resources shifted to the emergency operations
of the City and cuts made to reporting staff resulted in a slight delay in the ACFR’s
publication.
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Santa Monica has long relied on conservative fiscal assumptions to plan for the future,
with two-year operating budgets and five-year financial forecasts and capital plans and
continuous review and refinement of fiscal policies and processes. This careful planning
allowed the City to quickly reposition itself in response to the COVID-19 pandemic.
Beginning in mid-March 2020, with the initial State and County Stay at Home Orders,
the public health emergency changed how, and whether, the City could operate
programs and facilities. These Health Officer orders resulted in protracted closures and
contractions in services, and the financial impact of these previous restrictions
continues to result in reduced services today. The COVID-19 pandemic ravaged most of
the City’s revenue streams, with the majority of the impact in the City’s General Fund,
the fund making up two-thirds of the City’s overall budget and supporting public safety,
libraries, streets, recreation, and funding to the School District. Cities like Santa Monica,
with strong tourism, retail and entertainment amenities, were hit the hardest. Santa
Monica’s economy has been and will continue to be significantly impacted by the
COVID-19 pandemic.
The FY 2020-21 Adopted Budget reflected dramatically restructured and reduced
operations to meet the public health and fiscal challenges. In addition, $117 million in
funding from deferred or reduced capital projects, economic uncertainty, contingency
and other reserves, was appropriated or set aside to balance the budget. Council also
authorized staff to temporarily suspend or defer discretionary transfers to the Housing
Trust Fund for affordable housing uses per a November 2016 voter-approved advisory
measure, and the allocation of resources to address the City’s unfunded pension and
other post-employment benefit liabilities. These measures enabled the City to maintain
essential and emergency operations during the pandemic while preserving the City’s
financial resilience to the greatest extent possible. The receipt of American Rescue Plan
Act (ARPA) funding also contributed to maintaining City operations. These funds,
signed into law by President Biden in March 2021, provided $350 billion in direct aid to
state and local government through the Coronavirus Local Fiscal Recovery Fund
(CLFRF). The City received $14.285 million of its $28.57 million allocation in May 2021;
the remaining $14.285 million will be received in May 2022. The funds were used under
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the provision of lost revenue to provide government services. While this funding is
welcome, it is disproportionate to the City’s revenue losses when compared to most
other cities and states.
The Statement of Net Position, similar to a balance sheet, reports total assets and
liabilities of the City. The total net position of the City for all activities was $1,386.1
million at June 30, 2021, compared to $1,520.1 million at June 30, 2020 as restated,
which is a decrease of $134.0 million or 8.8%. The net position for business-type
activities decreased $67.1 million and the net position for governmental activities
decreased $66.9 million.
In comparison to FY 2019-20, the ending General Fund balance for FY 2020-21
decreased by $44.0 million, to $180.9 million, primarily due to the decrease in revenues
as a result of the global COVID-19 pandemic. As noted above, the City’s strong retail
and hospitality sector was particularly hard hit, resulting in significant declines in
Transient Occupancy and Sales Taxes and in parking-related revenue. Capital
spending on projects such as the City Yards Modernization project also contributed to
the lower fund balance. However, the City issued lease revenue bonds in FY 2021-22
netting $70.0 million to fund the City Yards Modernization project, including a portion
that will reimburse the General Fund for capital expenses already incurred. Lastly, the
General Fund transferred funds to the General Liability Self-Insurance Fund to fund a
large settlement.
The City’s three pension plans are approximately 77% funded with a combined
unfunded long-term actuarial liability of approximately $481 million. All pension figures
presented in the ACFR are based on California Public Employees’ Retirement System
(CalPERS) GASB 68 valuations that have a measurement date of June 30, 2020.
These valuations are used for financial reporting purposes only and are separate from
the CalPERS funding valuations that are used to determine the City’s annual
contribution requirements.
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Council established an Audit Subcommittee in 2015 to oversee the work of the City’s
auditors and on February 28, 2017, Council directed staff to present the ACFR to the
Audit Subcommittee of the City Council for a detailed review before presenting the
report to the Council as a Consent Calendar item. The Subcommittee has received the
annual ACFR report which included details of the audit process and the financial
reports, a presentation by the independent auditors, and an opportunity for
Subcommittee members to ask questions of the auditors and staff.
