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SR 05-11-2022 8A City Council Report City Council Meeting: May 11, 2022 Agenda Item: 8.A 1 of 50 To: Mayor and City Council From: David White, City Manager, City Manager's Office Andy Agle, Director, Community Services Department, Ramon Batista, Police Chief, Police Department, Danny Alvarez, Fire Chief, Fire Department, Rick Valte, Public Works Director, Public Works Department, Susan Cola, Interim City Attorney, City Attorney's Office Subject: Update on Local Efforts Addressing the Regional Homelessness Crisis Recommended Action Staff recommends that the City Council: 1. Review and comment on the Annual Interdepartmental Homelessness Report, including the 2022-2023 Homelessness Workplan; 2. Endorse three key investments for FY2022-23 budget consideration: expanding the Santa Monica Police Department (SMPD) Homeless Liaison Program (HLP) Team); creating an additional multidisciplinary street team to provide coverage outside of the Downtown Santa Monica and beach areas; and redesigning the SAMOSHEL program scope to facilitate after-hours intakes for City referrals; 3. Direct staff to return with an action item to revise the Below Market Housing (BMH) waitlist priorities to prioritize households with Emergency Housing Vouchers; 4. Authorize the City Manager to negotiate and execute an agreement with Legal Aid Foundation of Los Angeles (LAFLA) for legal and support services to Santa Monica renters at risk of eviction. This recommended award is made as an exception to the competitive bidding process pursuant to Section 2.24.250 (b) and is for a total amount not to exceed $200,000 with future-year funding contingent on Council budget approval. Executive Summary Based on the most recent Homeless Count data from 2020, 28% of people experiencing homelessness in the United States were in California, and of those, 41% were in Los Angeles County. While homelessness is a complex regional issue that cannot be solved by any single community, Santa Monica has an extensive history of deep investments 8.A Packet Pg. 7 2 of 50 and coordinated efforts to prevent and address homelessness. In March 2021, the City Council reaffirmed addressing homelessness as a top community priority. The City’s continued strategic investments – with a focus on permanent solutions – have helped prevent a local increase in homelessness as demonstrated by the 2022 Homeless Count results. Nevertheless, the impacts of homelessness are felt sharply on our streets every day. A 2019 report by the California Policy Lab found that 46% of people experiencing unsheltered homelessness reported experiences of trauma or abuse that caused or contributed to their homelessness. Further, surveys found that 84% of unsheltered people had physical health conditions, 78% had mental health conditions, and 75% had substance abuse conditions. These challenges are worse for people of color and other marginalized groups who face additional hurdles to accessing housing, healthcare, and employment. The City of Santa Monica has made investments in each of these areas, as well as advocated at the regional and state level to address homelessness on the scale being experienced in the Los Angeles region. Finally, it is critical that the City keeps our public spaces safe for everyone through enforcement of our local laws. Santa Monica has implemented a diverse set of strategies to identify the most vulnerable on our streets, repeatedly engage them to establish trust and address their needs, connect them with appropriate medical and behavioral health services, and move them into housing while working closely with first responders to keep our community safe. This report provides a brief history and overview of Santa Monica’s local strategies to prevent and address homelessness, including the evolution of these strategies over the past five decades. Santa Monica’s coordinated interdepartmental efforts have historically relied on close collaboration with an emphasis on prioritizing resources for the most vulnerable chronically homeless individuals and judiciously enforcing applicable laws to promote public health and safety, while acknowledging that City 8.A Packet Pg. 8 3 of 50 resources alone are insufficient to address the region’s pressing crises of homelessness, affordable housing1, systemic racism2 and behavioral health3. This report will present the results of the 2022 Santa Monica Homeless Count, which was conducted in February 2022. An analysis of these results will shed light on trends, changes from previous Homeless Counts, and provide opportunities for measuring and refining the City’s local strategies. Countywide results from the 2022 Greater Los Angeles Homeless Count – anticipated to be released this summer – will help place Santa Monica’s local results in a regional context, providing further insight into where resources and advocacy might be directed. The City adopted the Four Pillar approach for preventing and addressing homelessness in March 2019 (Attachment B). The Four Pillars are: 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. This report provides an update on the City’s implementation of the Four Pillar approach over the past 18 months, highlighting specific interventions and outcomes under each Pillar, and offers recommendations and opportunities for enhancing the City’s coordinated efforts through potential new investments. Where indicated in the report, staff is seeking Council input and direction. This report also introduces the 2022-23 Homelessness Workplan for Council discussion. Utilizing the Four Pillars framework, 1 California Housing Partnership (2021). Los Angeles County 2021 Affordable Housing Needs Report. https://chpc.net/resources/los-angeles-county-housing-need-report-2021/ 2 Los Angeles Homeless Services Authority (2018). Report and Recommendations of the Ad Hoc Committee on Black People Experiencing Homelessness. https://www.lahsa.org/documents?id=2823- report-and-recommendations-of-the-ad-hoc-committee-on-black-people-experiencing-homelessness 3 California Policy Lab (2019). Health Conditions Among Unsheltered Adults in the U.S. https://www.capolicylab.org/health-conditions-among-unsheltered-adults-in-the-u-s/ 8.A Packet Pg. 9 4 of 50 the Workplan provides both structure and streamlined processes for tracking and reporting the City’s efforts across departments, tying each activity to clear community needs and establishing metrics for measuring impacts. Attachment H reflects a range of recently considered citywide investments, including estimated projected costs and timelines for implementation. Specifically, staff seeks Council endorsement of three key investments for consideration as part of the FY2022-23 budget: • Expanding the Santa Monica Police Department (SMPD) Homeless Liaison Program (HLP) Team to have 7 day a week coverage; • Creating and deploying an additional multidisciplinary street team to provide coverage outside of the Downtown Santa Monica and beach areas; and • Redesigning the SAMOSHEL program scope to facilitate after-hours intakes for City referrals. Staff also recommends that Council direct staff to return with action items to revise the Below Market Housing (BMH) waitlist priorities to align with implementation of the Emergency Housing Voucher (EHV) program, and to authorize the City Manager to enter into an agreement with Legal Aid Foundation of Los Angeles to provide emergency legal and administrative support to Santa Monica tenants facing eviction utilizing the American Rescue Plan Act funding Council set aside for tenant protection. The report concludes by outlining the timeline for the implementation of several key strategies discussed in the report, pending Council endorsement. Background Homelessness is the result of a variety of factors including: inadequate housing across affordability levels, an increasing chasm between housing costs and wages, and gaps in behavioral healthcare systems. Systemic racism has also contributed to an overrepresentation of Black people experiencing homelessness, as further described in a 2018 report by the Los Angeles Homeless Services Authority (LAHSA). 8.A Packet Pg. 10 5 of 50 Homelessness is a complex regional issue that no single community will resolve on its own and cannot be addressed with a “one-size-fits-all” approach. Addressing the impacts of homelessness requires a deeply coordinated approach that balances effective engagement with enforcement of applicable laws for the purpose of public health and safety. Over the past five decades, Santa Monica has developed a local homeless service delivery system that has been repeatedly recognized as a regional and national model for addressing the multifaceted issues that contribute to and perpetuate homelessness. These coordinated strategies have helped prevent steep increases in local homelessness compared to those observed throughout the County and City of Los Angeles. The evolution of Santa Monica’s local system has been well documented in previous reports, including the May 8, 2017 Information Item (Attachment A). These core policies and programs, while not directly referenced in the Four Pillars approach, are the foundation upon which the Pillars are built and are critical to the effectiveness of the strategies outlined in subsequent sections of this report. The City’s coordinated efforts contributed to an overall 8% decrease in the City’s 2020 Point-In-Time Homeless Count prior to the onset of the COVID-19 pandemic. In contrast, the 2020 Greater Los Angeles Homeless Count (conducted in January 2020) found 66,436 people experiencing homelessness countywide – an increase of 12.7% – from 2019. The number of people experiencing homelessness on the Westside (County Service Planning Area 5) increased by 14% between 2019 and 2020, further demonstrating the success of Santa Monica’s local efforts within the regional context. A. Evolution of Guiding Principles: Service Prioritization, Fair Share In 2004, the City made the deliberate shift away from a “first-come, first-served” model to one that strategically prioritizes finite local resources for a clearly identified target population of the most vulnerable and chronically homeless individuals, including those who are most likely to die on our streets. To guide this work, the City created the Chronic Homeless Project (CHP), bringing together an interdepartmental team representing the Community Services Department 8.A Packet Pg. 11 6 of 50 (CSD), SMPD, Santa Monica Fire Department (SMFD), the City Attorney’s Office (CAO) alongside Los Angeles County departments, nonprofit service provider agencies and business community stakeholders to coordinate around an initial group of 25 chronically homeless individuals. The CHP team embraced an approach to do “whatever it takes” and the City adopted the Housing First model to focus on developing and pursuing permanent solutions. The creation of Homeless Community Court (HCC) in 2007 and the Service Registry (by-name list of Santa Monica’s most vulnerable chronically homeless individuals) in 2008 further reinforced the City’s commitment to working collaboratively across departments to address problematic behaviors while providing individualized pathways to permanent housing and supportive services. Participants enrolled on the Service Registry have been chronically homeless in Santa Monica for many years and have scored the highest on the standardized Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT), which is used throughout the county. Individuals with the highest VI-SPDAT acuity scores are those presenting with the most urgent needs – including advanced age, co-occurring medical, mental health, and substance use disorders, and frequent interactions with emergency services – and who are thus the most likely to die on the streets without assistance. For individuals recently arriving in Santa Monica who do not meet local or regional criteria for priority in housing, Santa Monica created the Project Homecoming program in 2006, which offers one-time assistance to reunite participants with friends or family who agree to provide permanent housing and necessary supports in their communities of origin. In 2021, 103 participants utilized Project Homecoming, at an average cost of $320 per participant, making it a cost-effective intervention that prevents additional burden on strained local and regional homeless services systems. B. Human Services Grants Program For more than 40 years, the City’s Human Services Grants Program (HSGP) has provided direct operating grants to local nonprofit agencies serving low-income families, vulnerable youth, seniors, people with disabilities and people experiencing homelessness. In FY 2021-22, the HSGP distributed $8 million in grants to 19 agencies 8.A Packet Pg. 12 7 of 50 Figure 2: Exits to permanent housing for City and countywide interim housing programs and 35 programs. While it could be argued that all programs in the HSGP provide critical economic, social and health stability that helps residents retain stable housing, there is a smaller subset of programs exclusively serving people experiencing homelessness. These programs provide a range of services including basic needs, case management, interim housing, and permanent housing retention services. Since the onset of the pandemic, The People Concern’s (TPC) Access Center was the only continuously operating homeless access center on the Westside offering basic services (e.g., meals, showers, laundry, and mail). In FY 2020-21, City HSGP-funded interim housing programs also served 237 participants, with 45 of the 103 participants (44%) who exited the program leaving to permanent housing. By contrast, in 2021, LAHSA reported that only 17% of participants that exited countywide interim housing programs left to permanent housing. Low exits to permanent housing due to a regional lack of affordable and permanent supportive housing result in longer stays in shelter, restrict the flow of participants through the system, and result in fewer people served by the shelter system. For decades, Santa Monica has hosted more than its fair share of homeless services infrastructure serving the Westside community and L.A. County. Prior to the recent additions of bridge housing programs in Venice and Westchester, Santa Monica was home to a disproportionate number of the Westside’s year-round interim housing beds, which serve the entire region. As the City considers future investments, this concept of fair share and the role any new infrastructure plays in the regional response to Figure 1: FY2021-22 HSGP funding 8.A Packet Pg. 13 8 of 50 homelessness should be carefully weighed. Further, new investments in additional front-end responses – such as street-engagement teams, treatment programs, and interim housing – will yield the greatest impact when coupled with increased back-end housing capacity locally and across the region. C. System Optimization and Gaps 1. Shortage of Affordable and Permanent Supportive Housing Prior to the COVID-19 pandemic, LAHSA released its Homeless Services Systems Analysis4, which identified the gaps between an optimized – or balanced – system and the current regional homeless services system. LAHSA described that an optimized system would have five permanent housing options for every one interim housing resource. The ratio of the current countywide system is closer to 1:1, and the current ratio in Santa Monica is roughly 1.8 permanent housing units or rental subsidies for each interim housing bed. The LAHSA report cited the increasing inflow of households experiencing homelessness for the first time, and a disproportionate concentration of resources on the “front door” of the system, resulting in bottlenecks and increased lengths of stay in interim/temporary housing programs. Lack of available options to which to transition people from temporary housing to permanent housing means shelter beds are not operating in the manner they were designed. Rather than short stays of 90-180 days, participant stays stretch into years, meaning those beds are not available for new participants and more people remain on the streets. Long stays also create frustration for participants who may choose to return to the streets rather than continue waiting. Figures 3 and 4 below depict the current regional homelessness system – with insufficient permanent housing resources – and a balanced system as defined by the optimal ratio of five permanent homes for each interim housing bed. 4 Los Angeles Homeless Services Authority (March 2020). Homeless Services System Analysis: Envisioning an Optimal System in Los Angeles. https://www.lahsa.org/documents?id=4311-homeless- services-system-analysis-envisioning-an-optimal-system-in-los-angeles 8.A Packet Pg. 14 9 of 50 Figure 3: Current, unbalanced homeless services system 8.A Packet Pg. 15 10 of 50 Figure 4: Optimized and balanced homeless services system Unless outreach teams or interim housing programs can successfully connect individuals to a system that has the capacity to house them, these “front door” efforts run the risk of traumatizing individuals, which erodes the individuals’ trust in service providers and the system, exacerbates behavioral health issues, and makes it much harder to reengage them in the future. Santa Monica’s local system has long invested in both permanent and interim housing resources, as well as treatment for people experiencing substance use disorders. Despite this focus, the City would still need to add 841 permanent housing options in order to reach an optimal 5:1 ratio with existing interim housing. This includes building more affordable housing options, as Santa Monica’s allocation of federal housing subsidies, such as the Housing Choice Voucher program, has not increased significantly over time. Current efforts – including 191 new affordable homes in development, which would reduce the local gap to 650 homes – and potential opportunities to increase affordable and permanent supportive housing capacity will be described later in the report. 8.A Packet Pg. 16 11 of 50 2. Behavioral Health System Challenges As stated in the introduction to this report, a 2019 report by the California Policy Lab found that 46% of people experiencing unsheltered homelessness reported experiences of trauma or abuse that caused or contributed to their homelessness. Further, surveys found that 84% of unsheltered people had physical health conditions, 78% had mental health conditions, and 75% had substance abuse conditions. Despite a growing number of people statewide experiencing severe and persistent mental illness, recent efforts to amend the 1967 Lanterman-Petris-Short (LPS) Act – state law establishing criteria for involuntary mental health treatment – were unsuccessful. In July 2021, the Los Angeles County Department of Mental Health (DMH) delivered a report5 to the County Board of Supervisors on its implementation a 12-month pilot program aimed at disrupting the cycle of chronic homelessness through targeted outreach and facilitation of LPS conservatorship proceedings on an outpatient basis for gravely disabled people experiencing homelessness. In March 2022, Governor Newsom introduced a proposal for a Community Assistance, Recovery, and Empowerment (CARE) Court6 as an additional tool to provide pathways to housing and behavioral health treatment for people experiencing severe psychotic disorders who lack medical decision-making capacity. Even with recent added capacity of street-based engagement and alternative crisis response teams, the regional behavioral health treatment systems are dramatically under-resourced to meet the needs of every person in need of behavioral healthcare. Interim housing programs throughout the county do not accommodate 24/7 intakes or drop-offs by first responders, and there are only eight psychiatric urgent care beds and very few adult inpatient psychiatric beds sited on the Westside. According to SMPD. nearly two-thirds (62%) of methamphetamine arrests in 2021 involved people experiencing homelessness, continuing a trend described in 5 LA County Department of Mental Health (2021). Report Response on Disrupting the Cycle of Chronic Homelessness – DMH Homeless Outreach and Mobile Engagement (HOME) Team Pilot. http://file.lacounty.gov/SDSInter/bos/supdocs/146760.pdf 6 California Health and Human Services Agency (2022). Community Assistance, Recovery and Empowerment (CARE) Court. https://www.chhs.ca.gov/care-court/ 8.A Packet Pg. 17 12 of 50 previous reports. Further, SMPD has observed a 36% increase in calls for service for drug overdoses from 136 in 2020 to 185 in 2021. The effects of substance use – especially methamphetamine, which has increased significantly in recent years – often mimic symptoms of persistent mental illness, making it challenging for providers to triage participants to the appropriate system of care. Participants often cycle between a mental health system that lacks capacity for treating substance use disorders, and substance use treatment providers that cannot always serve participants who also present with mental health issues. Staff will continue exploring the feasibility of developing an integrated behavioral health center that can provide a “no wrong door” approach to effectively serve Santa Monica’s unique behavioral health needs, regardless of participants’ specific diagnosis or insurance coverage. 3. Workforce Challenges The pandemic disruptions to the workforce continue to impact the ability for the City, County and community non-profits to hire and retain qualified employees to deliver services. All sectors report longer vacancies in key positions due to fewer qualified applicants, difficulty meeting salary demands for the best qualified applicants, and frequent turnover. As the City looks at the efficacy and sustainability of current and future investments in homelessness, the need to reinforce salaries and subsequent increases in costs to deliver services – without increases in program capacity – will be a key factor for consideration. High turnover and frequent open positions have detrimental impacts on the level of services available to participants and can disrupt the trust required to support high-need participants to move into housing. Hiring challenges are also hindering the expansion of services into overnight and weekend hours, as illustrated by the delays in launching the DMH Therapeutic Transport van. Expanding street-based engagement teams working 40 hours per week – starting with weekday business hours – would likely be more feasible than overnight/weekend teams, and would likely result in these teams staffing up more quickly and deploying sooner. If the City chooses to explore 24/7 services, it may be that the costs for staffing these programs will be higher than anticipated in order to effectively recruit qualified employees willing to work non-traditional hours. 