Background
As required by the City Charter, financial statements are prepared by the City and
audited by independent auditors. The City selects its independent auditor through a
competitive procurement process that includes members of the Audit Subcommittee as
proposal reviewers. The original contract length was for five years. On February 16,
2020, the Audit Subcommittee directed staff to execute a modification of the LSL
external auditing services contract to extend services for an additional three years and
requested that a new engagement partner be assigned to the City, as recommended by
best practice. LSL is in their sixth year auditing the City.
The quality of the City’s financial reporting and the ACFR are measured in two ways: (1)
an unmodified audit report by the independent auditors; and (2) the Certificate of
Achievement for Excellence in Financial Reporting, awarded by the Government
Finance Officers Association of the United States and Canada (GFOA). The attainment
of the latter is the highest form of recognition in governmental accounting and financial
reporting.
Auditors follow audit industry standards established by the American Institute of
Certified Public Accountants (AICPA). These standards require auditors to provide an
opinion on specific areas of the City’s financial statements based on observations,
inquiries, testing of transactions, and analysis.
The City’s ACFR includes the following major sections and information:
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Introductory Section
• Letter of Transmittal – prepared by management and used to communicate
information on areas that may have an impact on the City’s finances now and in
the future. This includes economic factors as well as budget and management
factors.
Financial Section (the main body of the ACFR for current year information)
• Independent Auditors’ Report – the City’s report card on the content of the ACFR
• Management’s Discussion and Analysis (MD&A) – provides an analytical
overview of the City’s financial status and results for the year
• Basic Financial Statements – reports finances at a point in time (assets -
liabilities) and throughout the year (revenues - expenditures), and cash flows
o City-Wide Statements – overview of financial information including all of
the City’s operations by financial activity
o Fund Financial Statements – a detailed look at funds, reporting the
Balance Sheet and Statement of Revenues, Expenditures and Changes in
Fund Balance
o Notes to the Financial Statements (Notes) – a narrative explanation that
accompanies the Basic Financial Statements
Required Supplementary and Supplementary Information Sections
• Budget to Actual Comparisons – for all governmental funds with a legally
adopted budget
• Notes to Required Supplementary Information
• Pension Information – schedule of changes in the net pension liability and related
ratios; schedule of contributions by plan
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• OPEB Information – schedule of changes in the net Other Post-Employment
Benefits (OPEB) liability and related ratios; schedule of contributions
• A breakout of individual non-major funds – for funds that were presented in a
cumulative manner in the Financial Section
Statistical Section (current and historical information – up to 10 years)
• Financial Trends
• Revenue Capacity Information
• Debt Capacity Information
• Demographic and Economic Information
• Operating Information
Discussion
The attached ACFR for FY 2020-21 has received an unmodified opinion by LSL. An
unmodified opinion communicates that the financial statements are fairly presented and
that the information used in the report is reliable. In their written communications to
Council, the auditors note that they encountered no significant difficulties with
management in performing or completing the audit.
The Statement on Auditing Standards (SAS) 114 establishes standards for the auditors’
communication with those charged with governance. SAS 115 provides guidance on
communicating matters related to the City’s internal controls over financial reporting that
have been identified in an audit of the financial statements. These statements require
the auditors to consider and report on internal controls, significant audit findings, and
other matters as prescribed in the standards as they relate to the audit of the financial
statements. The letters that satisfy the SAS requirements are attached to this report.
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The City of Santa Monica has received an unqualified/unmodified audit report and the
GFOA Award for 37 years, since the City first participated in the GFOA program in FY
1983-84.
Engagement partner Deborah Harper from LSL communicated via email with Mayor /
Audit Subcommittee Chair Sue Himmelrich and Audit Subcommittee Vice Chair
Elizabeth VanDenburgh on February 24, 2022 to discuss the results of the audit and
answer questions on the audit, financials, and related letters without staff present. The
ACFR was presented to the Audit Subcommittee of the Council on March 14, 2022 by
LSL. Audit Subcommittee members were given the opportunity to review the report and
ask questions to the external auditor and staff. Topics discussed included:
• Deficit Citywide in unrestricted net position on the Statement of Net Position
• Reasons for and recommendations that could be included in a management
letter from an external auditor
• Unfunded pension liability and contributions
• OPEB unfunded liability and contributions
• Guiding Principles to Handle Pension Liability
The Audit Subcommittee received and filed the ACFR with a 5-0 vote.
Overall, the City’s ACFR shows that City finances are stable. The following is an
explanation of some key indicators reported in the ACFR.
General Fund Balance
The most notable measure of a City’s financial health is the General Fund balance. As
presented in the Basic Financial Statements, the City’s General Fund assets exceeded
liabilities by $180.8 million as of June 30, 2021. This balance is comprised of a number
of categories, as follows:
• $9.6 million nonspendable fund balance includes amounts that are not in
spendable form, such as prepaid items and advances to other funds;
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• $11.1 million restricted fund balance is required for specific purposes as
stipulated by either external resource providers or enabling legislation, including
$8.6 million for bond funded projects;
• There is no committed fund balance, which represents amounts designated for a
specific purpose by formal action from City Council and can only be changed or
lifted by the City Council taking the same formal action that originally imposed the
constraint;
• $114.3 million assigned funds set aside for specific purposes based on budget
priorities (i.e., continuing capital improvement projects; prior year
reappropriations; and funds set aside to sustain the City’s essential services
during the COVID-19 emergency, including a $20 million Shutdown Reserve in
the event prolonged closures further impact revenue streams); and
• $45.9 million in unassigned funds as follows:
o $46.9 million rainy day contingency (historically this has been 15% of
annual operating and revenue-supported capital expenditure budget.
However, it was reduced to 12.5% last year. As the City recovers from the
pandemic, the amount will gradually return to 15%);
o ($1.0) million unrealized loss on investments;
The General Fund’s rainy day and economic uncertainty reserves have long been an
important safeguard for Santa Monica in the event of a devastating downturn. In the
past, this sound financial practice has contributed to a AAA general obligation bond
rating, allowing the City to pursue lower cost financing structures. Since March 2020,
these reserves and contingency funds have allowed the City to continue essential
operations despite the severe revenue dip as a result of the economic crisis caused by
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the global pandemic. In March 2021, all three of the United States’ leading credit rating
agencies -- Moody’s, S+P, and Fitch Ratings -- affirmed the City of Santa Monica’s AAA
credit rating. Fitch cited that the ‘AAA’ credit rating “is driven by the exceptional
resilience of the city to periods of economic stress, underpinned by its very high
reserves, notwithstanding recent large operating deficits, and a strong expenditure
framework.”
Citywide Net Position
The Statement of Net Position, similar to a balance sheet, reports total assets and
liabilities of the City as of June 30, 2021. The total net position of the City for all
activities was $1.4 billion. Net position is broken out into three categories: capital,
restricted, and unrestricted.
Net Investment in Capital Assets - $1,206.9 million
Net Investment in Capital Assets includes land, buildings, improvements, intangibles,
infrastructure and utility systems, and construction in progress net of accumulated
depreciation/amortization and related debt. Intangible assets represent rights of use for
items such as software, water rights and payments for Santa Monica’s cost of
improvements to the City of Los Angeles sewage treatment system. Some notable
capital projects that were underway as of June 30, 2021 include City Yards
Modernization and numerous Sustainable Water Master plan infrastructure projects to
help the City achieve water self sufficiency by 2023.
Restricted Net Position - $251.7 million
These assets are subject to agreements with creditors, developers, grantors, or laws or
regulations of other governments. Approximately 61% of this amount is restricted for
affordable housing and committed to various projects, 21% is restricted per federal,
state and other grant regulations, and the remaining amount is restricted for the
Cemetery’s trust fund, debt service, development agreement terms, and other grant and
legislative constraints.
Unrestricted Net Position – ($72.6) million
This represents the balance of net position that is neither part of capital assets nor
restricted. Healthy capital and operating reserves of $71.2 million in the business-type
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activities support rate stabilization and recovery strategies for the City’s many activities.
Governmental activities reported a negative unrestricted net position of $143.7 million,
primarily due to the economic effects of the COVID-19 pandemic and related revenue
loss, legal settlement costs, and an increase in the employee benefit liability. The City
has already managed its financial challenges by reorganizing the City’s departments
and reducing its workforce, focusing on essential services, scaling back or eliminating
capital projects, and increasing employees’ cost sharing of benefits. These strategies,
recovering revenues, state and Federal government subsidies and lowered expenses
should help rebuild the City’s unrestricted net position balance. Additionally, while the
City utilized operating cash to fund the City Yards Modernization Project, subsequent to
year end, the City issued lease revenue bonds to fund the project. If the bonds had
been issued before year end, the governmental activities unrestricted net position would
have increased by $42.6 million, the amount of operating cash used to date.
Long Term Debt
The primary source of long-term debt is in the form of bonds issued by the City. At the
end of the current fiscal year, the City’s total long-term debt outstanding (excluding
issuance premiums) was $176.0 million, a $14.1 million increase from the previous
year.