8.A Packet Pg. 18 13 of 50 4. Enforcement Challenges Constitutional legal precedent also makes enforcement of local quality of life ordinances challenging. In Martin v. City of Boise, 920 F.3d 584 (9th Cir. 2019), cert. denied, 140 S. Ct. 674 (Dec. 16, 2019), the United States Court of Appeals for the Ninth Circuit held that the Eighth Amendment of the U.S. Constitution precluded criminal enforcement of Boise’s anti-camping ordinance against individuals with no home or other available shelter. Noting that the record established that this ordinance was “frequently enforced against homeless individuals with some elementary bedding, whether or not any of the other listed indicia of ‘camping’ – the erection of temporary structures, the activity of cooking or making fire, or the storage of personal property – are present,” the court found that this statute was being used to “criminalize the simple act of sleeping outside on public property, whether bare or with a blanket or other basic bedding.” 920 F.3d at 617-18. The court held that “so long as there is a greater number of homeless individuals in a jurisdiction than the number of available beds in shelters, the jurisdiction cannot prosecute homeless individuals for involuntarily sitting, lying, and sleeping in public. That is, as long as there is no option of sleeping indoors, the government cannot criminalize indigent, homeless people for sleeping outdoors, on public property, on the false premise they had a choice in the matter.” 920 F.3d at 617. The court emphasized that its holding was a “narrow” one, and noted that “[e]ven where shelter is unavailable, an ordinance prohibiting sitting, lying, or sleeping outside at particular times or in particular locations” or “barring the obstruction of public rights of way or the erection of certain structures” may be “constitutionally permissible.” 920 F.3d at 617 & n.8; see also 920 F.3d at 589 (Berzon, J., concurring in denial of rehearing en banc). What this means as a practical matter is that the City can still enforce its anti-camping ordinance and prohibitions on sitting/lying in doorways, but it must be discerning in its enforcement to avoid instigating a civil rights lawsuit similar to the ones recently settled by the City of Los Angeles, the County of Sonoma, and the County of Orange. 8.A Packet Pg. 19 14 of 50 Other legal challenges, post-enforcement and outside the City’s control, include the County’s Emergency Bail Schedule, which mandates zero bail for low-level misdemeanors like camping, lying in doorways, urinating in public, being in the park after closure, and trespassing, etc. This makes it very difficult to keep perpetrators of low-level misdemeanors in custody after arrest, and ensure that these perpetrators appear in court for sentencing and/or imposition of probation conditions, including stay away orders. Even if defendants are brought into court, changes in recent state law (AB 1950) require that courts impose a maximum one year probation for misdemeanors (with limited exceptions including domestic violence and driving under the influence convictions) and a maximum two year probation for most felonies. Convictions of drug possession and drug use, alone, are not likely to result in incarceration. Additionally, new state law has created judicial diversion for most misdemeanors, over any prosecutor’s objection. This allows the court to determine punishment without a defendant having to enter any plea. Notwithstanding the foregoing legal challenges, the CAO and SMPD have continued to aggressively enforce the City’s quality of life ordinances to the extent legally possible. 5. Homelessness Audit Future decisions on the City’s homelessness policies and investments will be informed by a comprehensive audit of the local homelessness system being conducted by Moss Adams, the City’s internal auditor. During the FY 2021-22 midyear budget process in February 2022 (Attachment G), Council authorized the City Manager to modify the agreement with Moss Adams. Under the modified agreement, Moss Adams is conducting a comprehensive evaluation that includes a review of the City’s homeless services planning and strategy, as well as its communications related to homelessness efforts, and compare them to best practices; review the roles of the City and the local, regional and State agencies that work in this area in addition to the service offerings in each of these areas; and evaluate the various City resources and organization structure dedicated to this area. Staff have started meeting with Moss Adams and have provided them with the first set of documents and materials to begin their work. The findings of the final report, 8.A Packet Pg. 20 15 of 50 anticipated by the end of the year, will look at the City’s costs, investments and impacts and will develop a method for consistent reporting for the future. Until then, staff has identified key opportunities for future citywide investments in addressing homelessness for Council endorsement. Past Council Actions Meeting Date Description 5/8/17 (Attachment A) Council received Information Item: Local Homeless Efforts in a Regional Context 3/26/19 (Attachment B) Council received Annual Homelessness Report and approved the Four-Pillar Strategy 2/23/21 (Attachment C) Council received Annual Homelessness Report, affirmed City’s existing strategies to address homelessness, affirmed continuation of MDT’s/Parks Ambassadors, and identified priorities for FY21-23 biennial budget process 5/26/21 (Attachment D) Council reviewed and commented on the FY2021-23 proposed biennial budget, which included $500,000 a year for two years for emergency needs for vulnerable Santa Monicans 9/3/21 (Attachment E) Council received Information Item: Update on Homelessness Strategies 1/6/22 (Attachment F) Council received Information Item: Overview of Homeless Outreach and Hygiene Services 2/8/22 (Attachment G) Council authorized the City Manager to execute a second modification to agreement #10929 with Moss Adams to complete a homeless services delivery audit and Human Services Grants Program grantee monitoring Discussion 2022 HOMELESS COUNT RESULTS On the night of February 23, 2022, 807 people experiencing homelessness were counted in Santa Monica, a decrease of 11% from the 907 individuals counted in January 2020, due to a significant reduction in the local shelter capacity following public health guidance. The number of people experiencing unsheltered homelessness in Santa Monica increased by 1% from 601 in 2020 to 608 in 2022. The homeless count, conducted at night when most people are bedded down for the night, provides a very different snapshot of homelessness than what people experience in Santa Monica 8.A Packet Pg. 21 16 of 50 during the day in our public spaces. As with previous years, no families experiencing homelessness were observed during the street count. While COVID health and safety protocols changed the 2022 Homeless Count training and deployment process, the count methodology remained the same as previous years. Thanks to the dedication of 250 City staff and volunteers, every street, alley, and park in the city was counted while following COVID-related safety measures. The Los Angeles Homeless Services Authority (LAHSA) is expected to release the results of the 2022 Greater Los Angeles Homeless Count this summer, which will help contextualize Santa Monica’s results at a regional level. Street Count While the overall number of people experiencing unsheltered homelessness has remained flat, there was a 36% increase in people living in vehicles, tents, and makeshift shelters. Within this category, the number of makeshift shelters increased from 20 in 2020 to 41 in 2022. The high visibility of tents and makeshift shelters Figure 5: 2022 Santa Monica Homeless Count Results 8.A Packet Pg. 22 17 of 50 contributes to the perception that street homelessness has increased significantly even though the actual number of people counted was largely unchanged. Throughout the pandemic, federal CDC and LA County guidance was designed to prevent the displacement of people living on the streets to prevent the spread of COVID-19 and facilitate contract tracing and vaccination follow-up. The County took the extra step of making tents available to high-risk unsheltered individuals to allow people to shelter in place where they were. Shelter and Institution Count The 35% decrease in the Shelter Count is the direct result of the reduced capacity of local interim housing programs responding to the direction of the Los Angeles County Department of Public Health to reduce the spread of COVID-19, and the number of people experiencing homelessness counted in local hospital emergency departments and the jail. Although there were fewer local beds available, the overall number of regional interim housing options increased during the pandemic. This added regional capacity had positive local impacts, helping to prevent a spike in the local street count. As more communities increase capacity outside of Santa Monica, the City will continue to see local benefits as regional reliance on local infrastructure decreases. As the City considers future potential investments to address homelessness, staff recommends balanced investments that couple front-end resources like multidisciplinary teams with back-end permanent housing capacity to support a more optimized system that moves people out of homelessness. Where People Were Found The results of the 2022 Homeless Count continue the positive trends observed in 2020, when homelessness decreased locally by 8% while increasing by 13% to 66,436 across Los Angeles County. The 2022 Homeless Count Results Map (Attachment I) reflects where people experiencing homelessness were found on the night of February 23, 2022. While the number of people experiencing unsheltered homelessness citywide remained essentially flat, the 2022 Homeless Count saw a 14% increase in the number of people in the Downtown Santa Monica and beach areas from 214 in 2020 to 246 in 2022, which is consistent with observations made by staff and members of the 8.A Packet Pg. 23 18 of 50 community. People may have been drawn back to the downtown and beach areas in part due to the availability of public restrooms, as the pandemic closed many of the restaurants and other public places across the City where they had previously found places to sit and use the restrooms during the day. Early in the pandemic, with the abrupt closure of indoor public facilities, the City installed several portable toilets and handwashing stations in key locations throughout the Downtown area to reduce the risk of COVID transmission. While these facilities have been removed, several restrooms located on the beach and in our parks remain available to the public. The data and trends reflected in the 2022 Homeless Count results underscore that increased regional capacity yields local benefits, allowing limited City resources to be prioritized to house and serve the community’s most vulnerable members. The forthcoming countywide results of the 2022 Greater Los Angeles Homeless Count will provide further context to the scope of this regional issue, and where local and regional resources should be deployed. UPDATES ON SANTA MONICA’S FOUR PILLAR STRATEGY FOR ADDRESSING HOMELESSNESS The March 26, 2019 staff report (Attachment B) introduced the Four Pillars upon which the City’s strategies for preventing and addressing homelessness are built: 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. The following section of the report will discuss the interdepartmental implementation and impacts of the Four Pillar strategy since the last homelessness update to Council, as well as identify potential new opportunities to advance the Four Pillars. 8.A Packet Pg. 24 19 of 50 PILLAR 1: Homelessness is largely driven by a statewide housing affordability crisis, an increasing gap between rental costs and household wages, and a host of other factors including a lack of resources to support individuals with mental health and substance use disorders. A March 2021 report by the National Low Income Housing Coalition7 found that for every 100 extremely low-income renter households in California, there are only 24 affordable and available rental homes. A May 2021 report by the California Housing Partnership found 78% of extremely low-income households in L.A. County pay more than half of their income on housing costs, and renters need to earn more than $38 per hour (more than 2.5 times the minimum wage) to afford the average rent of $1,988 in L.A. County. The report also estimates that there is a shortfall of nearly 500,000 affordable homes in L.A. County. LAHSA’s presentation of the 2020 Greater Los Angeles Homeless Count Results contextualized the importance of homelessness prevention in a balanced system. According to LAHSA – in a report published before the onset of the COVID-19 pandemic and subsequent economic crisis – an average of 207 people in Los Angeles County exited homelessness every day, while 227 people became homeless. In order to reduce the inflow of newly homeless households, Santa Monica has strengthened its commitment to preventing homelessness and increasing affordable housing options while promoting a diverse and inclusive community. 7 National Low Income Housing Coalition (March 2021). The Gap: A Shortage of Affordable Homes. https://reports.nlihc.org/sites/default/files/gap/Gap-Report_2021.pdf 8.A Packet Pg. 25 20 of 50 PILLAR 1: CURRENT ACTIVITIES A. Emergency Housing Voucher (EHV) Program Last year (2021), under the American Rescue Plan, the Department of Housing and Urban Development (HUD) allocated 104 Emergency Housing Vouchers (EHVs) to the City of Santa Monica to be issued to people experiencing or at risk of homelessness. The City prioritized its allocation of EHVs to exit people in local shelter programs and unsheltered individuals referred by City-funded street engagement teams into permanent housing with supportive services. As interim housing beds become available, City staff are working closely with SMPD, SMFD and the City’s multidisciplinary street teams to refer vulnerable individuals from our streets, parks and open spaces either directly to permanent housing via EHV or to an available shelter. EHV participants began moving into their own apartments in February 2022, and to date 54 vouchers have been issued and 6 participants have ended their experience of homelessness in Santa Monica by securing homes not only in Santa Monica but in communities throughout the County and City of Los Angeles including San Pedro and Ladera Heights. The lack of affordable and permanent supportive housing options throughout the region has underscored the reality that vouchers alone are inadequate to address homelessness. Without a corresponding supply of affordable properties where participants can use their housing vouchers, a large number of voucher holders are left to compete for a small number of available rental properties – resulting in prolonged episodes of homelessness and lengths of stay in interim housing programs. Staff is seeking Council direction to return this summer with an action item to revise the City’s Below Market Housing (BMH) waitlist priorities to give current EHV participants access to affordable deed-restricted homes where they can use their vouchers. B. Affordable Housing and Permanent Supportive Housing Developments In line with the City’s commitment to increase affordable and permanent supportive housing opportunities, 134 new affordable residences opened since 2020, and at least 191 additional homes are in various stages of development. Last year, two new affordable senior housing developments opened in Santa Monica: Greenway Meadows, 8.A Packet Pg. 26 21 of 50 located at 1820 14th St and constructed by Community Corporation of Santa Monica (CCSM), opened last spring with 38 apartments. Magnolia Villas, located at 1445 and 1453 10th Street and constructed by EAH Housing, opened in the fall, providing 39 apartments. The proposed Laurel development at 1413 Michigan Avenue, also developed by EAH, would create 57 new homes of permanent housing with supportive services for people experiencing homelessness. The Laurel is anticipated to be completed by the end of 2023. CCSM has several other developments underway, including 13 affordable apartments at 1342 Berkeley Street, which will include at least eight homes for vulnerable young adults experiencing or at risk of homelessness. In 2019, the Council initiated efforts to explore converting Parking Structure 3 (located at 1318 4th Street) into a 100% affordable housing development. In January 2022, Council authorized the City Manager to negotiate and execute an exclusive negotiation agreement for the development of affordable housing on this City-owned parcel. At the same meeting, Council selected EAH Housing as the developer, who will lead a community engagement process regarding the proposed development plans. Congressman Ted Lieu secured $2 million in federal funding for the development to support the affordable housing development. After a series of prolonged legal challenges, demolition of Parking Structure 3 began in April 2022, and is expected to continue floor-by-floor through Fall 2022. The City has consistently been a leader in the production of affordable housing that depends on leveraging funding from State grant programs with Santa Monica’s own local housing trust funds. Santa Monica has been awarded a total of $10 million from the Local Housing Trust Fund (LHTF) program for the 2020 and 2021 funding rounds and is also eligible to receive an estimated $3.285 million from the first five years of the Permanent Local Housing Allocation (PLHA) entitlement program. The awarded State grants, as well as future State grants, are essential to Santa Monica’s ability to create affordable housing on City-owned land and further the goals of the City’s Housing Element. 8.A Packet Pg. 27 22 of 50 C. Eviction Prevention Efforts Many of the City’s prevention efforts have pivoted to focus on keeping residents housed during the ongoing COVID-19 pandemic. On July 13, 2021, Council requested that staff create an enhanced communications campaign to inform renter residents and property owners about the State Rental Assistance program, Housing is Key. Council subsequently allocated up to $25,000 in discretionary funds to this project on July 27, 2021. Since outreach began in August, it is estimated that an additional 1,400 applications were submitted by Santa Monica residents. The program closed on March 31, 2022. As of May 2, 2022, 2,040 Santa Monica households were served with an average assistance of $15,234 and $31,077,068 total funds paid. The two goals of the City’s rental assistance communications campaign are education and support with application completion. Educational efforts focus on multilingual outreach to the most vulnerable residents who may not have access to online information and will consist of information in Seascape, postcards, door hangers, flyers, utility bill inserts, and ongoing media outreach. Digital communication via email newsletters, santamonica.gov, social media, CityTV, and text messages were completed, and information was shared with community partners including Meals on Wheels, Food Pantry Boxes and After School Programs at Virginia Avenue Park, the Santa Monica Public Library, the Farmer’s Market, neighborhood groups, business improvement districts, and other community locations. For application support, the City worked with its 311 customer service team to answer questions about the application process and to connect residents with the State’s help center and established partner organizations that provide application support. Additionally, the City ran a clinic at City Hall to provide in-person support with staff/volunteers from CAO, Rent Control, and Santa Monicans for Renters’ Rights. The clinic operated on Wednesdays from 3:00 p.m. to 7:00 p.m. during the month of September for Santa Monica applicants who made an appointment by calling 311. The clinic continued to run until the state funds were depleted and rental applications were 8.A Packet Pg. 28 23 of 50 no longer accepted. 85 residents were assisted through 311 and 10 through the in- person clinics. In July 2020, CSD implemented the COVID Emergency Rental Assistance Program (ERAP) using $2,549,979 in federal Community Development Block Grant funds (CDBG) and General Funds of $251,535 to provide three months’ rent up to $5,000 to 640 households economically impacted by COVID. A total of 1,106 applications were submitted; 104 households did not qualify for or declined assistance, and an additional 362 households were not offered assistance due to lack of funding (of these 86 received assistance through the LA County program). Funding for program administration came from CDBG and the re-purposing of a County homelessness grant through the Westside Cities Council of Governments (WSCCOG). The Los Angeles County Development Authority (LACDA) also administered a rental assistance program that opened in August 2020 to assist applicants throughout the County with a total of $133 million from the Coronavirus Aid, Relief, and Economic Security Act (CARES) and County General Funds. At the close of the program, 435 Santa Monica residents were awarded approximately $3.81 million in assistance through the County program. Locally, Legal Aid Foundation of Los Angeles (LAFLA) supported residents in maintaining housing through their general legal services program, which provides eviction defense services, and the Right to Counsel program, through which LAFLA attorneys will represent tenants in court in addition to other eviction services. In FY2020-21 LAFLA’s general legal services program served 590 Santa Monica households utilizing $506,149 in Human Services Grants Program funding. Since April 2021, under the City’s Right to Counsel pilot program and County’s Stay Housed LA Program, LAFLA has provided 81 tenants facing eviction with legal representation. These programs have supported tenants in navigating the ever-evolving landscape of eviction moratorium laws during the course of the pandemic. Tenant/Landlord forums were also held jointly by the Rent Control and CAO departments to educate residents 8.A Packet Pg. 29 24 of 50 on the laws as well as provide resources and information about the state rental assistance program. Additionally, the Pepperdine conflict resolution program provided mediation to tenants and landlords for non-payment of rent. City Housing and Human Services Division Flexible Funds were used to cover gaps and support residents with cleaning, home modifications, and short-term rental assistance to stay housed. On December 14, 2021, the CAO Public Rights Division and the Rent Control Board hosted its annual Landlord/Tenant Forum virtually. City staff provided information about state rental assistance, eviction protections, and other topics to more than 50 Santa Monica tenants, landlords, and property managers. D. Senior Homelessness Prevention Programs Led by CSD staff, the interagency Senior Housing Task Force has met continuously via teleconference to help vulnerable senior households maintain stable housing and avoid falling into homelessness. Task Force participants include the CAO, Rent Control, Code Enforcement, Santa Monica Police and Fire Departments, WISE & Healthy Aging, Legal Aid Foundation of Los Angeles, and CCSM. The group convenes by-name case conferencing meetings to develop and implement coordinated action plans to promote health, safety and housing stability for at-risk seniors. In FY2020-21, the Task Force coordinated services for 30 Santa Monica senior households at-risk of homelessness. The City’s Preserving Our Diversity (POD) program remains in effect, providing cash- based assistance to eligible long-term rent control senior households to achieve a minimum after-rent income. In FY2020-21, the POD program served 196 low-income senior households providing an average monthly assistance of approximately $500 per month, allowing participants to age in place. Applications for POD are accepted both online and by mail, with assistance for those seeking a reasonable accommodation. PILLAR 1: NEXT STEPS The Santa Monica Below Market Housing (BMH) program offers housing opportunities for households that meet income requirements, and the waitlist currently prioritizes people who live or work in Santa Monica. Pending Council direction, staff will return 8.A Packet Pg. 30 25 of 50 within 30-60 days with a proposal to update BMH priorities to put EHV holders first on the waitlist after those who are facing eviction due to the Ellis Act or similar reasons. This alignment will further support the City’s implementation of the EHV program, while facilitating the turnover of additional interim housing beds so that vulnerable individuals encountered by City first responders and street engagement teams can move out of Santa Monica’s parks, beach and streets and into shelter. In the short term, this change might result in other households waiting slightly longer on the BMH waitlist. Staff is also seeking Council authorization to enter into an agreement with Legal Aid Foundation of Los Angeles (LAFLA) to provide immediate support to expand their capacity to respond to Santa Monica renters who are facing eviction. With moratoriums expiring and rent relief programs winding down, tenants who are still struggling are being served with eviction notices at an alarming rate. From July 2021 – December 2021, LAFLA reported closing 9 housing-related cases. From January 2022 – March 2022, LAFLA has taken on 28 unlawful detainer eviction cases. While the City proactively implemented a two-year Right to Counsel pilot in 2021 to contract with LAFLA to provide full scope legal representation in eviction defense matters, LAFLA is inadequately staffed to support this surge of eviction cases. Additional one-time funds not to exceed $200,000 would allow LAFLA to hire additional support staff to handle clerical duties, meeting calendars, client communications, intakes, and administrative assistance for clients to complete benefits and assistance applications, freeing up attorneys to focus on legal work. Funding would come from the existing American Rescue Plan Act funding that Council set-aside for COVID tenant protection at the May 26, 2021 FY2021-23 biennial budget study session (Attachment D), which has been held in reserve while other state and local assistance programs and evictions protections were in place. Staff recommends LAFLA to furnish these services as an exception to competitive bidding per Muni Code 2.24.080(b). Competition does not reasonably exist due to the unique capacity of LAFLA to meet the particular services being sought as they are already providing the legal services to Santa Monica residents that these administrative services are designed to enhance. An exception is warranted given LAFLA’s excellent performance on other City contracts and ability to leverage existing City funding to serve Santa Monica residents holistically. LAFLA is also the only 8.A Packet Pg. 31 26 of 50 non-profit legal aid agency that maintains a dedicated office in Santa Monica, and is a well-established presence at the Santa Monica Courthouse. LAFLA is one of the largest providers of legal services to low-income and vulnerable populations in LA County, serving well over 100,000 annually. LAFLA’s resources, capacity and ability to fold these additional services seamlessly into their existing team to meet this unprecedented and urgent demand make the organization uniquely suited to provide the required services.  This service would be separate from existing contracted services and would be time-limited in scope to address an urgent community need resulting from the pandemic. To further support homeless prevention staff has also begun a community feedback process to gather input on how the City could use the federal one-time allocation ($2.2 million) of HOME-ARP funding. These one-time federal funds have a limited set of eligible activities focused on addressing and preventing homelessness and are designed to work in coordination with goals and priorities established by the regional Continuum of Care. The regional CoC Lead Agency, the Los Angeles Homeless Services Authority (LAHSA), has provided guidance to local jurisdictions on their recommended uses of local HOME-ARP funding (Attachment J). LAHSA is recommending that jurisdictions focus HOME-ARP on permanent housing and homelessness prevention/problem solving. LAHSA is specifically recommending jurisdictions NOT utilize these funds for non-congregate sheltering, due to the lack of permanent housing exits in the current system and the lack of operating dollars available to sustain new programs. Within these recommendations, the City would like to consider uses that can be entirely funded with the limited HOME-ARP funds or in conjunction with other committed and available resources, with a focus on homeless prevention to mitigate the growing wave of evictions as COVID assistance and protections have lifted. Staff will be discussing HOME-ARP funds at the May 23, 2022 meeting of the Social Services Commission, where the public will be invited to provide comment. Staff will return to Council later this year with a proposal to use federal HOME-ARP funds that is reflective of Council direction and community input. 8.A Packet Pg. 32 27 of 50 PILLAR 2: On January 6, 2022 (Attachment F) staff published an Information Item providing an Overview of Homeless Outreach and Hygiene Services, responding to inquiries of the Council Ad Hoc Committee on Homelessness. The report focused narrowly on the types of outreach teams operating in Santa Monica and countywide, the distinction between proactive and reactive outreach, and some of the challenges and limitations of homeless outreach in a regional system significantly lacking appropriate housing and treatment options. The City’s policies and priorities have long focused on serving the most vulnerable chronically homeless individuals, who often have co-occurring medical and behavioral health challenges, and in many cases histories of experiencing trauma. To effectively meet these complex needs with limited resources, the City has strategically invested in several street-based interventions and alternative crisis response teams to deliver behavioral healthcare right when and where people need it. PILLAR 2: CURRENT ACTIVITIES A. Multidisciplinary Teams (MDTs) The City currently funds a variety of street-based engagement teams that either exclusively or frequently engage with people experiencing homelessness in the City’s public spaces. Launched in 2016, the Homeless Multidisciplinary Street Team (HMST) operated by The People Concern, services a discrete cohort of 25 chronically homeless individuals identified as the highest utilizers of local police and fire services. HMST is 8.A Packet Pg. 33 28 of 50 staffed by licensed mental health professionals, housing case managers, substance use specialists, licensed medical providers (nurse practitioner, physician’s assistant, or physician), psychiatrist, and a peer with lived experience. In addition to the one HMST team, the City also funds two C3 (“City + County + Community”) teams. Staffed similarly to HMST, C3 teams are deployed proactively to the areas of Santa Monica with the highest concentration of unsheltered homelessness. One C3 team serves the Downtown Santa Monica area (including Tongva, Palisades, and Reed Parks) and the second focuses on the south beach (including the Pier, beach parking lots, and adjacent parks). The 2019 and 2020 Homeless Counts observed double-digit percent reductions in the areas where the C3 teams had been deployed. A 2019 evaluation by RAND Corporation found that HMST improved the housing and health of clients served, but also yielded reductions in emergency service utilization offsetting between 17-43% of the City’s investment. In 2021, the three City-funded MDTs, operated by The People Concern, made more than 11,000 contacts with people experiencing homelessness and provided direct medical or psychiatric services to 808 participants. Last year, these teams placed 57 people into interim housing and 24 individuals into permanent housing. By comparison, in FY2020-21, County-funded E6 teams on the Westside (County Service Planning Area 5) engaged 3,373 unduplicated individuals, placed 85 individuals into interim housing and 12 individuals into permanent housing8. Last year, the City of Los Angeles voted to replicate Santa Monica’s HMST with a dedicated team in L.A. City Council District 2, based on the demonstrated impact of Santa Monica’s HMST on both participant housing and health outcomes, but also reduced City emergency services spending. Looking ahead to FY 2022-23, Attachment H includes a proposal for an additional street-based engagement team to cover the balance of the City not covered by the current C3 teams. According to the Steinberg Institute and other supporters of pending legislation SB-964, California is experiencing a statewide behavioral health workforce shortage. Impacts are 8 Los Angeles County Homeless Initiative (2021). Quarterly Report #20. https://homeless.lacounty.gov/wp- content/uploads/2021/06/Quarterly-Report-No.-20-Item-47-A-Agenda-of-2-9-16.pdf 8.A Packet Pg. 34 29 of 50 felt locally with nonprofit service providers consistently reporting difficulty hiring and retaining psychiatrists, clinical social workers, and other behavioral health professionals. As more mental health job opportunities move to virtual/telehealth practice settings, an increasing number of behavioral health professionals are seeking employment offering the ability to telework – an arrangement that street-based engagement teams cannot offer. Additionally, representatives from the L.A. County Department of Mental Health (DMH) have communicated that their department has been unable to fill positions for overnight and weekend clinical positions. Staff anticipates that staffing up an additional team operating during weekday business hours will occur more quickly and yield more impactful results than one that operates after hours. B. Santa Monica Fire Department Community Response Unit During the FY 2021-2023 biennial budget process, Council approved funding ($479,643) for the SMFD to pilot a Community Response Unit (CRU) as a priority project to address homelessness. The mission of the CRU is to improve the safety, health, and wellbeing of our community’s vulnerable populations. The CRU is a force multiplier among the City’s network of service providers and adds value by leveraging 9- 1-1 interactions as opportunities to better assist and navigate our community’s vulnerable populations to the services they need. A standard Paramedic Fire Engine and Ambulance is designed to quickly assess, treat, and transport patients to hospital emergency rooms and then be ready for the next emergency. But when the 9-1-1 call is less urgent and the solution is not necessarily the emergency room, the CRU has the latitude to spend more time on scene with those in need, make connections, and help get them to the right resources to solve their problem. The CRU, composed of two firefighters (one of whom is also a paramedic), went in service in September 2021, after members received 80 hours of specialized training in mental health emergencies, crisis communications, de-escalation, and substance use disorders. The CRU works in collaboration with other City staff – especially the Housing and Human Services Division of the Community Services Department and the SMPD HLP Team – regional agencies, and non-profits to provide linkages to local and regional resources for housing and supportive services. The 8.A Packet Pg. 35 30 of 50 CRU’s ability to provide in-depth care and participate in collaborative meetings with partners allows other first responders and emergency room resources to be freed up for higher acuity emergency calls. SMFD also received approval from the Local EMS Agency (LEMSA) to allow the CRU to transport non-emergency patients to destinations other than local hospital emergency rooms, including Exodus Recovery’s 24-Hour Mental Health Urgent Care Center. Since its launch on September 13, 2021 through April 22, 2022, the CRU has responded to 300 calls for service, with 196 of those involving people experiencing homelessness. Handling these lower acuity calls in this manner has freed up front line Paramedic Fire Engine Companies 164 times, keeping those resources available for more urgent calls. The CRU has transported 10 patients to Exodus Psychiatric Urgent Care Center, bypassing local emergency rooms. The CRU has developed a list of the top 35 residential callers of 9-1-1, who are often elderly and disabled residents who need care beyond the 9-1-1 system. The CRU attaches to 9-1-1 calls to those addresses whenever they are in service. Because of this engagement, three residents have been reported to Adult Protective Services (APS) for neglect and abuse. In all, 118 service referrals have been given, and the CRU regularly follows up with West Coast Care, SCAN, WISE & Healthy Aging, Housing and Human Services and hospital emergency department social workers regarding these ongoing cases. C. Department of Mental Health Therapeutic Transport Program In the summer and fall of 2020, the 15-member Public Safety Reform Advisory Committee formed and presented its initial recommendations to the City Council. Following one of the committee’s recommendations, the City, in partnership with DMH, agreed to launch an alternative response pilot for those experiencing mental health crises. The Therapeutic Transport Program will be exclusively dedicated to Santa Monica to be deployed to de-escalate mental health crises occurring on the streets, provide services, and transport a person to the hospital if needed. This model offers a safer, more dignified response than law enforcement alone, expedites access to vital services and case management, and frees up first responders to focus on other 8.A Packet Pg. 36 31 of 50 community safety priorities. The van, staffed by licensed mental health clinicians, a therapeutic driver, and a community health worker with lived experience, have recently launched in other parts of Los Angeles County, including West Los Angeles. Once fully staffed and operationalized, the Santa Monica Therapeutic Transport Program is expected to be available on a 24/7 schedule and deployed through the City’s existing Public Safety Communications system, however staffing has been a significant obstacle to deploying this service. Overall, the County is challenged in hiring staff, but specifically challenged in finding staff willing to commit to working 7pm – 7am and on weekends. They are also challenged because so many staff do not want field positions right now, but rather want to telework. City staff continues to meet with County DMH staff to determine if there are alternative hiring approaches, such as phasing in shifts starting with daytime and expanding into overnight and weekends as staff become available. This might trigger modifications to the MOU, which would need to then go back the Board of Supervisors, so staff will be looking at all approaches to launch the DMH van as soon as possible even if it is in a more limited-service model initially to avoid further delay. While not exclusively dedicated to homelessness, this new resource will increase the City’s capacity to respond to behavioral health crises with street-based interventions. D. Alternatives to Incarceration (ATI) The City’s strategies for addressing the impacts of homelessness have long relied on both effective service delivery and the enforcement of applicable laws for the purpose of public health and safety. In line with local and nationwide calls for criminal justice reform, the Santa Monica CAO, in collaboration with SMPD and Exodus Recovery, launched the Santa Monica location of the Alternatives to Incarceration (ATI) Pre-Filing Diversion Program, funded by Los Angeles County Measure J. Building off nearly two decades of collaborative therapeutic justice initiatives, the City’s latest diversion program connects those arrested who self-report experiencing homelessness, substance use disorders, or mental health issues with an alternative to a 8.A Packet Pg. 37 32 of 50 criminal filing by immediately connecting them with an onsite service provider. Exodus Recovery staff are imbedded in the Santa Monica Jail 24-hours a day, 7 days a week, to screen those who are booked to determine eligibility. Some charges and criminal history disqualify participation in the program. Based on the assessed needs, Exodus describes the program including housing or treatment options available to the candidate. Once a candidate accepts the program, Exodus arranges for immediate transport from the jail to the housing or treatment location. A case manager is assigned to the participant and a care plan is created. If the participant follows the care plan, after 90 days their criminal case will not be filed. If the participant rejects the program or refuses to participate in the care plan, their criminal case will be filed. The Santa Monica ATI Pre-Filing Diversion Program launched in September 2021. To date there have been over 200 arrestees screened by SMPD. Of those, 53 qualified for ATI. There are currently 28 people enrolled in ATI and 7 have successfully graduated from the program. The seven individuals that successfully completed the program have not been rearrested in Santa Monica since their graduation. Understanding that Santa Monica’s unique local needs are different from other Pre-Filing Diversion sites throughout the County, the CAO and SMPD staff continue to advocate with ATI leaders to adjust the program’s eligibility criteria to maximize its impacts among people arrested in Santa Monica. E. Behavioral Health Center Feasibility Study As discussed earlier in this report, the City recognizes the need for greater capacity to address the unmet behavioral health needs of both housed and unhoused residents, especially on a 24/7 basis. The City is studying different models to address this gap, assessing resources and identifying partnerships both locally and in the region. In March 2022, CSD released a Request for Proposals (Attachment K) seeking a cross- discipline expert team to advise the City and support the development of a comprehensive behavioral health strategy, to include a community engagement process, and to evaluate the feasibility and development of an operational plan and site assessment for a potential 24/7 behavioral health center on City-owned land. Staff 8.A Packet Pg. 38 33 of 50 anticipates returning to Council in summer 2022 with recommendation of award of contract. Community engagement would follow. F. Providence Saint John’s Development Agreement Community Benefits On March 22, 2022, Council adopted a resolution approving the Providence Saint John’s Health Center Phase Two Master Plan. The community benefits of the Master Plan include ten units of deed-restricted affordable housing and a significant financial investment of at least $10 million to support City initiatives to address the community’s unmet behavioral health needs. It is staff’s hope that the results of the behavioral health strategy community engagement process will inform Council’s decision to use Providence Saint John’s Development Agreement funds for capital needs or operational funding to advance identified community priorities. The City has also initiated discussions with Providence Saint John’s and the Department of Mental Health to discuss shared goals and identify appropriate roles in the development of added behavioral health programs and facilities serving vulnerable Santa Monica populations. PILLAR 2: NEXT STEPS Attachment H outlines key citywide investments for consideration to advance the delivery of behavioral health services to vulnerable individuals, led by the creation of an additional multidisciplinary street team to provide coverage outside of the Downtown Santa Monica and beach areas. The new multidisciplinary team would also provide services that advance Pillar 3 and maintaining safe and healthy open spaces. Two additional investments outlined in Attachment H primarily advance Pillar 3 strategies, but also impact services to vulnerable populations: expanding the SMPD HLP Team and redesigning the SAMOSHEL program scope to facilitate after-hours intakes for City referrals. Staff will return to Council this summer with a recommendation to grant an award for the Request for