The City refunded the Santa Monica Public Financing Authority Lease Revenue Bonds
Series 2011 A for the Parking Structure 6 project and issued $19.7 million of Lease
Revenue Refunding Bonds Series 2021 A&B bearing interest from 0.30% to 4.00%.
This refunding resulted in an economic gain of $4.2 million.
On September 21, 2017, the City entered into a Construction Installment Sale
agreement with the State Water Resources Control Board (SWRCB) to fund certain
water recycling and conservation projects. The original agreement provided funding in
the amount of $56.9 million payable with interest at 1.8% over a period of 30 years. On
May 27, 2020, to fund additional eligible projects, the SWRCB and the City modified the
agreement to increase the loan amount to $75.9 million. In FY 2020-21, the City drew
$22.5 million of the available loan for a cumulative total of $28.1 million as of June 30,
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2021. More information on Long Term Debt can be found in Note 9, page 57 of the
ACFR.
Pension Liability
As noted in the Statement of Net Position on page 1 of the ACFR, the City’s largest
liability is the unfunded actuarial pension liability, which was $481.2 million as of June
30, 2021, an increase of $15.5 million from the $465.7 million as of June 30, 2020.
Total net pension liability, or unfunded liability, is based on projected future benefit
payments attributed to the current and past employees’ service, less the assets
accumulated to pay those liabilities. This is the difference between a total pension
liability of approximately $2.05 billion and current plan assets of approximately $1.57
billion, making the City’s three pension plans approximately 77% funded. The City’s
annual required contributions include a portion to fund currently earned benefits as well
as an amount to pay down the unfunded liability.
Annual actuarial valuations provide the City with the amount of the contribution that
must be paid annually into the plan to ensure that the current unfunded liability is paid
off. In 2014, after allocating resources to address the City’s unfunded pension liability
from year end savings, Council adopted a policy that provided that when there are
sufficient funds, the annual budget would include a minimum set-aside of $1.0 million in
the General Fund, and commensurate set-aside amounts in all other funds, to be used
to address the City’s unfunded pension liability. Based on the availability of additional
funds, staff would annually assess the set-aside of additional CalPERS payments
against other unfunded needs and present the Council with a recommendation. This
policy has now been replaced by the Principles for Pension Funding policy, as
developed by the ad hoc Pension Advisory Committee and adopted by Council in 2019.
This policy, incorporated into the City’s Fiscal Policy, accelerated the paydown of the
unfunded liability at the time to 13 years, with an alternative 15-year timeline in case of
fiscal emergency. Due to the economic crisis the City is currently experiencing, Council
changed the schedule of the accelerated paydowns per the emergency provisions of the
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policy, to shift to a 15-year paydown schedule. The next additional discretionary
payment is budgeted to be made in FY 2022-23.
The City has enacted a number of initiatives to mitigate the impact of pensions on the
City’s budget:
• 49% of current employees receive a reduced level of pension benefits based on
those mandated by the Public Employee Pension Reform Act (PEPRA) or the
City’s own “Tier 2” levels. Tier 2 was established on July 1, 2012, six months
before the enactment of PEPRA, for employees who entered the City during
those six months as new Miscellaneous bargaining group (non-sworn)
employees.
• Employees in all bargaining groups hired after January 1, 2013 receive lower
benefits per PEPRA.
• All employee groups have eliminated the employer paid member contribution
(EPMC) benefit and the employee-paid portion of the pension cost is deducted
from employees’ paychecks and paid directly to PERS. The City’s Coalition of
Miscellaneous Employees (Coalition) eliminated the EPMC benefit in March
2020, and it was anticipated that this change would result in a $35 million
decrease in the City’s unfunded pension liability.
• In addition to paying the employee portion of the contribution, Public Safety
employee bargaining groups reimburse the City for a portion of the employer
cost. Both Police and Fire Classic (non-covered by PEPRA) sworn employees
(those hired before PEPRA benefits were established) pay over a quarter of the
annual pension contribution cost, while Miscellaneous Classic employees, who
have a lower level of benefits and therefore a lower cost contribution, pay
approximately 23% of the annual cost.
Since FY 2010-11, the City has made $88.1 million in payments towards unfunded
pension liability beyond the actuarially required contribution determined by CalPERS.
Yet another cost-saving measure is the City’s prepayment of its annual employer
contributions to CalPERS since FY 2007-08. The City continued this practice in FY
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2021-22. Discounts received from such prepayments are used for paydowns of the net
pension liability.