Proposals seeking an expert team to develop a Citywide behavioral health strategy, and community engagement will follow. Staff will seek opportunities for local implementation of Governor Newsom’s framework for CARE Court to provide additional pathways to appropriate treatment for the community’s most vulnerable members 8.A Packet Pg. 39 34 of 50 suffering from persistent psychotic disorders. As stated previously in the report, any new front-end responses such as street-based engagement teams will yield the greatest results as part of an optimized system as permanent and affordable housing resources increase throughout the region. PILLAR 3: PILLAR 3: CURRENT ACTIVITIES A. Santa Monica Police Department Homeless Liaison Program The HLP Team is dedicated to contacting and connecting persons experiencing homelessness with social service providers. A key component of the team’s strategy is to change the behavior of certain persons through enforcement, diversion programs such as the Alternatives to Incarceration and mental health assistance. The HLP Team began in the 1990’s with varying deployment strategies being utilized. Currently, a key to the team’s strategy is to emphasize that enforcement and outreach work simultaneously with coordinated follow-up with City and County partners and service providers. The HLP Team normally consists of one Police Sergeant and nine Police Officers, but due to staffing shortages, the unit is operating with an acting sergeant and six officers and one Department Mental Health Clinician that works collaboratively with the Santa Monica CAO, SMFD and CSD to identify those eligible for local and regional social services. Each department networks together in the field, court or a care facility to ensure that, when appropriate, alternatives to incarceration are an option. SMPD continues to maintain a relationship with the Los Angeles County Department of Mental Health (DMH). DMH provides the Department with two full-time clinicians, with one 8.A Packet Pg. 40 35 of 50 assigned to the HLP Team and the other assigned to Patrol Operations Division. In 2021, the DMH clinicians attached to SMPD completed 284 crisis evaluations resulting in 170 linkages to psychiatric urgent care or hospitalization. Several of the HLP Team’s responsibilities include but are not limited to the following: • Enforce local quality of life laws and ordinances, • Advocate for and connect individuals experiencing homelessness, mental health and substance abuse issues with appropriate services, • Maintain and make available to all SMPD employees a comprehensive list of assistance programs and other resources available to persons experiencing homelessness, • Regularly meet with social service providers and representatives of other organizations that render assistance to persons experiencing homelessness, • Remain abreast of all laws dealing with the removal or destruction of personal property when dealing with encampments or detainments, • Coordinate and participate in clean-up efforts conducted in the city which may involve enforcement or removal of personal property, and • Develop training to assist officer's department-wide in comprehending the most up to date legal challenges and social issues when dealing with persons experiencing homelessness. In addition to the HLP Team which deploys Monday-Thursday, on a daily basis SMPD responds to a wide variety of calls for service involving individuals experiencing homelessness. The Police Department’s Neighborhood Resource Officers (NROs) are widely responsible for neighborhood and business complaints of persistent crime and quality of life complaints in the City that are directly tied to homelessness. SMPD is utilizing additional technologies to assist its field-based personnel, to include mobile cameras. As an example of the work being done by SMPD, during the week of April 10, 2022, the Police Department received 2,409 9-1-1 calls for service. Of those, 329 calls (13%) were related to homelessness. In this 7-day period alone, the Police Department addressed 55 calls involving reports of homeless encampments. During the week of 8.A Packet Pg. 41 36 of 50 April 10, 2022, the PD made 41 total arrests, and 63% of arrestees during this week self-identified as homeless. Lastly, the SMPD’s Public Safety Officers (PSOs) are deployed on the Promenade and the most active parks such as Reed, Palisades, Ocean View, and Tongva Parks with the specific task of maintaining public safety in the parks. On a daily basis, the PSOs work collaboratively with SMPD officers and HLP Team members to address the issue of homelessness on the Promenade and our public parks. B. People, Outreach, Providers Citation Clearing Events In light of COVID-19’s impact on the regional court system, including the emergency zero bail schedule and recent statutory reduction in misdemeanor sentencing, the CAO, SMPD, and CSD developed a new opportunity to connect justice-involved individuals to regional resources. The quarterly People, Outreach, Providers (“POP”) Citation Clearing Events offer services to people who have recently received certain qualifying non- violent misdemeanor citations. In return for their meaningful participation in services, the CAO agrees not to file charges. The event, held in Santa Monica, brings representatives from various local and regional service providers into the community to help address the underlying issues contributing to an individual’s involvement with law enforcement through connection to mainstream benefits and the county service system. This event focuses on individuals who are new to Santa Monica and have limited contact with law enforcement. The goal is to connect these participants to regional resources outside of the City so that they can begin the process of removing barriers to housing. In 2021, SMPD issued approximately 120 POP eligible citations and more than 40 citations were dismissed for 40 participants who connected with regional services at the quarterly POP events. C. DTSM Parks Ambassadors The Downtown Santa Monica, Inc. (DTSM) Ambassadors provide hospitality and maintenance services in the Downtown Santa Monica business assessment zone, and in 2017 expanded their service areas to include Tongva and Palisades Parks. Based on the success of the program, in 2019, the City expanded the agreement to add Parks 8.A Packet Pg. 42 37 of 50 Ambassadors at Reed Park. While not specifically a homeless-based service, all Ambassadors receive specific training on de-escalation, engaging people experiencing homelessness and providing referral information to local/regional social service agencies. DTSM’s Quality of Life (QOL) Ambassadors possess enhanced skills/training and work collaboratively with the City’s outreach teams and first responders to effectively engage people experiencing homelessness while addressing disruptive and unsafe behavior in the downtown area. In line with the City’s commitment to ensuring a clean and safe Santa Monica, Council continued funding for the DTSM Parks Ambassadors through the FY 2021-22 biennial budget. In calendar year 2021, DTSM Parks Ambassadors provided more than 1,100 social service referrals, while also educating visitors on park rules and maintaining restrooms and inviting open spaces. D. Public Works Efforts On a grander scale, the Public Works department cleans, maintains and improves the City’s public spaces for the enjoyment of all Santa Monicans. Every day, hundreds of groundskeepers, equipment operators, custodians, maintenance workers and RRR staff support a “Clean and Safe” Santa Monica by ensuring that high levels of sanitization and safety are achieved at our beach, in our parks, on our streets and in our facilities (bathrooms, public buildings). Over time, the impacts of homelessness on City operations has grown substantially as the reliance on City facilities (i.e., bathrooms, public buildings) has increased, and behavioral health issues of some unhoused residents impact staff safety and ability to access facilities, resulting in more time and resources being dedicated to maintenance efforts than in the past. In addition to the enhanced maintenance of City facilities, Public Works has also needed to actively reduce nuisances in several hotspot locations throughout the City’s park system. Notably, Chess Park was substantially altered in late winter 2022 amid concerns of dangerous day and nighttime activity at that location. Similarly, in 2021, the City made modifications to Palisades Park by removing benches and screens in hotspot locations, converting the Petanque Courts into a new landscaping feature, and adding surveillance devices to the Senator Jones Memorial bench in an effort to thwart vandalism and encampments at that location. To further support collaborative efforts, 8.A Packet Pg. 43 38 of 50 later this spring, SMPD personnel will provide specialized de-escalation training to Public Works staff to help promote more effective engagement and reduce negative encounters with people experiencing homelessness or behavioral health issues. E. Santa Monica Public Library Engagement Efforts The Public Library’s efforts in maintaining equitable access to open public library spaces include a strong front-line team of Library Services Officers (LSO) that serve as connections to the HLP Team, Housing and Human Services Division staff, and outreach workers for people experiencing homelessness. Through a greeter desk and interior and exterior patrols at each library location, the LSO Team engages with unhoused individuals every day. Their responsibilities include the consistent monitoring of behaviors and conduct to ensure a safe, enjoyable public space for all visitors. Access to vital resources such as the internet, computers, literacy programs, and reading and media materials equip even the most vulnerable individuals with tools to help improve their lives. By removing economic barriers, such as library fines, and providing trained library staff to address information needs, SMPL remains a trusted resource for unhoused individuals and families. PILLAR 3: NEXT STEPS Attachment H outlines key citywide investments for consideration that primarily advance Pillar 3, including expanding the SMPD HLP Team and redesigning the SAMOSHEL program scope to facilitate after-hours intakes for City referrals. These potential investments also advance Pillar 2 by providing pathways to care for people in the City’s parks and open spaces. 8.A Packet Pg. 44 39 of 50 PILLAR 4: According to LAHSA, recent significant investments have resulted in the County’s shelter capacity increasing by 57% increase over the past three years. LAHSA’s 2020 Homeless Services System Analysis estimated a relatively small need for 307 new interim housing resources across the County, reinforcing the much greater need for more permanent housing resources to create an optimized system. The creation of new interim housing options on the Westside likely prevented a steep increase in Santa Monica’s 2022 street count, despite reduced interim housing bed capacity locally. This reinforces the importance of strengthening regional capacity to address homelessness, through the equitable distribution of resources and homeless services infrastructure throughout the County. PILLAR 4: CURRENT ACTIVITIES A. Project Roomkey and Homekey At its peak, Project Roomkey provided 3,600 hotel/motel rooms to COVID-vulnerable people experiencing homelessness at 37 sites across L.A. County. Building off Project Roomkey’s efforts, the Homekey program aims to rapidly expand interim and permanent housing options through $1.4 billion in state grant funding. In March 2022, the City of Culver City announced it had been awarded $26.6 million in state funding for a Homekey grant to create 39 new rooms of interim housing and 37 residences of permanent supportive housing for people experiencing chronic homelessness. Nonprofit service provider Exodus Recovery will provide individualized supportive services to participants at both sites. The Culver City Homekey developments are expected to open by the end of 2022. To date, at least 37 developments in L.A. County have been awarded state Homekey funds, providing a rapid and significant increase to the region’s 8.A Packet Pg. 45 40 of 50 interim and permanent supportive housing supply. Homekey developments on the Westside in Venice and Westchester opened in 2021. As more resources – especially affordable and permanent supportive housing – come online throughout the region, Santa Monica may begin to shoulder less of the region’s burden on addressing homelessness. B. Blue Ribbon Commission on Homelessness On July 27, 2021, the LA County Board of Supervisors passed a motion to create a Blue Ribbon Commission for Homelessness (BRCH), directed to “research and analyze various homelessness governance reports, studying models from across the nation and providing feedback to the Board regarding the most relevant and effective models, with the intention of implementing reform to help solve the homelessness crisis in Los Angeles County.” The City was invited to be interviewed by BRCH staff, as well as present to the Commission the challenges and opportunities cities see in improving the way homelessness is managed across LA County. On March 30, 2022, following months of meetings, listening sessions and interviews with hundreds of stakeholders, the BRCH released a comprehensive report of its findings. The comprehensive report outlined seven recommendations to improve the regional homeless services system with a focus on clarifying leadership roles within the system, eliminating silos and promoting collaboration between various agencies. Santa Monica was one of dozens of cities that participated in the BRCH proceedings, and the report and recommendations strive to address the shared concerns raised including greater direct access to Measure H funds for smaller cities to implement local solutions, streamlining LAHSA’s role, and ensuring smaller cities have a larger voice in policy and governance decisions. The Board of Supervisors will review the recommendations at a future Board meeting and make their own recommendations for next steps regarding which recommendations to further explore and/or implement. C. Westside Cities Council of Governments On April 14, 2022 the Board of the Westside Cities Council of Governments adopted a subregional homelessness strategy (Attachment L) developed by staff from the member cities (Beverly Hills, Culver City, Santa Monica and West Hollywood), LA City Council 8.A Packet Pg. 46 41 of 50 Districts 5 and 11, and County Supervisorial Districts 2, 3 and 4. The strategy outlines 6 shared priorities: Prevention • Increase supports for renters to ensure they can stay in their homes and communities. Behavioral Health • Expand sub-regional capacity to address the community’s behavioral health needs through increased collaboration and partnerships with the County, local hospital systems, philanthropy, and community partners. • Build robust behavioral health alternative crisis response systems including dispatch, first responder services, and crisis-receiving facilities in the region to appropriately connect people experiencing behavioral and mental health crises to the continuum of care and treatment services instead of the criminal justice system. • Expand first responder system capacity to support alternatives to law enforcement to address low-risk behavioral health crisis incidents. Data • Improve data sharing across the subregion to better inform deployment of supportive services and development of housing resources. High Road Career Pathways & Training • Leverage workforce development opportunities to: • Create high road career pathways for unhoused, formerly unhoused individuals, and homeless outreach service workers, • Expand workforce and improve job quality and support homeless outreach service workers, and • Provide uniform and consistent training for frontline city staff who regularly interface with unhoused residents. Housing • Remove barriers to and increase housing production through innovative development and financing strategies. 8.A Packet Pg. 47 42 of 50 Communications and Advocacy: • Improve coordination and collaboration with public agencies (local, state, and federal) and local community partners to address homelessness. • Standardize a regional communication strategy to inform the progress and updates of outreach and other efforts to prevent and address homelessness. • Position WSCCOG to engage on behalf of member cities with county, state and federal electeds for district-specific funding and resources to improve homeless services and prevention. Advocate for subregional support. 8.A Packet Pg. 48 43 of 50 D. Legislative Advocacy As detailed in the City’s Federal and State Legislative Platforms adopted biannually by the Council (Attachment M), staff continues to advocate for legislation and resources at the state and federal level that would address and prevent homelessness by maintaining and expanding the inventory of affordable housing, protecting low-income renters from eviction, expanding the availability of treatment for mental health and substance use disorders, and providing for alternatives to incarceration. Additionally, staff has submitted a proposal for FY2023 federal Community Project Funding to our Congressional delegation to fund the first year of operating costs for the first phase of a 24/7 Behavioral Health center whose initial focus would be on people experiencing homelessness in Santa Monica. It would serve as a safe alternative for first responders to drop off people who could benefit from behavioral health care and do not meet the level of crisis to require emergency rooms, psychiatric urgent cares, or jail. At the state level, the Governor and legislature continue to prioritize substantial investments in addressing homelessness; however, the funding is allocated to Continuums of Care, Counties, and the largest 13 cities in the state. The City continues to advocate for direct funding to small and medium-sized cities such as Santa Monica to assist in funding local initiatives to address homelessness in our communities. PILLAR 4: NEXT STEPS Staff will continue to advocate for increased infrastructure and service capacity throughout the Westside and LA County to reduce the burden on local infrastructure and programs. Staff will build off the recommendations of the BRCH to amplify opportunities for advocacy, improved governance and coordination at the regional systems level, and increased roles for cities. Toward that end, staff may return seeking Council authorization if needed to apply for LA County Measure H funding for cities. Staff will continue to participate in the evolution and implementation of the WSCCOG subregional strategy to build capacity to address homelessness on the Westside. 8.A Packet Pg. 49 44 of 50 KEY INVESTMENTS FOR FY 2022-23 BUDGET CONSIDERATION The Homelessness Leadership Pod is comprised of representatives from several departments who meet monthly to advance policy and initiatives addressing the community priority of homelessness. In preparation for the FY 2022-23 Proposed Budget, the Leadership Pod reviewed a series of potential investments (outlined in Attachment H) to advance the Four Pillars, and based on projected available funding and resource gaps, recommends Council endorsement of three key investments to be considered as part of the FY2022-23 Proposed Budget: A. SMPD HLP Team Expansion The SMPD HLP team is currently in service four, ten-hour days per week. A proposed expansion of the HLP Team – at an estimated additional cost of $1.8 million per year – would allow the team to expand coverage to seven days per week or augment existing efforts through alternative schedules to align with municipal code sections, such as park closure. Filling newly-established, additional HLP officer positions is expected to take at least 12 months due to the need to address current vacancies in the Police Department. B. New Multidisciplinary Street Team The existing City-funded C3 multidisciplinary teams provide weekday coverage to the areas of Santa Monica with the highest concentration of people experiencing unsheltered homelessness, including Downtown, the beach and adjacent parks. Currently, areas outside of the C3 teams’ boundaries are left to be covered by the St. Joseph Center County-funded E6 multidisciplinary teams – which are not exclusively dedicated to Santa Monica and spend approximately two half-days per week in the City. An additional City-funded multidisciplinary street team – at an additional estimated cost of $400,000 per year – would ensure citywide weekday coverage. Timing for the deployment of a new multidisciplinary team would vary depending upon procurement processes. C. SAMOSHEL Program Redesign for 24/7 Intakes for City Referrals As described previously in the report, local and regional homeless service systems lack options for first responders to drop-off participants to programs that can address their 8.A Packet Pg. 50 45 of 50 immediate needs. Staff recommends adding staffing capacity and infrastructure changes to the existing SAMOSHEL interim housing program to accommodate 24/7 intakes for City referrals. If approved, this limited scope program redesign will provide additional options for after-hours intake and facilitate direct referrals by City entities (including SMPD) for people experiencing homelessness and non-urgent behavioral health issues. The estimated additional costs include $600,000 for ongoing operations and $200,000 in one-time capital improvements. If approved, the implementation of this limited scope redesign will inform the development of the City’s longer-term behavioral health strategy and infrastructure. Recent Communication and Engagement Efforts Since the “Overview of Homeless Outreach and Hygiene Services” Information Item (Attachment F) was published in January 2022, the City provided a community update on efforts to Address Homelessness through Seascape, our community newsletter. This update was mailed to 60,000 Santa Monica addresses and posted to the City’s website and social media. Key information included who is experiencing homelessness in LA County, how the City is addressing homelessness, what is Measure H, a recap of outreach services, affordable housing opportunities, and the latest results of efforts to address homelessness. Resources for Santa Monica residents and businesses providing key contacts and reasons to reach out were also included. Additional communications and outreach efforts are planned for the spring and summer 2022 including an update to the City’s website at santamonica.gov, regular information sharing to our email and social media contacts, and a city-wide mailing. 2022-23 HOMELESSNESS WORKPLAN Every City department plays a role in the coordinated efforts to prevent and address homelessness, as well as responding to the impacts of homelessness. To organize the City’s work, increase transparency and clearly articulate how City actions are responsive to community needs, staff is introducing a new citywide Homelessness Workplan (Attachment N) for Council consideration and feedback. The proposed Workplan would be a way to collect and measure data directly tied to the activities of 8.A Packet Pg. 51 46 of 50 each department under each of the Four Pillars and would streamline communications with Council and the community. Staff proposes to keep this Workplan updated on a regular basis as a source of reliable and consistent information on what activities the City is undertaking and the data to measure impact. Next Steps The Discussion section of this report details a blend of new and existing programs and interventions to prevent and address homelessness, and identifies key opportunities for new investments. When resources allow, staff will return with additional investment proposals. A timeline of anticipated opportunities for Council to provide direction to staff on efforts to address homelessness include: A. Short-Term (next 0-6 months) • Pending Council direction, staff will return during the FY2022-23 budget process with three key budget enhancement proposals: o Expanding the SMPD HLP Team; o Establishing and deploying an additional multidisciplinary street team to provide coverage outside of the Downtown Santa Monica and beach areas; and o Redesigning the SAMOSHEL program scope to facilitate after-hours intakes for City referrals. The draft budget will be presented at the May 24, 2022 Council meeting. • Staff will return to Council this summer with a proposal to update Below Market Housing (BMH) waitlist priorities to prioritize households with Emergency Housing Vouchers (EHVs) based on Council guidance and a community input process. • Staff will return to Council with a proposal to utilize HOME-ARP funds based on Council guidance and community input process. B. Medium-Term (6-12 months) 8.A Packet Pg. 52 47 of 50 • Staff will return to Council with recommendations to award a bid and execute an agreement with the selected vendor for Behavioral Health Center Feasibility Study RFP. • Staff may return seeking Council authorization if needed to apply for LA County Measure H funding for Cities. C. Long-Term (12+ months) • Staff and partner agencies will participate in the Moss Adams Homelessness Audit, and will ask Council to review and discuss findings upon its completion. • As the Behavioral Health Center Feasibility Study community engagement process progresses, staff will return to Council seeking direction on the implementation of a communitywide behavioral health strategy. • As resources allow, staff will return with additional investment proposals to implement Moss Adams Homelessness Audit recommendations. • Construction will continue or begin on several key permanent and affordable housing developments, including the Laurel at 1413 Michigan Ave and the conversion of former Parking Structure 3, adding to the City’s affordable housing supply. Staff will also continue to monitor the impact of recently implemented projects, including the DMH Therapeutic Transport Van and the impacts of changes to parks and open spaces, through the lens of the Homelessness Workplan. Financial Impacts and Budget Actions With City Council endorsement of key investments for FY2022-23 outlined in Attachment H, staff will include funding requests with the FY2022-23 Proposed Budget being presented to Council on May 24, 2022. The annual costs of these key investments and planned expenditures would be: 1. $1,800,000 to expand the SMPD HLP Team as the Police Department is able to fill current vacancies9; 2. $400,000 to establish and deploy an additional multidisciplinary street team to provide coverage outside of the Downtown Santa Monica and beach areas; and 9 Until existing Police Department vacancies have been filled, if approved by City Council, these resources will be used to support the Pier Vending Task Force. 8.A Packet Pg. 53 48 of 50 3. $600,000 for operational costs to redesign the SAMOSHEL program scope to facilitate after-hours intakes for City referrals. Future year funding is contingent on Council budget approval. Staff also seeks authority to approve the use of budgeted ARPA – Emergency Assistance funds to award an agreement with Legal Aid Foundation of Los Angeles to provide emergency eviction prevention legal services and support to Santa Monica residents who continue to be impacted by the COVID-19 pandemic. Agreement Request FY 2021-22 Budget Request Amount Department/Account # Total Contract Amount  $200,000 01400003.556550   $200,000 8.A Packet Pg. 54 49 of 50 Prepared By: Brian Hardgrave, Administrative Analyst Approved Forwarded to Council Attachments: A. May 8, 2017 Information Item (Web Link) B. March 26, 2019 Staff Report (Web Link) C. February 23, 2021 Staff Report (Web Link) D. May 26, 2021 Staff Report (Web Link) E. September 3, 2021 Information Item (Web Link) F. January 6, 2022 Information Item (Web Link) G. February 8, 2022 Staff Report (Web Link) H. 2022 Santa Monica Homeless Count Results Map I. Summary of Possible FY22-23 Budget Proposals J. LAHSA 2021 HOME-ARP Funding Recommendations Memo K. Behavioral Health Center Feasibility Study RFP (Web Link) 8.A Packet Pg. 55 50 of 50 L. WSCCOG Subregional Homelessness Strategic Work Plan M. Santa Monica Legislative Platforms (Web Link) N. Homelessness Workplan O. Written Comment 8.A Packet Pg. 56 This map of the City of Santa Monica has been provided for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided, however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT WARRANTY OF ANY KIND, either expressed or implied, including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before validating your decision with the appropriate City office. City of Santa Monica 2022 Homeless Count February 23, 2022 2022 Homeless Count: 807 Individuals 701201 701202 701302 701304 701402 701501 701502 701601 701602 701701 701702 701801 701802 701902 702002 702102 702201 702202 702300 701902 702102 701304 702300 701402 701202 701501 701502 701602 701701 701702 701801 701802 Esri Community Maps Contributors, County of Los Angeles, California State Parks, © OpenStreetMap, Microsoft, Esri, HERE, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA Tents / Makeshift Shelters 1 2 3 Vehicles 1 2 - 5 Individuals 1 2 3 4 5 or Greater Shelters / Institutions 1 - 6 7 - 15 16 - 25 26 - 50 51 or Greater 8.A.h Packet Pg. 57 Attachment: 2022 Santa Monica Homeless Count Results Map (4918 : Annual Homeless Update) Possible FY22-23 Exception-Year Investments to Address Homelessness Investments in Order of Recommended Priority Investment Activity Four Pillar Strategy Cost Range (1 yr.) Implementation Range Notes Lead Department / Provider 1. Expand HLP team o Proactive and reactive o Increase size and/or o Expand to 7 days per week and/or o Consider earlier start times to support park closures and doorways o Continue partnership with DMH o Could be combination of sworn and non-sworn (i.e. PSOs) personnel Maintain access to safe, fun, and healthy open spaces. $1.8 M including clinicians Would take approximately 12 months to fill new positions following filling of vacancies in patrol, after which time a recruitment for HLP officers from within the department could begin. o Supports full-week deployment of proactive and reactive enforcement o Additional DMH clinician may be needed to support expansion. o Will need to fill vacancies before new positions can be filled PD 2. 24/7 Access at Existing Shelter Site o Reactive o Cap SAMOSHEL bed capacity at 20-30 for SMPD/local ER referrals only o Highest impact would come in conjunction with additional police engagement, supporting quality of life enforcement. Maintain access to safe, fun, and healthy open spaces $600k/yr for expanded operational costs plus [$200,000 in one-time capital improvement costs to existing City- owned facility (SAMOSHEL) Possibly begin within 12 months. o Begin planning immediately to identify additional resources needed. o Develop timeline for capital improvements and staff recruitment (agency) o Would need to consult with LA County (SD3 and DMH) o Would need to explore how to operationalize this within public health requirements (TB testing, COVID) for shelters. o This would be the first/only 24/7 intake year-round shelter in the county. CSD /contract with NPO (TPC) 8.A.i Packet Pg. 58 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) 3. New outreach team(s) outside of downtown and beach o Proactive o Data-driven o Expand geography during business hours and/or also possibly add evening/weekend hours o Recommend 1 additional MDT with capacity to deliver street-based behavioral health o Long lead time to stand up - RFP, contracting, hiring Address the behavioral health needs of vulnerable residents. $400k/ yr./ 40 hours/week Note: Additional teams to cover weekend and evening hours would cost $400k/team/40 hour deployment. 24/7 MDT coverage (6 teams) would cost $2.4M annually, plus costs for additional enhancements to Access Center/Project Homecoming access. Staff is recommending 1 MDT during business hours at a cost of $400K annually which does not require additional enhancements to the Access Center/Project Homecoming. 4mo – 9mo o 1 – 3 mo. Procurement o 3-6 mo. hiring/training o Considerations for procurement; NOFA or RFQ or County? o Consider potential to re-purpose WCC to nights/weekends o Corresponding investment to expand Access Center hours, funding for 24/7 on- site security at the Access Ctr., access to Project Homecoming, motel vouchers may be required to support 24/7 outreach o Without concurrent investment in enforcement, could lead to spiraling City costs o Could get more people into the service stream, though creates challenges and potential harm due to lack of permanent housing CSD / contract with NPO 4. Expand non-sworn PD personnel to address homelessness and related Maintain access to safe, fun, and $1.341 M Six months to one year to recruit o Would require additional social services investments to create options for 24/7 PD 8.A.i Packet Pg. 59 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) issues in parks and downtown o Reactive o Alternative response to public safety calls o Could expand hours and locations for enforcement o Cannot make arrests or require people to leave (e.g. trespassing, park closure) o Could be additional PSOs or new type of enforcement personnel (perhaps with clinical training) o If DMH support wanted, could use existing Social Worker job description to direct-hire clinical capacity quickly while DMH negotiations continue healthy open spaces. contacts (e.g. expand Access Center to 24hr, additional funds for Project Homecoming, motel vouchers) o Would require sworn back-up in cases where people refuse to comply o Requires dispatch protocol to assess, triage, and send alternative response or residents self-select to call alternative dispatch number. Self-selection may have liabilities, so will need CAO advice. Considered And Not Prioritized Investment Activity Four Pillar Strategy Cost Range (1 yr.) Implementation Range Reasons Not Prioritized 24/7 Response Teams o Reactive o Alternative response to public safety calls o Two teams 24/7 - generalist teams, 2-3 staff per team and 2 Address the behavioral health needs of vulnerable residents. $3m - 4m 7mo – 12mo o 3-4 mo. to procure o 3-6 mo. hiring o 1-2 mo. training o NOT enforcement – these teams cannot tell people to move or leave the area o All services would be voluntary – no involuntary transport or treatment (no holds) 8.A.i Packet Pg. 60 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) vans (est. 8 teams total for 24/7 coverage) o Could be similar to LA City’s CIRCLE teams (just launched, so no data on efficacy available) o Limited staff capacity to manage the contract o Would require additional social services investments to create options for 24/7 contacts (e.g. expand Access Center to 24hr, funding for 24/7 on-site security at the Access Ctr., additional funds for Project Homecoming, motel vouchers). Safe Sleep or Non-Cong Shelter Maintain access to safe, fun, and healthy open spaces. Safe Sleep $500k – $1m (one-time costs) $1 – 1.5m (annual operating) Non-Cong $1.5 - 2m+ (one- time costs)_ $1.5 – 3m+ (annual operating) 9 mo. – 18 mo. o Identify site o Community outreach/comms plan o Develop plan for set-up o Prep site/purchase equipment o Identify/procure operator o Operator to hire/train staff o Reactive o Extremely expensive – 1-time costs plus on-going operating o Will need Planning and Public Works support to implement o Will require intensive staff capacity to handle public input/push back on location o Would have to fully funded by City as county no longer funding new interim solutions Without a commensurate investment in permanent supportive housing, we are agreeing to warehouse people for extended periods. o Likely strong community opposition to every proposed location Leverage patrol resources o Proactive and reactive o Utilizes existing 24/7 resource and dispatch o Assign each watch specific tasks to focus on when time allows – periodic Maintain access to safe, fun, and healthy open spaces. $5.2 M Four to five years out once patrol staff is sufficient to address current SM needs o Proactive and reactive models would follow the advise, cite, and arrest protocol o Additional DMH clinicians may be needed to support patrol. 8.A.i Packet Pg. 61 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) checks, doorway ordinance, park closure, etc. o Use arrests to connect to behavioral health treatment and other resources via pre-trial diversion programs - POP clinics, ATI program, JOLT, Homeless Community Court o Provide CAO with information to demonstrate warnings and support arrests Second DMH van o Reactive o Have not launched first van yet so efficacy is unknown o Cost effective - $400k for 24/7 team(s) due to County leverage Address the behavioral health needs of vulnerable residents. $400k Contingent upon County resources 6mo – 9mo o 1-3 mo. negotiation with DMH o 3-6 mo. DMH hiring / logistics o Implementation might be quicker once 1st van is in operation o Would need alternate site for team deployment/van (old FS1 is full) Considered And Not Recommended Investment Activity Four Pillar Strategy Cost Range (1 yr.) Implementation Range Reasons Not Recommended 24-hour restroom facility Maintain access to safe, fun, and healthy open spaces. $180K - $200K for maintenance and monitoring + Camera rental or purchase + Immediate access to enforcement support o Likely difficult to site o Would likely need to be monitored 24/7 to maintain access to all in need o Alternatively, would need to be self- cleaning, self-opening restroom (costly). 8.A.i Packet Pg. 62 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) o Could potentially be a draw for people experiencing homelessness throughout the region o Past experience shows that restroom could become a magnet for drug dealing, prostitution, and violence (i.e. Pier showers) o May require dedicated enforcement resources o Would require cameras o Is difficult to remove someone who locks themselves in restroom o May require additional lighting or other infrastructure Keep Access Center Open 24/7 o Costs increase based on range of services offered (restrooms/showers only, meal services, full case management, 24/7 security) o Potentially limit overnight intake to police/fire/outreach drop offs only (no walk- ins) Maintain access to safe, fun, and healthy open spaces. $175k – 550k to extend Sat/Sun to 4p $2.5 m – 9m for 24/7 3mo – 6mo o Phase scaling up Hiring/training staff o Likely to create Countywide draw/destination (this would be the only 24/7 access center in the county) o Without concurrent investment in enforcement, could result in spiraling increase in City costs. o May increase traffic to Olympic o Would require PD support of security guard to enforce no camping/loitering overnight (at least for first few months) Currently Not Feasible Investment Activity Four Pillar Strategy Cost Range (1 yr.) Implementation Range Reasons not Feasible 8.A.i Packet Pg. 63 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) Maximize ATI Address the behavioral health needs of vulnerable residents. $0.00 1-2 months if LA County is in agreement o This project is led by and funded by LA County (it’s not a City resource) and they are not open to considering re- purposing these resources at this time. o May see increased usage due to implementation of additional police personnel and/or Alternative Response models proposed above if individuals are brought to jail for interview. EOC Activation TBD Could be possible several years out o Lack of organizational capacity to implement this significant re- organization o Real-time information center could be feasible once PD operations staffing is in place in 5+ years 8.A.i Packet Pg. 64 Attachment: Summary of Possible FY22-23 Budget Proposals (4918 : Annual Homeless Update) Date: December 21, 2021 To: HOME-ARP Recipients within the LA CoC From: Molly Rysman, Chief Programs Officer cc: Gateway Cities Council of Governments Las Virgenes/Malibu Council of Governments North Los Angeles County Council of Governments San Gabriel Valley Council of Governments South Bay Cities Council of Governments Westside Cities Council of Governments RE: 2021 HOME-ARP Funding Recommendations from the LA CoC This memorandum provides a summary of the HOME Investment Partnerships – American Rescue Plan (HOME-ARP) program requirements as it relates to collaboration with a local Continuum of Care (CoC) and use of coordinated entry (CE). This memorandum also provides recommendations from LAHSA, lead agency for the Los Angeles CoC, to jurisdictions being allocated funds from the HOME-ARP. Below is what is included in this memo:  Overview of HOME-ARP Grant Funding  HOME-ARP Project Referral Methods – Use of Coordinated Entry (CE)  Application Requirements – HOME-ARP Allocation Plan  Overview of Eligible Uses  LAHSA Recommendations for Use of HOME-ARP Funding  Appendix A. HOME-ARP Allocations by Jurisdiction The following information is in accordance with the U.S. Department of Housing and Urban Development (HUD) Notice regarding Requirements for the Use of Funds in the HOME Investment Partnerships – American Rescue Plan (HOME-ARP) program, released in September 2021. A total of $197 million is being allocated to 30 jurisdictions in Los Angeles County, 27 of which are located in the LA CoC. Overview of HOME-ARP Grant Funding The $1.5 trillion American Rescue Plan, approved by Congress and signed by President Biden on March 11, 2021, contains $5 billion for affordable rental housing and homelessness assistance through HOME- ARP. These formula block grants provide states and local jurisdictions (“participating jurisdictions”) with flexible funding to reach populations experiencing homelessness or currently at risk of homelessness and address local affordable housing, non-congregate shelter, and supportive service needs within their respective communities. These funds are not intended to be thought of as traditional HOME program 8.A.j Packet Pg. 65 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 2 of 8 funds but are intended to address homelessness. HOME-ARP funds are reserved for the following key uses:  Development and support of affordable rental housing  Tenant-based rental assistance (TBRA)  Supportive services for qualifying populations  Acquisition and development of non-congregate shelter (NCS) o HOME-ARP grants may not be used for operating costs for non-congregate shelter or costs associated with converting non-congregate shelter to permanent housing  Non-profit operating expenses and capacity building o Funding for this use is limited to five percent (5%) for supporting operating expenses for non-profit entities carrying out HOME-ARP projects and services, with the option to increase funding by an additional five percent (5%) for costs related to capacity building Qualifying Populations: HOME-ARP funded projects and supportive services must serve individuals or families from the following qualifying populations:  Homeless, as defined by federal law: 1) An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning: i. An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground; ii. An individual or family living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, or local government programs for low-income individuals); or iii. An individual who is exiting an institution where he or she resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution; 2) An individual or family who will imminently lose their primary nighttime residence, provided that: i. The primary nighttime residence will be lost within 14 days of the date of application for homeless assistance; ii. No subsequent residence has been identified; and iii. The individual or family lacks the resources or support networks, e.g., family, friends, faith-based or other social networks needed to obtain other permanent housing; 3) Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who: i. Are defined as homeless under section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), section 637 of the Head Start Act (42 U.S.C. 9832), section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2), section 8.A.j Packet Pg. 66 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 3 of 8 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)), or section 725 of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11434a); ii. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance; iii. Have experienced persistent instability as measured by two moves or more during the 60-day period immediately preceding the date of applying for homeless assistance; and iv. Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Education Development (GED), illiteracy, low English proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment; or 4) Any individual or family who: i. Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member, including a child, that has either taken place within the individual's or family's primary nighttime residence or has made the individual or family afraid to return to their primary nighttime residence; ii. Has no other residence; and iii. Lacks the resources or support networks, e.g., family, friends, faith-based or other social networks, to obtain other permanent housing.  At-Risk of Homelessness, as defined by federal law: 1) An individual or family who: i. Has an annual income below 30 percent of median family income for the area, as determined by HUD; ii. Does not have sufficient resources or support networks, e.g., family, friends, faith-based or other social networks, immediately available to prevent them from moving to an emergency shelter or another place described in paragraph (1) of the “Homeless” definition in this section; and iii. Meets one of the following conditions: A. Has moved because of economic reasons two or more times during the 60 days immediately preceding the application for homelessness prevention assistance; B. Is living in the home of another because of economic hardship; C. Has been notified in writing that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance; 8.A.j Packet Pg. 67 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 4 of 8 D. Lives in a hotel or motel and the cost of the hotel or motel stay is not paid by charitable organizations or by federal, State, or local government programs for low-income individuals; E. Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two persons or lives in a larger housing unit in which there reside more than 1.5 people per room, as defined by the U.S. Census Bureau; F. Is exiting a publicly funded institution, or system of care (such as a health-care facility, a mental health facility, foster care or other youth facility, or correction program or institution); or G. Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient's approved consolidated plan; 2) A child or youth who does not qualify as “homeless” under this section, but qualifies as “homeless” under section 387(3) of the Runaway and Homeless Youth Act (42 U.S.C. 5732a(3)), section 637(11) of the Head Start Act (42 U.S.C. 9832(11)), section 41403(6) of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2(6)), section 330(h)(5)(A) of the Public Health Service Act (42 U.S.C. 254b(h)(5)(A)), section 3(m) of the Food and Nutrition Act of 2008 (7 U.S.C. 2012(m)), or section 17(b)(15) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)(15)); or 3) A child or youth who does not qualify as “homeless” under this section, but qualifies as “homeless” under section 725(2) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11434a(2)), and the parent(s) or guardian(s) of that child or youth if living with her or him.  Fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, stalking, and human trafficking  Part of populations where providing supportive services would prevent homelessness, including formerly homeless households using temporary assistance and/or households identified as being at greatest risk of homelessness  Veterans and families that include veteran family members that meet above criteria For HOME-ARP Rental Housing projects, at least 70% of units must be reserved for households from qualifying populations with the remaining units to be reserved for low-income populations. All funds used for the remaining uses, including TBRA, supportive services, and NCS, must assist qualifying individuals and families. HOME-ARP Project Referral Methods - Use of Coordinated Entry (CE) Participating jurisdictions (PJ) may, but are not required to, use the coordinated entry system (CES) for HOME-ARP project and service referrals. If the PJ elects to use a CoC’s CES, all HOME-ARP qualifying populations must be included and accepted. CES and Other Referral Methods: Outside referral methods and project waiting lists may be used in conjunction with CES; however, prioritization criteria must be approved by the PJ. Application Requirements – HOME-ARP Allocation Plan 8.A.j Packet Pg. 68 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 5 of 8 To receive the balance of its HOME-ARP funding, each PJ must submit a HOME-ARP allocation plan, developed in consultation with the local Continuum of Care (CoC) and other public stakeholders. LAHSA will provide a webinar on at 1:00PM on Wednesday, February 9th, for participating jurisdictions to review the content of this memo. LAHSA will also host forums to follow up on the allocation plans created by each PJ, provide consultation on allocation plans, and identify opportunities for collaboration and technical assistance with implementation. Forums will be held for each region and will include lead Coordinated Entry System (CES) providers as well as local Councils of Government (COG). Participation in this webinar following forums will serve as the consultation process for the Los Angeles Continuum of Care. PJs are welcome to consult further with the LA CoC if they choose and want to have a more in- depth consultation with LAHSA staff. CoC Participation: HOME-ARP allocation plans must be developed in consultation with the local CoC and other service agencies that assist qualifying populations including, but not limited to, local homeless and domestic violence service providers, veterans’ groups, and public housing agencies. Note that while participating jurisdictions are required to consult with each CoC operating within their jurisdiction, state participants do not have the same requirement. Submitted plans must describe the consultation process, participating agencies, and include summary of feedback. In addition to CoC and service provider engagement, PJs are required to provide opportunities for public participation. Additional Plan Requirements: Additionally, each HOME-ARP allocation plan must include a local Gaps Analysis, a description of HOME-ARP activities and distribution methods, affordable housing production goals, preferences, and refinancing guidelines, when applicable. Gaps Analysis/Needs Assessment: The mandatory Gaps Analysis/Needs Assessment must describe the scale of unmet housing and service need within the participating jurisdiction, using recent Point in Time Count data and other data available through the local CoC. More specifically, assessments must give insight into the size and demographic composition of the qualifying populations, unmet needs within each qualifying population, and gaps within the local shelter and housing inventory and across the service delivery system. Overview of Eligible Uses The budget period for HOME-ARP grants begins on the Federal Award date and ends on September 30, 2030. The performance of each PJ regarding the use of HOME-ARP funds will be reviewed by HUD and may include, but not be limited to the following forms: remote or on-site monitoring, assessment of documents, and inquiries from sources of relevant information (e.g. audit reports, media reports, citizen complaints). Rental Housing: HOME-ARP funds can support the acquisition, rehabilitation, and development of affordable rental housing, which includes single room occupancy (SRO) units and permanent supportive housing (PSH). Though funding reserved for this category may not be used for development of temporary housing, such as shelter or non-congregate shelters in hotel and motel settings, HOME-ARP may be used to fund the acquisition of those sites for more permanent housing use. 8.A.j Packet Pg. 69 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 6 of 8 Tenant-Based Rental Assistance: HOME-ARP can also be used to provide tenant-based rental assistance to qualifying households, which may be used to cover rental costs in a HOME-ARP project or other eligible rental unit. Rental assistance, as well as security and utility deposits are all eligible costs under HOME-ARP TBRA. In contrast with the established HOME program, the maximum term for a rental assistance contract is at the discretion of the PJ or active until the end of the lease, after which assistance can be renewed should funding be available. PJs additionally have the discretion to set maximum amount for HOME-ARP TBRA, which may cover up to 100% of eligible costs. Supportive Services: Additionally, HOME-ARP can fund a broad range of supportive services including supportive services as defined by McKinney Vento, homeless prevention programs, and housing counseling services. PJs are responsible for ensuring that individuals and families are only receiving HOME-ARP services as needed, and that there is no duplication of services received by the participant. The notice states that this may request use of HMIS and coordination with CoCs and other service providers. Non-Congregate Shelter (NCS): HOME-ARP grant funds may be used for the acquisition and development of non-congregate shelter (NCS). Operating expenses are not an eligible cost under HOME- ARP. PJs are encouraged to use CE for referrals to HOME-ARP NCS to ensure that all HOME-ARP services can be coordinated effectively. Depending on the type of project and funding amount, there is a minimum period of time that the site must operate as a NCS. The law authorizes HOME-ARP-funded NCS to be converted into permanent affordable housing or CoC PSH after the minimum use period. During the restricted use period, HOME-ARP funding may not be used to cover the cost of housing conversions. The restricted use period varies based on the eligible activity that is being funded by HOME-ARP. More details are available in the HUD notice. Recommendations for Use of HOME-ARP Funding A balance of resources within the homeless services system is critical to ensure effective operations, with people experiencing homelessness able to swiftly access interim housing resources, and once accessed, move quickly from interim housing into permanent housing. As such, an appropriate balance between outreach, services, interim housing, and permanent housing is necessary to ensure that there are not significant ‘bottlenecks’ in the system that hamper a participants’ access to any one of these resources. When inadequate resources are dedicated to permanent housing, for example, participants may linger in shelter for long periods of time, which in turn blocks access to shelter for people experiencing unsheltered homelessness. LAHSA’s Homeless Services Systems Analysis recommends a ratio of five (5) permanent housing resources for every one (1) interim housing bed to ensure effective flow of the homeless services system. This need for system ‘balance’ is what underpins the recommendations put forth below. Additionally, these recommendations are put forth in the context of an array of other resources from federal, state, and local partners, and ensuring that new resources are working in concert with each other. At the current moment, the federal government has recently allocated a total of 7,411 Emergency Housing Vouchers (EHV) and Housing Choice Vouchers (HCV) across jurisdictions within LA County (as of 8.A.j Packet Pg. 70 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 7 of 8 November 11, 2021), which represents an unprecedented influx of tenant-based subsidies.1 The following recommendations emphasize the need for investments in housing resources that will leverage these existing subsidies, increasing the number of units available to utilize these subsidies. LAHSA presents the following recommendations, in descending order, with the first recommendation being the most critical to deliver a balanced homeless service system. Acquisition While acquisition of permanent housing resources is limited based on available funds, LAHSA highly recommends this eligible use, particularly if jurisdictions are also able to leverage other funds for purchases of multi-unit buildings, scattered site properties, or even individual units that can then serve people experiencing homelessness Because of an influx of rental subsidies within the homeless services system, units acquired by cities will be able to be quickly matched to prospective tenants that are paired with a rental subsidy. Master Leasing Master leasing represents another option to quickly bring housing units into the homeless system, and a way to bring more housing units to be able to be utilized by prospective tenants that have a rental subsidy matched to them. It also presents a potentially lower cost option than the acquisition of property and may be appropriate for jurisdictions with smaller awards. More information related to this recommendation will be shared at the forthcoming webinar hosted by LAHSA, as details on eligible costs for master leasing are being determined through ongoing discussions between LAHSA and HUD. Supportive Services LAHSA recommends funds used for supportive services as outlined in the Overview of Eligible Uses. Supportive Services to Support Emergency Housing Vouchers: While an array of emergency housing vouchers have been allocated to public housing authorities within Los Angeles County, these vouchers do not cover costs for supportive services, highlighting a gap. To ensure effective utilization and success of EHVs, there are a number of supportive service needs. These include housing navigation services to assist with locating and securing a housing unit for people experiencing homelessness, as well as tenant retention services to support the success of tenants and landlords once they are housed using an EHV. In alignment with the information above regarding the availability of subsidies, this recommendation encourages the use of funds to pair supportive services with EHVs, namely Navigators. Problem-Solving: It is estimated that problem-solving, prevention, and diversion could prevent 20% of households from having need of interim housing or accessing the homeless services system.2 With consideration of that estimate, LAHSA supports the utilization of problem-solving (also known as diversion), which is a crisis response strategy to identify and access alternative housing resources outside of the homeless services system. This person-centered, short-term housing intervention focuses 1 Jurisdictions that have received Emergency Housing Vouchers include: Los Angeles County Development Authority (LACDA), Housing Authority of the City of Los Angeles (HACLA), Baldwin Park, Burbank, Compton, Hawthorne, Inglewood, Norwalk, Pomona, Pasadena, Redondo Beach, Santa Monica, South Gate, and Torrance. LACDA is also a recipient of Housing Choice Vouchers. 2 Los Angeles Homeless Services Authority. (2019). Homeless Services System Analysis: Envisioning an Optimal System in Los Angeles. https://www.lahsa.org/documents?id=4311-homeless-services-system-analysis-envisioning- an-optimal-system-in-los-angeles 8.A.j Packet Pg. 71 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) Page 8 of 8 on maintaining current housing or identifying options within an existing social network.3 This approach could include flexible, one-time financial assistance. LAHSA also encourages the use of Homelessness Prevention, which provides programmatic support to prevent individuals and families from entering the homeless services system. Appendix A. HOME-ARP Allocations by Jurisdiction American Rescue Plan Act HOME Allocations Alhambra $2,063,172 Lynwood $1,967,319 Baldwin Park $1,128,365 Montebello $1,088,774 Bellflower $1,301,749 Monterey Park $1,175,039 Burbank $1,896,632 Norwalk $1,231,940 Compton $1,988,847 Palmdale $2,093,968 Downey $1,593,133 Paramount $1,087,336 El Monte $2,413,008 Pasadena $3,042,435 Gardena $1,040,280 Pomona $3,190,091 Glendale $5,109,346 Rosemead $1,222,084 Hawthorne $2,166,698 Santa Clarita $1,913,298 Huntington Park $2,180,103 Santa Monica $2,220,124 Inglewood $3,108,579 South Gate $2,584,579 Lancaster $2,450,524 Torrance $1,710,939 Long Beach $10,240,858 Whittier $1,265,320 Los Angeles $99,891,031 Total $196,980,351 Los Angeles County $32,614,780 3 Los Angeles Homeless Services Authority. (2019). Problem-Solving: A Humanistic Approach to Ending Homelessness. https://www.lahsa.org/news?article=586-problem-solving-a-humanistic-approach-to-ending- homelessness 8.A.j Packet Pg. 72 Attachment: LAHSA 2021 HOME-ARP Funding Recommendations Memo (4918 : Annual Homeless Update) 1 WSCCOG Subregional Homelessness Strategic Work Plan April 2022 8.A.l Packet Pg. 73 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 2 ABOUT THE WESTSIDE CITIES COUNCIL OF GOVERNMENTS The Westside Cities Council of Governments (WSCCOG) is a joints power authority that engages in regional and cooperative planning and coordination of government services and responsibilities to assist the cities of Beverly Hills, Culver City, Santa Monica, West Hollywood, the City of Los Angeles (Districts 5 and 11) and the County of Los Angeles (Districts 3, 2, and 4). These members have partnered in a voluntary cooperative endeavor to forge consensus on policies and programs of regional significance that enhance the quality of daily life, sustain the environment, and enrich the future for Westside residents, businesses, and visitors. BACKGROUND AND PURPOSE In August 2019, the WSCCOG Board approved the formation of a WSCCOG Policy Ad Hoc Committee on Homelessness (Ad Hoc Committee) to create a WSCCOG Subregional Homelessness Strategic Action Plan to address the increase in homelessness across the subregion. The purpose of the plan is to identify strategies that support subregional and individualized solutions, as well as position the WSCCOG member cities to secure new local and state funding opportunities for homelessness-related activities. Ad Hoc Committee Convenings (2019) The Ad Hoc Committee consisted of technical staff from the WSCCOG Homelessness Working Group and representatives from Los Angeles Homeless Service Authority (LAHSA) and the County Homeless Initiative (CEO-HI). The Ad Hoc Committee conducted outreach to additional staff from city departments and community partners to provide content expertise on various topics, including data, housing, human and behavioral services, and more. The Ad Hoc Committee held study sessions between the months of August and December in 2019 to better understand the gaps and challenges in the current homeless services delivery system by assessing current resources and processes, drawing from evidence-based strategies, and sharing best practices on ending episodes of homelessness quickly and efficiently. The study sessions included discussion of various topics with representatives from public agencies and service providers on data, outreach services, prevention strategies behavioral health, housing, and public health and safety. The WSCCOG staff and the Ad Hoc Committee placed activities for the strategic plan on hold to address the COVID-19 pandemic in early 2020. COVID-19 Response & Recovery and Racial Justice Reckoning (2020) Southern California’s ongoing housing crisis continued to unfold against the backdrop of a global pandemic, and the resulting economic downturn. At the same time, mass protests and social unrest have renewed calls for policymaking that centers racial justice and equity. These events have laid bare the existing barriers and inequities in Los Angeles’ housing and homelessness services systems and further stressed under-resources government systems. If left unaddressed, our systemic inequities will continue to contribute to our region’s existing housing shortage, and rising rates of Angelenos falling into homelessness, and becoming chronically homeless. Therefore, our strategic plan includes actions that center racial equity, systems reform, and collaboration. We must use this unique moment in time to improve regional government services and stop perpetuating harm to our most vulnerable residents. Re-Assessment of Strategies (2021) Throughout the year in 2020, the WSCCOG staff worked with the WSCCOG Homelessness Working Group to share resources and secure funding to prevent the spread of COVID-19 in our communities, continue to provide services and support to those experiencing homelessness and prevent others 8.A.l Packet Pg. 74 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 3 from losing their housing. In 2021, the WSCCOG staff resumed activities related to the development of the COG’s Regional Homelessness Strategic Action Plan realizing that our priorities may have shifted due to the COVID-19 pandemic. In August and September 2021, WSCCOG staff conducted follow-up interviews with each member city’s staff who focus on homelessness to document updates on progress of their strategic plans and re-assess new priorities that reflect the realities of the pandemic as well as relief and recovery funds that have followed. The conversations highlighted the cities’ shared priorities of expanding rental assistance and other prevention programs, building out behavioral health crisis programs, and continuing to create permanent supportive and affordable housing units. The strategic plan has been updated to reflect these priorities and needs. In 2015, the Board of Supervisors created the County Homeless Initiative, housed within the Chief Executive Office. In 2016, the Board of Supervisors approved the Los Angeles County Strategies to Combat Homelessness, an action plan which outlines 51 strategies designated to 6 categories, to combat the County’s homelessness crisis. CEO-HI is responsible for strategy implementation and oversees distribution of Measure H funding. There are 21 of the 51 strategies eligible for Measure H funding. In FY2021-22, 17 strategies are current being funded by Measure H. In April 2021, the Board of Supervisors voted to reassess the strategies included in the Los Angeles County Strategies to Combat Homelessness. As a result, the CEO-HI have reorganized the existing created a new strategy framework which puts forth 5 linked categories of strategies across 3 system partners: Homeless Rehousing System, Mainstream Government, and Cities. With the create of three systems partners, CEO-HI is emphasizing the importance of (1) advancing racial equity, (2) activating mainstream systems to fully utilize existing programming, and (2) shared investment in housing and regional coordination to accelerate impact in local jurisdictions. As part of their strategy reassessment, CEO-HI requested stakeholder input. WSCCOG staff compile a list of feedback to report to CEO-HI at the COGs and Cities Input session held on October 20, 2021. At this meeting, WSCCOG reported that it would like the County to create strategies that allow for direct, stable, flexible, and long-term funding for cities. Additionally, WSCCOG reported it would like the County to focus some strategies on improved coordination of behavioral health treatment and crisis response, and expansion of prevention programs. The WSCCOG strategic plan reflects these priorities. OVERVIEW OF THE WSCCOG SUBREGIONAL HOMELESSNESS STRATEGIC ACTION PLAN The WSCCOG Subregional Homelessness Strategic Action Plan (Strategic Plan) builds from the Westside subregion’s local efforts and 2018 City Homelessness Plans to create a blueprint to address homelessness from a subregional perspective through high-impact solutions. Common Goals and Priorities among Westside Cities The following summarizes the common goals and strategy themes from the Westside cities individual homelessness plans, as well as their updated efforts since implementing the plans: 1. Enhance local and subregional coordination by strengthening partnerships and leveraging resources to combat and prevent homelessness 2. Improve data tracking, monitoring, and evaluation assessments to better target resources, as well as support technology that enhances information gathering and sharing 3. Expand prevention and diversion strategies to decrease inflow into homelessness 8.A.l Packet Pg. 75 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 4 4. Increase the coordination of homeless outreach services and operations between city staff, service providers, and community partners 5. Increase access to and the development of interim housing, supportive housing, special needs housing, and other permanent supportive options 6. Expand community education around homelessness to raise support and awareness of regional and localized efforts to stakeholders 7. Provide guidance and resources to city staff and service providers in responding appropriately, safely, and effectively to persons experiencing homelessness 8. Increase workforce training and job opportunities for people with lived experience. 