Despite the mitigating steps taken by the City, CalPERS has made a number of
changes to actuarial assumptions that have increased the City’s pension contribution
rates, including, but not limited to:
• Decreasing the discount rate from 7.5% to 7.0%, and most recently to 6.8%;
• Shortened the period over which future actuarial gains and losses are amortized
from 30 years to 20 years; and
• Removed the phasing of new costs associated with assumption changes, and
gains and losses.
These changes mitigate further increases in unfunded liability but have the effect of
increasing contributions in the short term. In FY 2020-21, a 21.3% net return on the
CalPERS investment portfolio triggered a reduction in the discount rate from 7.0% to
6.8% per CalPERS’ Funding Risk Mitigation Policy. The lower discount rate change,
the high returns, and the elimination of the EPMC for miscellaneous employees will be
reflected in the FY 2023-24 contribution rates. A detailed explanation of the Employee
Benefits Programs including detailed pension information by plan is included in Note 16
(pages 80 through 89) and the Required Supplementary Information (pages 110
through 115).
Other Postemployment Benefits (OPEB)
Employees of the Executive Pay Plan group and management employees of the Rent
Control Board are eligible for a City paid post-employment medical insurance benefit if
their combined retirement age and years of City service equals or exceeds 70. Under
the terms of a MOU between the City and the Coalition, all non-sworn permanent
retirees are allowed to continue participating in one of the City’s health plans at the
same rate as active employees. As with other MOU’s, this benefit is subject to
bargaining between the City and the Coalition. The City also maintains minimum
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benefits for public safety employees provided by the City’s contract with its healthcare
provider CalPERS.
The City’s annual contribution is based on an actuarially determined contribution (ADC).
Prior to FY 2019-20, the City annually prefunded its OPEB obligations into a 115 trust,
CERBT, administered by CalPERS. In response to the global pandemic and the
devastating effects on the economy, Council authorized the suspension of the ADC
payments to the trust up to June 30, 2023 and the City did not make contributions in FY
2019-20 or FY 2020-21. As a result, the discount rate used by the actuaries to
determine the unfunded liability in the FY 2020-21 ACFR is blended and lowered to
reflect the 2 years without payment to the trust. Staff has budgeted a resumption of the
OPEB prefunding payment in the FY 2021-22 budget and expects to resume ADC
payments to the trust. A detailed explanation of OPEB is included in Note 16 (pages 89
through 94) and the Required Supplementary Information (pages 116 through 117).
Pollution Remediation
During FY 2020-21, the City increased its pollution remediation liability estimate for both
the Charnock and Olympic Well Field restoration projects to incorporate the most
current information available. The remediation liability for the Olympic Well Field
increased to reflect a refinement of the remediation process and related operating costs
based on updated engineering estimates provided by the City’s consultants that are
currently constructing the remediation system, where both the capital and operating
costs of the remediation system are now higher than determined in the 2017 pollution
remediation evaluation. The remediation liability for the Charnock Well Field increased
due to longer periods of remediation than determined in the previous evaluation in 2017.
The City believes it has sufficient funds from the Gillette/Boeing settlement to fund
current and future estimated remediation costs. To estimate the potential remediation
liability, the City applied an expected cash flow and present value to the anticipated cost
of remediation, both construction and operating costs, as required under the
remediation agreements and included a 10% contingency for unforeseen costs.
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The balance of the pollution remediation liability is $2.0 million in the governmental
activities of which $0.3 million is due within one year and $54.7 million in the business-
type activities, of which $20.4 million is due within one year. More information on
Pollution Remediation is found in Note 4, page 33 of the ACFR.
Cash and Investments
The ACFR also includes detailed information on the City’s cash and investments. As of
June 30, 2021, the City had $694 million in total cash and investments, all of which are
in the form of investments authorized by the California Government Code and the City’s
investment policy or in compliance with bond indenture agreements. More information
on cash and investments is found in Note 5, page 35 of the ACFR.
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the
recommended action to receive and file this annual report.
Prepared By: Stephanie Manglaras, Financial Operations Manager
Attachments:
A. Annual Comprehensive Financial Report
B. Independent Auditors’ Report on Internal Control Over Financial Reporting and on
Compliance with Other Matters Based on an Audit of Financial Statements
Performed in Accordance with Government Auditing Standards
C. Auditors’ Letter to Council
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Prepared By: Gigi Decavalles-Hughes, Director
Approved
Forwarded to Council
Attachments:
A. Annual Comprehensive Financial Report
B. Attachment B Independent Auditors' Report on Internal Control
C. Attachment C City of Santa Monica Audit Communication Letter
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