9. Increase services and financial assistance to promote long-term housing stability The Goal of the WSCCOG Subregional Homelessness Strategic Action Plan The WSCCOG intends to use this Subregional Homelessness Strategic Action Plan as a guiding document to conduct a series of activities and convenings with members of the WSCCOG Homelessness Working Group to collaborate in achieving the goals and implementing the following actions as outlined below for this plan. This plan will be an evolving document that the WSCCOG staff and WSCCOG Homelessness Working Group can amend to reflect priorities that may change over time. The plan includes a set of strategic actions that identifies the lead agency and supporting agencies for each task. An estimated timeline is included for each action for the WSCCOG staff to measure progress over time. WSCCOG staff will provide an annual update to the WSCCOG Board on our activities and progress status of this plan at the end of each calendar year. Focused Subregional Goals The following strategies are based on our findings and ongoing discussions with WSCCOG Homelessness Working Group members and partners to address our goals and priorities: 1. Prevention a. Increase supports for renters to ensure they can stay in their homes and communities. 2. Behavioral Health a. Expand sub-regional capacity to address the community’s behavioral health needs through increased collaboration and partnerships with the County, local hospital systems, philanthropy, and community partners. b. Build robust behavioral health alternative crisis response systems including dispatch, first responder services, and crisis-receiving facilities in the region to appropriately connect people experiencing behavioral and mental health crises to the continuum of care and treatment services instead of the criminal justice system. c. Expand first responder system capacity to support alternatives to law enforcement to address low-risk behavioral health crisis incidents. 3. Data a. Improve data sharing across the subregion to better inform deployment of supportive services and development of housing resources. 4. High Road Career Pathways & Training a. Leverage workforce development opportunities to: 8.A.l Packet Pg. 76 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 5 ▪ Create high road career pathways for unhoused, formerly unhoused individuals, and homeless outreach service workers, ▪ Expand workforce and improve job quality and support homeless outreach service workers, and ▪ Provide uniform and consistent training for frontline city staff who regularly interface with unhoused residents. 5. Housing a. Remove barriers to and increase housing production through innovative development and financing strategies. 6. Communications and Advocacy: a. Improve coordination and collaboration with public agencies (local, state, and federal) and local community partners to address homelessness. b. Standardize a regional communication strategy to inform the progress and updates of outreach and other efforts to prevent and address homelessness. c. Position WSCCOG to engage on behalf of member cities with county, state and federal electeds for district-specific funding and resources to improve homeless services and prevention. d. Advocate for subregional support. 8.A.l Packet Pg. 77 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 1 1. PREVENTION Goal: Increase supports for renters to ensure they can stay in their homes and communities. Issues/Needs: • There is a higher rate of people falling into homelessness compared to those exiting: an average of 207 people exit homelessness daily, but an average of 227 people become homeless every day.1 • Many are falling into homelessness due to economic hardship magnified by systemic racism, income inequality, and inadequate housing supply. • There is an uneven playing field for tenants in negotiating conflicts with better-resourced landlords. • There are prevention resources and protections at the county and state level to support vulnerable tenants. However, local jurisdictions need to review those resources and understand where the gaps are to identify needs unmet by these resources and protections. Strategy 1.1. Continue to Utilize and Expand Key Prevention Programs Expand and increase investments for local and regional prevention programs, such as rental assistance, rapid re-housing, and guaranteed income programs. Additionally, support existing outreach workers and frontline staff to utilize prevention tools to assist households in maintaining their current housing or identifying an immediate and safe housing alternative within their own social network. 1.1 Key Action Lead Support Estimated Start Date Estimated End Date 1.1a Convene Member Cities to share resources and lessons learned on local homeless prevention programs and tools; provide updates on new prevention funds as they become available. WSCCOG Member Cities Qtr 1 2022 N/A 1.1b Comms & Policy Advocacy 6.3a Advocate for and support increased, direct, flexible, multi-year county, state, and federal funding to support citywide and County homelessness prevention programs. Additionally, advocate to streamline the pass through of state and federal prevention funds to local jurisdictions and service providers. WSCCOG Member Cities, LAHSA, CEO- HI Qtr 1 2022 N/A 1 https://www.lahsa.org/news?article=726-2020-greater-los-angeles-homeless-count-results 8.A.l Packet Pg. 78 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 2 1.1c Convene meeting with LAHSA regarding Countywide Problem Solving Integration. Request data to better understand the program’s progress and impact: (1) quarterly or semi-annual reports from LAHSA on use of Problem-Solving Assistance Funds (PSAF) and interventions by zip code to see if Westside residents are accessing these resources, and (2) Reports that identify program and training outcomes, and gaps. WSCCOG LAHSA Problem Solving Unit; CEO-HI Qtr 2 2022 Qtr 2 2022 1.1d Behavioral Health 2.1a Coordinate with Departments of Mental Health Public Health, and Health Services in developing and expanding partnerships around: mobile crisis response pilots, ongoing MET and Multi-Disciplinary Teams (MDT) programs, harm reduction services, and Substance Use Disorder (SUD) treatment services WSCCOG Member Cities; DMH, DPH, DHS, HEART collaborative, Safe Med LA Qtr 1 2022 N/A Strategy 1.2. Expand Tenant Protections, Outreach, and Supportive Services Support expanding citywide protections for renters from unfair evictions and unaffordable rent increases by strengthening polices such as, maximum allowable rent increase, just cause eviction protections, renter’s right to counsel for unjust evictions. Additionally, support expansion of legal aid and tenant outreach and education programs to help renters enforce their rights against unjust eviction and prohibited rent increases. 1.2 Key Action Lead Support Estimated Start Date Estimated End Date 1.2a Take inventory of tenant protection laws and that exist in each Member City to identify gaps. WSCCOG Member Cities Qtr 2 2022 Qtr 2 2022 1.2b Advocate for increased legal protections, outreach, and services for tenants as a region WSCCOG, Member Cities Member Cities Qtr 2 2022 N/A 8.A.l Packet Pg. 79 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 3 Comms & Policy Advocacy 6.3b and within each Member City, to close existing gaps. 1.2c Provide Member Cities updates on changing state and local legislation related to tenant protections. WSCCOG Member Cities, LAHSA, CEO-HI Qtr 2 2022 N/A 8.A.l Packet Pg. 80 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 4 2. BEHAVIORAL HEALTH Goals: a. Expand sub-regional capacity to address the community’s behavioral health needs through increased collaboration and partnerships with the County, local hospital systems, philanthropy, and community partners. b. Build robust behavioral health alternative crisis response systems including dispatch, first responder services, and crisis-receiving facilities in the region to appropriately connect people experiencing behavioral and mental health crises to the continuum of care and treatment services instead of the criminal justice system. c. Expand first responder system capacity to support alternatives to law enforcement to address low-risk behavioral health crisis incidents. Issues/Needs: • In LA County, drug and alcohol overdose is the number one leading cause of death for persons experiencing homelessness, while suicide is the fifth leading cause of death.2 • SPA 5 saw a 67.5% increase, and SPA 4 saw a 51.3% in accidental drug overdose death rates between 2019 and 2020 among their residents (housed and unhoused).3 • Not all Westside Cities coordinate or have Mental Evaluation Team (MET) with direct access to mental health and substance use services. • There is variability between Westside Cities regarding the status of clinical capacity in their first responder systems. • There are limited crisis receiving facilities and treatment beds available in the region. Strategy 2.1. Ensure Access to Mental Health and Substance Use Services Ensure that all jurisdictions have access to mental health and substance use services in collaboration with the County departments of Mental Health, Health Services, and Public Health. 2.1 Key Action Lead Support Estimated Start Date Estimated End Date 2.1a Prevention 1.1d Coordinate with Departments of Mental Health Public Health, and Health Services in developing and expanding partnerships around: mobile crisis response pilots, ongoing MET and Multi-Disciplinary Teams (MDT) programs, harm reduction services, and Substance Use Disorder (SUD) treatment services WSCCOG Member Cities; DMH, DPH, DHS, HEART collaborative, Safe Med LA Qtr 1 2022 N/A 2.1b Explore effective public communication strategy that supports the County’s targeted Member Cities County, WSCCOG, Everyone In Qtr 3 2022 N/A 2 http://www.publichealth.lacounty.gov/chie/reports/HomelessMortality2020_CHIEBrief_Final.pdf 3 http://publichealth.lacounty.gov/sapc/MDU/SpecialReport/AccidentalDrugOverdoseReportJuly2021V2.0.pdf 8.A.l Packet Pg. 81 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 5 Comms & Policy Advocacy 6.2c substance use campaign and raise awareness about harm- reduction (e.g. sharp waste disposals in public spaces, NARCAN) 2.1c Convene the Member Cities to share resources and lessons learned on local behavioral health crisis response programs and efforts WSCCOG Member Cities Qtr 1 2022 N/A 2.1d Provide WSCCOG Homeless Working Group updates on changing state legislation related to behavioral health governance and funding. WSCCOG Member Cities Qtr 2 2022 N/A 2.1e Comms & Policy Advocacy 6.3c Advocate as a region for increased, sustained, direct, flexible, multi-year local, state, and federal funding to support and expand citywide and County programs related to behavioral health services. WSCCOG Member Cities Qtr 1 2022 N/A Strategy 2.2. Roll Out the New Behavioral Health Crisis 9-8-8 Program Align and coordinate cities’ behavioral health crisis response systems with the roll out of County and Department of Mental Health’s Behavioral Health Crisis 9-8-8 program. 2.2 Key Action Lead Support Estimated Start Date Estimated End Date 2.2a Convene with DMH, as the regional lead, on the County’s in-progress Behavioral Health Crisis 9-8-8 program, to ensure Westside Cities are equitably served by the resource. WSCCOG DMH Qtr 1 2022 N/A 8.A.l Packet Pg. 82 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 6 3. DATA Goal: Improve data sharing across the subregion to better inform deployment of supportive services and development of housing resources. Issues/Needs: • PEHs are mobile and/or displaced and therefore, move throughout the region. This presents a challenge in tracking services for PEHs who move around the Westside as related data is managed in silos. • Member Cities do not have direct access to HMIS which makes it more challenging for staff to use data to identify gaps and opportunities for connections to services and housing and inform related program development. Strategy 3.1. Promote Access to Data and Improve Regional Data Tracking Promote access to data among and across the Westside Cities and community partners. 3.1 Key Action Lead Support Estimated Start Date Estimated End Date 3.1a Work with CEO-HI to gain access to Countywide Homeless Information Portal (CHIP) if Member Cities do not already have access. Member Cities County CEO- HI; WSCCOG Qtr 1 2022 Qtr 3 2022 3.1b Comms & Policy Advocacy 6.3e Advocate and coordinate for all Westside Cities to gain access to HMIS. WSCCOG Member Cities; LAHSA Qtr 1 2022 Qtr 4 2022 3.1c Identify an HMIS staff lead who can access the HMIS database for case context when people are presenting in need of referrals at city facilities and public spaces. Member Cities LAHSA, WSCCOG Qtr 2 2022 Qtr 4 2022 3.1d Sign AB 210 Employee Participation and Confidentiality Agreement to allow for multi- jurisdictional data sharing for MDTs, if Member Cities have not already signed. Member Cities County CEO- HI; WSCCOG Qtr 2 2022 Qtr 3 2022 8.A.l Packet Pg. 83 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 7 Strategy 3.2. Improve Access to Case Management Data with Akido Labs Improve access to case management data and data quality to allow for better coordination of care for clients across multiple jurisdictions 3.2 Key Action Lead Support Estimated Start Date Estimated End Date 3.2a Each city explores the feasibility of using the Project Connect App via Akido Labs to share information between outreach and public safety teams to promote the continuum of care Member Cities Akido Labs In progress Qtr 3 2022 3.2b Apply for Metro funding as a COG to build out multi-jurisdiction technology solution like Project Connect App (via Akido Labs) WSCCOG Member Cities; Akido Labs; Metro Qtr 4 2022 Qtr 4 2022 8.A.l Packet Pg. 84 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 8 4. HIGH ROAD CAREER PATHWAYS & TRAINING Goal: Leverage workforce development opportunities to: b. Create high road career pathways for unhoused,formerly unhoused individuals, and homeless outreach service workers, c. Expand the workforce and improve job quality and support for homeless outreach service workers, and d. Provide uniform and consistent training for frontline city staff who regularly interface with unhoused residents. Issues/Needs: • Increase competitive workforce participation by people with a history of homelessness or at-risk of experiencing homelessness, including previously incarcerated, on parole or probation, youth who are out of school or work. • Homeless outreach workers are under-paid and agencies are experiencing significant turn-over, which breaks the continuity of care between staff and clients. • Demand for experienced outreach workers outpaces current supply . • Outreach teams need dedicated space to meet with clients and complete intake forms. • Outreach teams need more access to resources to refer clients for basic needs, such as personal hygiene, storage, and a safe place to stay while waiting for housing. Strategy 4.1. Improve Hiring and Employment Retention of Unhoused Residents Improve hiring and employment retention of unhoused city residents with high employment barriers (including histories of homelessness, incarceration, addiction, unable to acquire work documents, and other). Cities can play a supportive role in connecting local businesses to County and State programs that incentivize the hiring of PEHs. 4.1 Key Action Lead Support Estimated Start Date Estimated End Date 4.1a Share information, incentives, and resources with economic development agencies who work with local businesses, and regional business associations to encourage local private sector businesses to provide job training and employment opportunities for PEHs.4 Member Cities WSCCOG, WDACS, CEO-HI, local businesses associations Qtr 2 2022 N/A 4.1b Target local recruitment and hiring processes of current and formerly homeless individuals in city-supported contracts. Encourage public agencies and Member Cities WSCCOG, WDACS, CEO-HI, Westside Councils TBD TBD 4 Information sharing could inform businesses, for example, how to: enroll in the Homeless Hire Tax Credit, access to an approved vendor list of Social Enterprises businesses can contract with, become an employer partner with a Social Enterprise program (e.g. with LA:RISE); become an employment site for the CalWorks Program. 8.A.l Packet Pg. 85 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 9 businesses to contract with social enterprises who worked with people experiencing homelessness. Chambers of Commerce, other local business associations 4.1c Meet with the County, regional AJCCs, Social Enterprises and Alternative Staffing Organizations to understand how cities can be use their resources, purchasing power, and reach to promote, improve, and expand high quality workforce development opportunities for PEHs with supportive services. WSCCOG CEO-HI, BOS Economic Development Deputies, WDACS, regional AJCCs, Social Enterprises and Alternative Staffing Orgs 5 Qtr 4 2022 2023 Strategy 4.2. Support and Expand Workforce of Outreach Workers Develop well-trained, sustainable career pathways with livable wages for outreach workers to (1) attract more talent, (2) combat high turnover, low wages, and high burnout. 4.2 Key Action Lead Support Estimated Start Date Estimated End Date 4.2a Comms & Policy Advocacy 6.3f Advocate for the County/LAHSA to improve quality job standards for outreach workers through contracting power, improved funding, and other policies including but not limited to mandating living wages, hazard pay, increased time off, and improved mental health services. WSCCOG CEO-HI, LAHSA, Member Cities, Home for Good Funders (HACLA) Qtr 1 2022 N/A 4.2b Support Santa Monica College and other partners involved in developing a career pipeline and academic programs in the Homeless Services Sector WSCCOG Santa Monica College, LAHSA, Member Cities, WDACS, Qtr 3 2022 TBD 5 Such as (but not limited to) First Step Staffing, SoCal Goodwill JVS SoCal (West LA AJCC), REDF, Center for Employment Opportunities, Chrysalis, Hospitality Training Academy, WERC 8.A.l Packet Pg. 86 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 10 Regional Social Enterprises and Service Providers 4.2c Develop policies, if needed, to provide outreach workers access to public facilities (e.g., desk, wi-fi, etc.) when they are out in the field or completing intake forms with clients, which includes co- working spaces, libraries, recreation centers, and parks where people experiencing homelessness tend to gather Member Cities WSCCOG TBD TBD 8.A.l Packet Pg. 87 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 11 5. HOUSING Goal: Remove barriers to and increase housing production through innovative development and financing strategies. Issues/Needs • The Westside subregion experiences high rents and unaffordability, construction costs, and land value. • There is a lack of available land or space to build more new and affordable housing. • Current rapid re-housing subsidies and rental assistance vouchers are not enough to cover the high rents in the Westside subregion, which is causing people to leave the community and move to areas where housing is more affordable. Strategy 5.1. Develop Regional Actionable Strategies Under the Regional Early Action Program (REAP) Work with the WSCCOG Housing Working Group and consultant to develop a series of studies and strategy plans related to housing production and preservation. 5.1 Key Action Lead Support Estimated Start Date Estimated End Date 5.1a Assist cities in understanding and addressing barriers to housing production in the Westside subregion and identify specific policy recommendations and key actions to directly reduce development costs and address other impediments to production WSCCOG Member Cities 2022 N/A 5.1b Consultant to provide on-call technical assistance (TA) to the Westside cities in drafting new or amending existing ordinances in response to the recommended actions identified from the REAP studies WSCCOG Member Cities 2023 TBD 5.1c Consultant to conduct a subregional framework to affirmatively furthering fair housing in the Westside to address racial discrimination, residential segregation, and WSCCOG Member Cities 2023 TBD 8.A.l Packet Pg. 88 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 12 social inequities from historic redlining and exclusionary zoning policies. Scope to be determined. 5.1d Explore innovative subregional funding strategies and programs as a framework to form a potential Westside Subregional Affordable Housing Funding Program to establish a dedicated and ongoing revenue to accelerate housing production and support the preservation of affordable housing. WSCCOG Member Cities 2023 TBD Strategy 5.2. Preserve Existing Affordable Housing Preserve existing affordable housing to keep rents low and prevent people from falling into homelessness. 5.2 Key Action Lead Support Estimated Start Date Estimated End Date 5.2a Establish inter-agency agreements that would allow entrance into each Housing Authority jurisdiction on the Westside without going through the formal HUD portability process. Member Cities HACLA, LACDA, SMHA, CCHA WSCCOG Qtr 4 2022 TBD Strategy 5.3. Expand Landlord Participation in Key Re-Housing Programs 5.3 Key Action Lead Support Estimated Start Date Estimated End Date 5.3a Collaborate with the County to host a regional landlord engagement workshop and further strategize to support increased landlord participation in the Homeless Incentive Program (HIP) and provide updates on state law, including SB 329 (Section 8 voucher discrimination), AB 1482 (new rent cap WSCCOG Member Cities (their housing authorities: LACDA, HACLA, SMHA, CCHA), CEO-HI Qtr 3 2022 Qtr 3 2022 8.A.l Packet Pg. 89 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 13 increases), and new ADU laws. 6. COMMUNICATIONS & POLICY ADVOCACY Goals: b. Improve coordination and collaboration with public agencies (local, state, and federal) and local community partners to address homelessness. c. Standardize a regional communication strategy to inform the progress and updates of outreach and other efforts to prevent and address homelessness. d. Position WSCCOG to engage on behalf of member cities with county, state and federal electeds for district-specific funding and resources to improve homeless services and prevention. e. Advocate for subregional support Issues/Needs • Moving or removing encampments result in shuffling people across the subregion which becomes a barrier to finding housing and maintaining employment. • Align and/or pool subregional resources to address gaps in public resources, such as Measure H, state, and local resources. • Simplify complex processes through sharing homelessness engagement stories with constituents and public officials. • Increase community education about supportive housing to promote development across the region. Strategy 6.1. Collaborate with Public Agencies and Community Partners Promote opportunities for Westside Cities to collaborate with public agencies and community partners. 6.1 Key Action Lead Support Estimated Start Date Estimated End Date 6.1a Liaison with Safe Parking LA to create individual, proactive Member City relationships to (1) explore sites for RV lots for the safe parking lot program (2) understand how city can help Safe Parking LA connect to potential partner sites (such as faith-based organizations) Member Cities WSCCOG, Member Cities, Faith-based organizations, Safe Parking LA Qtr 2 2022 TBD 6.1b Liaison with CalTrans to set individual Member City relationships and protocols to address issues that arise (such as encampment outreach) on CalTrans right-of-way that border city property Member Cities Caltrans, WSCCOG Qtr 1 2022 N/A 8.A.l Packet Pg. 90 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 14 Explore Caltrans right-of-way properties to site non- congregant shelters and/or permanent supportive housing 6.1c Convene Member Cities to share strategies around engaging with faith-based organizations, mutual aid groups, and other community/streets-based organizations who currently volunteer their time providing meals, hygiene kits, harm reduction, phone lines, case management, and advocacy for unhoused residents. These groups fill the gaps in service provider and government systems. WSCCOG Member Cities, CBOs, Mutual Aid Groups, Faith-Based Organizations. Qtr 2 2022 N/A Strategy 6.2. Develop Subregional Communications Strategy Share data, narratives, and photos as a communication strategy with our partners, such as Everyone In. Educate and raise awareness around local support initiatives and success stories to build support for local efforts that end and prevent episodes of homelessness. 6.2 Key Action Lead Support Estimated Start Date Estimated End Date 6.2a Ensure WSCCOG homelessness webpage has active links to each Member City’s homeless/community service homepages. WSCCOG Member Cities Qtr 2 2022 Qtr 2 2022 6.2b Host Frontline Stories events in the Westside subregion. Member Cities Everyone in Qtr 3 2022 TBD 6.2c Behavioral Health 2.1b Explore effective public communication strategy that supports the County’s targeted substance use campaign and raise awareness about harm- reduction (e.g. sharp waste disposals in public spaces, NARCAN) Member Cities County, WSCCOG, Everyone In Qtr 3 2022 N/A 8.A.l Packet Pg. 91 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 15 6.2d Disseminate toolkits and communication pamphlets about Permanent Supportive Housing (e.g. Everyone In, League of Women Voters of LA “Yes in My LA: Guide to Supportive Housing”) WSCCOG Member Cities; Everyone In Qtr 4 2022 TBD Strategy 6.3. Advocate for Subregional Support Advocate for funding, resources, and legislation that are aligned with, and support, the subregion’s strategies and goals. With improve funding mechanisms and resources, Member Cities can create, expand, and replicate innovative pilot programs proven to be successful in: prevention, behavioral health, High Road career pathway development (for unhoused residents and outreach workers), and housing. 6.3 Key Action Lead Support Estimated Start Date Estimated End Date 6.3a Prevention 1.1b Advocate for and support increased, direct, flexible, multi-year county, state, and federal funding to support citywide and County homelessness prevention programs. Additionally, advocate to streamline the pass through of state and federal prevention funds to local jurisdictions and service providers. WSCCOG Member Cities, LAHSA, CEO-HI Qtr 1 2022 N/A 6.3b Prevention 1.2b Advocate for increased legal protections, outreach, and services for tenants as a region and within each Member City, to close existing gaps. WSCCOG, Member Cities Member Cities Qtr 1 2022 N/A 6.3c Behavioral Health 2.1e Advocate as a subregion for increased, sustained, direct, flexible, multi-year local, state, and federal funding to support and expand citywide and County programs related to behavioral health services. WSCCOG Member Cities Qtr 1 2022 N/A 8.A.l Packet Pg. 92 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) 16 6.3e Data 3.1b Advocate and coordinate for all Westside Cities to gain access to HMIS. WSCCOG Member Cities; LAHSA Qtr 1 2022 N/A 6.3f High Roads Career Pathways 4.2a Advocate for the County/LAHSA to improve quality job standards for outreach workers through contracting power, improved funding, and other policies including but not limited to mandating living wages, hazard pay, increased time off, and improved mental health services. WSCCOG CEO-HI, LAHSA, Member Cities, Home for Good Funders (HACLA) Qtr 1 2022 N/A 8.A.l Packet Pg. 93 Attachment: WSCCOG Subregional Homelessness Strategic Work Plan (4918 : Annual Homeless Update) Eviction Prevention CSD CAO, Rent Control, Code, SMPD, SMFD 410 households served by Legal Aid Foundation of LA 23 households recieved short- term assistance through Flex Funds 27 at-risk households served by the Senior Housing Task Force Right to Counsel Pilot CAO Operated by LAFLA and StayHousedLA 40 tenants received full-scope legal representation in their eviction cases since April of 2021 An additional 42 tenants have recieved limited scope legal services in their eviction cases since April of 2021. Emergency Housing Voucher (EHV) program CSD 73 matched participants 59 completed applications received 59 vouchers issued 4 participants leased up Activity Pillar: Housing and Prevention Expand and maintain affordable housing for vulnerable Santa Monicans, and provide support services to keep residents housed. Lead Dept Partner Depts Metrics (Fiscal year to date)PROJECTS 8.A.n Packet Pg. 94 Attachment: Homelessness Workplan (4918 : Annual Homeless Update) County Department of Mental Health Therapeutic Transport Van CMO PD, Fire, CSD Homeless Multidisciplinary Street Team (HMST) CSD 1,016 engagements 256 medical and/or psychiatric services provided 2 placed into interim housing 7 placed into permanent housing C3 Multidisciplinary Teams CSD 8,663 engagements 326 medical and/or psychiatric services provided 27 placed into interim housing 13 placed into permanent housing Behavioral Health RFP CSD RFP released 3/15/22 Submission deadline 5/10/22 County Departmetn of Mental Health clinicians SMPD 284 Mental Health Crisis Evaluations 170 Linkages to psychialtic urgent care or hospitalization 3 hospitalizations of Minors 812 homeless contacts 528 referrals to programs and resources Community Response Unit (CRU) SMFD CSD, SMPD 300 9-1-1 Emergency Responses 196 9-1-1 Responses involving people experiencing homelessness CRU kept Paramedic Engine Companies available 164 times. 10 behavior health patients transported to the Exodus Recovery Center (psychiatric urgent care center) 143 service referrals given Interim Housing & Housing Retention CSD 5 placed into interim housing 19 placed into permanent housing 391 maintained permanent housing Homeless Community Court CSD CAO, SMPD 2 graduates 3 participants placed into permanent housing pending implementation in FY22-23 Pillar: Behavioral Health Expand access to client-centered mental health and substance use disorder treatment for all Santa Monicas regardless of age, housing status, primary diagnosis or ability to pay. PROJECTS Metrics (Fiscal year to date) Activity Lead Dept Partner Depts 8.A.n Packet Pg. 95 Attachment: Homelessness Workplan (4918 : Annual Homeless Update) Police Department Homeless Liaison Program Team SMPD CSD, CMO, PW 1063 Documented contacts consisting of: All contacts advised of approprate services. 719 Field Interview cards / Advisals 220 Citations 24 Mental Health Evaluations 24 Arrests West Coast Care Fire 704 documented contacts 37 participants housed via Project Homecoming DTSM Park Ambassadors CSD PW 442 social services referrals 654 sleeping violations 60 drug paraphernalia disposals Library Services Officers SMPL SMPD, CAO, CSD 180 incidents involving people experiencing homelessness Public space capital improvements PW CSD, SMPD ATI Prefiling Diversion Program CAO SMPD 28 enrollees, 8 graduates POP Citation Clearing Events CAO SMPD, CSD 40 participants Pillar: Clean & Safe Open Spaces Maintain equitable access to safe, fun and healthy open spaces PROJECTS Metrics (Fiscal year to date) Activity Lead Dept Partner Depts 8.A.n Packet Pg. 96 Attachment: Homelessness Workplan (4918 : Annual Homeless Update) WSCCOG Homelessness Working Group CSD $112,500 Measure H funds in FY2021-22 for homeless prevention and move-in costs for people entering permanent housing Pillar: Strengthen Regional Capacity Build effective partnerships with regional entities to improve capacity across the Westside and LA County to address homelessess PROJECTS Metrics (Fiscal year to date) Activity Lead Dept Partner Depts 8.A.n Packet Pg. 97 Attachment: Homelessness Workplan (4918 : Annual Homeless Update) May 10, 2022 Ms. Sue Himmelrich, Mayor and Santa Monica City Council City of Santa Monica 1685 Main Street Santa Monica, CA 90401 Re: Special Meeting regarding City of Santa Monica homeless initiatives Dear Mayor Himmelrich and Honorable Councilmembers: Downtown Santa Monica, Inc. (DTSM) remains committed to playing a critical role in the City of Santa Monica’s commendable efforts to address homelessness in our community, and applauds the City Council’s comprehensive review of the City’s current strategies and tactics, as well as those in practice by social service agencies working in tandem with City staff. Santa Monica has consistently been a leader in the effort to eradicate homelessness. There is a history of embracing innovative ways of tackling this incredibly complex issue, from the early embrace of the housing-first model and Homeless Community Court to training law enforcement officers in homeless outreach and incentivizing the creation of affordable housing. We urge the City Council to continue exploring any and all tested approaches, and dedicate the resources necessary to make meaningful progress. DTSM is supportive of recommendations recently presented along with the results of the 2022 Citywide Homeless Count. These recommendations include: Expanding the SMPD HLP Team to operate seven days a week; Creating an additional multidisciplinary street team; Redesigning the SAMOSHEL interim housing program scope to facilitate after-hours intakes for City referrals; Expanded legal and support services to Santa Monica renters at risk of eviction; And revising the Below Market Housing waitlist priorities to prioritize households with Emergency Housing Vouchers. 1351 Third Street Promenade, Suite 201, Santa Monica CA, 90401 I 310.393.8355 I info@downtownsm.com 1 Item 8.A 05/11/22 1 of 6 Item 8.A 05/11/22 8.A.o Packet Pg. 98 Attachment: Written Comment [Revision 1] (4918 : Annual Homeless Update) DTSM also requests the City Council dedicate more resources to the Downtown business district, and specifically the Third Street Promenade. Downtown Santa Monica, according to the 2022 Citywide Homeless Count, experienced a 14 percent increase in the number of unhoused individuals in our district. DTSM and its Ambassador Program vendor, Block by Block, conducted our own homeless count in the district, and over the span of four days in February counted anywhere from 107 to 148 unhoused individuals, depending on the time of day. Downtown is, without question, bearing the brunt of homelessness, and our economic recovery continues to be negatively impacted. Visitors to the Downtown, merchants and property owners regularly voice their concerns about the level of homelessness they witness on our streets, in our alleys, our parks, the Promenade and our parking structures. DTSM Staff is advocating for the Board of Directors to fund a dedicated homeless outreach coordinator, in addition to our multifaceted ambassador program, to work in tandem with the City’s teams to allow for greater collaboration. But more resources from the City, County of Los Angeles, State of California and the federal government are sorely needed. If noticeable progress is not made soon, it is our concern that economic recovery will continue to suffer and the overall health of the Downtown will deteriorate. We need more resources and more attention to be paid to Santa Monica’s economic engine if we are to rebound from the pandemic and provide the City with the revenues it needs to fund meaningful programs. Sincerely, Barry Snell Interim CEO, Downtown Santa Monica, Inc. Chair, Downtown Santa Monica, Inc. Board of Directors cc: DTSM, Inc. Board of Directors DTSM, Inc. Staff David White, City Manager 1351 Third Street Promenade, Suite 201, Santa Monica CA, 90401 I 310.393.8355 I info@downtownsm.com 2 Item 8.A 05/11/22 2 of 6 Item 8.A 05/11/22 8.A.o Packet Pg. 99 Attachment: Written Comment [Revision 1] (4918 : Annual Homeless Update) 1 Vernice Hankins From:Denise Anderson-Warren Sent:Wednesday, May 11, 2022 4:28 PM To:councilmtgitems Subject:FW: Homeless Study Sessions From: Joshua Gilman <gilman@downtownsm.com> Sent: Wednesday, May 11, 2022 4:19 PM To: Rick Valte <Rick.Valte@santamonica.gov>; David White <David.White@santamonica.gov>; Henry Servin <Henry.Servin@santamonica.gov>; Phil Brock <Phil.Brock@santamonica.gov>; Sue Himmelrich <Sue.Himmelrich@santamonica.gov>; Kristin McCowan <Kristin.McCowan@santamonica.gov>; Lana Negrete <Lana.Negrete@santamonica.gov>; Gleam Davis <Gleam.Davis@santamonica.gov>; Christine Parra <Christine.Parra@santamonica.gov>; Susan Cola <Susan.Cola@santamonica.gov>; Denise Anderson‐Warren <Denise.Anderson‐Warren@santamonica.gov>; Barry Snell <barry@snellcpa.com> Subject: Homeless Study Sessions EXTERNAL Dear SM City Council, Thank you for holding this study session on homelessness to address these challenging issues facing our community. I am a property owner and DTSM Board Member serving in my second term. I would like to highlight the fact that we have two issues that need to be addressed individually (although there is an obvious overlap between the two). (1) The expanding homeless population in our downtown. This appears to be the main focus of your discussion tonight and I support the expansion of these programs and services. (2) Criminal activity that our businesses and visitors have experienced in greater volume. I urge you to explore new opportunities (legal, policy, budget, etc) so the SMPD has the tools they need to work on crime prevention and prosecution. The theft, public indecency, threatening and aggressive behavior makes day to day life in our core business district very difficult and to my knowledge these crimes generally do not lead to prosecution. We need deterrents to criminal behavior and I hope that the City Council can take action. As you know DTSM implemented the Safety Ambassador program which was an additional mobilization of the Block by Block Ambassador service. Although that has been effective at responding to non emergency calls (removing people from private property, etc) we did not see the improvement in criminal activity. DTSM will also be looking closely at how we can use our budget most effectively to improve the experience in the downtown but we do not have the resources or legal authority to deal with criminal activity. In the past few weeks we made the decision to close the passageway through our building on the 1300 block which provided convenient access from parking structure 4 because we felt that we could no longer keep our building and tenants safe. We take pride in participating in the activation of Promenade by keeping this passageway open and look forward to reopening when we feel it is safe to do so. Thank you for your consideration. Item 8.A 05/11/22 3 of 6 Item 8.A 05/11/22 8.A.o Packet Pg. 100 Attachment: Written Comment [Revision 1] (4918 : Annual Homeless Update) 2 Best, Joshua Gilman Board Member Downtown Santa Monica, Inc. 1351 Third Street Promenade, Ste. 201 Santa Monica, CA 90401 310.393.8355 www.DowntownSM.com Facebook | Twitter Item 8.A 05/11/22 4 of 6 Item 8.A 05/11/22 8.A.o Packet Pg. 101 Attachment: Written Comment [Revision 1] (4918 : Annual Homeless Update) 1640 5th St., Suite 124 Santa Monica, CA 90401 310-899-6200 310-899-6208 fax www.lafla.org Other Office Locations: East Los Angeles Office, 5301 Whittier Blvd., 4th Floor, Los Angeles, CA 90022; 213-640-3883 Long Beach Office, 601 Pacific Ave., Long Beach, CA 90802; 562-435-3501 South Los Angeles Office, 7000 S. Broadway, Los Angeles, CA 90003; 213-640-3950 Ron Olson Justice Center, 1550 W. 8th Street, Los Angeles, CA 90017; 323-801-7989 May 11, 2022 VIA E-MAIL councilmtgitems@santamonica.gov Mayor Himmelrich and City Council City of Santa Monica 1685 Main Street, Room 209 Santa Monica, CA 90401 RE: May 11, 2022 City Council Special Meeting – Agenda Item 8.A Comments on Staff Recommendations in Addressing Regional Homelessness Crisis; Specifically Item 8.A(4): Authorization for City Manager to Execute Agreement for Further Support Services for Legal Aid Foundation of Los Angeles Dear Mayor and City Council, I write on behalf of the Legal Aid Foundation of Los Angeles (“LAFLA”), and the low-income residents of Santa Monica we serve every day. The State of California’s emergency rental assistance program, and many of the accompanying protections, has ended. In response, our Santa Monica office has seen a significant 24% increase in housing cases since September, as compared to the same period last year. Further, a greater number of these cases, especially in the last few months, are unlawful detainer cases in the Superior Court. Indeed, the “wave” of eviction cases, long discussed as something on the horizon, is happening now. As you know, Santa Monica residents are at greater risk of homelessness and housing insecurity than ever before. To most effectively and immediately put resources to work for residents, LAFLA seeks to add two positions through this proposed agreement in Item 8.A: (i) a paralegal; and (ii) a case manager. Both of these positions would fill gaps in currently available services to the benefit of both Santa Monica residents and LAFLA attorneys. LAFLA operates elsewhere in the county on a tried and tested model of housing first response based on paralegals. These professionals are able to streamline intake, diagnose issues, give initial supervised advice, and support existing litigation. However, the Santa Monica office has never had a substantive paralegal to do this work, only one position limited to intake. One paralegal position would impact and benefit the work of multiple housing attorneys, and in turn, our low-income clients. This would allow staff attorneys to focus more time and attention to more complex legal work and writing and support them as they prepare for court. Item 8.A 05/11/22 5 of 6 Item 8.A 05/11/22 8.A.o Packet Pg. 102 Attachment: Written Comment [Revision 1] (4918 : Annual Homeless Update) May 11, 2022 Page 2 of 2 Further, part of LAFLA’s mission is to provide holistic assistance to each client, not just their discrete legal issue. This means that staff attorneys have had to also wear the hat of quasi-case manager in addition to their legal work. Although we successfully partner with other local organizations providing case management services, and will continue to do so, the LAFLA attorney continues to be the coordinator on our end for their clients. Hiring an in-house case manager would finally provide a dedicated position to our clients numerous legal-adjacent needs and a single point person for coordination with other social services. Just as with the paralegal, a case manager would free up attorneys to focus on their legal work and increase their ability to help more clients. LAFLA greatly appreciates the consideration of the Council and is committed to continuing the fight against the ongoing homelessness crisis. We are proud of our long history serving the Santa Monica community and seek this additional agreement to supplement that crucial work. Very truly yours, Kevin F. Mitchell Managing Attorney Item 8.A 05/11/22 6 of 6 Item 8.A 05/11/22 8.A.o Packet Pg. 103 Attachment: Written Comment [Revision 1] (4918 : Annual Homeless Update)