CITY OF SANTA MONICA

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Consolidated Annual Performance and

Evaluation Report

PUBLIC REVIEW DRAFT

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CITY OF SANTA MONICA

Program Year 2014

Consolidated Annual

Performance and Evaluation Report

Submitted to the

U.S. Department of

Housing and Urban Development

HUMAN SERVICES DIVISION Community and Cultural Services Department

HOUSING DIVISION

Housing and Economic Development Department 1685 Main Street, Room 212, Santa Monica, California 90401 Telephone (310) 458-8701 FAX (310) 458-3380 TDD (310) 458-8696

Website: www.smgov.net September 2015

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TABLE OF CONTENTS

INTRODUCTION ... 1

ASSESSMENT OF FIVE-YEAR HOUSING AND COMMUNITY DEVELOPMENT GOALS AND OBJECTIVES ... 1

1. Priority Affordable Housing Activities ... 2

2. Priority Special Needs Housing Activities ... 4

3. Priority Homeless Activities ... 6

4. Priority Community and Public Services Activities ... 8

5. Priority Economic Development and Anti-Poverty Activities ... 10

6. Priority Infrastructure/Public Facilities Activities ... 12

7. Planning and Administration ... 15

AFFIRMATIVELY FURTHERING FAIR HOUSING ... 17

Milestones ... 17

Affirmatively furthering fair housing ... 17

Statistics for Program Year 2013 ... 17

Community Education Goals for Upcoming Year ... 18

AFFORDABLE HOUSING ... 18

Worst Case Needs ... 18

Fostering and Maintaining Affordable Housing ... 18

Affirmative Marketing ... 18

Special Needs Populations ... 19

Outreach to Women and Minority Owned Businesses ... 19

CONTINUUM OF CARE ... 19

Prevention and Outreach through Emergency, Transitional and Permanent Housing ... 19

Effectiveness of the Service Delivery System ... 20

Cost of Services ... 23

OBSTACLES TO MEETING UNDERSERVED NEEDS ... 23

Increase in Population in Need of Assistance ... 24

Lack of Resources ... 24

Reduction in Services ... 24

Accessibility ... 24

Awareness of Services ... 24

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2014 - CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION REPORT

INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION ... 25

PUBLIC HOUSING IMPROVEMENTS ... 26

REDUCTION OF LEAD-BASED PAINT HAZARDS ... 26

COMPLIANCE WITH PROGRAM AND COMPREHENSIVE PLANNING REQUIREMENTS ... 27

FAMILY SELF SUFFICIENCY PROGRAM ... 28

ANTI-POVERTY STRATEGY ... 28

LEVERAGING RESOURCES... 29

Funding Sources ... 29

Program Income ... 29

Loans and Other Receivables ... 29

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM ... 30

Funded Activities ... 30

Activity Reporting... 30

Other Resources ... 30

Certifications of Consistency ... 30

HOME INVESTMENT PARTNERSHIP ACT (HOME) PROGRAM ... 30

CITIZEN COMMENTS... 31

SELF-EVALUATION ... 31

ATTACHMENTS

Attachment I: Low and Moderate Income Area by Census Tract Attachment II: Minority Population by Census Tract

Attachment III: Summary of Community Development Accomplishments Attachment IV: Consolidated Plan Annual Performance and Evaluation Report Attachment V: Activity Summary (GPR)

Attachment VI: Financial Summary Report (IDIS Report Number C04PR26) Attachment VII: HOME Match and Annual Performance Reports

Attachment VIII: HUD Tables

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INTRODUCTION

The overall goal of the community planning and development programs included in the Consolidated Plan is to develop viable communities by providing decent housing and a suitable living environment and expand economic opportunities principally for extremely low, very low, low- and moderate-income persons. The City of Santa Monica’s Five-Year Consolidated Plan, prepared in May 2010, addresses these goals within the context of the City’s overall housing and community development needs, and the limited resources available to address these needs. The Consolidated Plan sets forth the City’s goals, objectives, and performance benchmarks for measuring progress over a five-year period (2010-15) for use of Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) funds.

This Consolidated Annual Performance and Evaluation Report (CAPER) for the 2014 Program Year provides the status of actions taken during this 12 month period to implement the City’s overall strategy, as well as a self-evaluation of progress made during the past year in addressing identified priority needs and objectives. The CAPER is submitted in accordance with regulations governing Consolidated Submissions for Community Planning and Development Programs (24 CFR 91.520) and reporting requirements as directed by the U.S. Department of Housing and Urban Development (HUD). This 2014 accomplishments report will be the last document governed by the 2010-15 Consolidated Plan goals and objectives.

ASSESSMENT

OF

FIVE-YEAR

HOUSING

AND

COMMUNITY

DEVELOPMENT

GOALS

AND

OBJECTIVES

The City’s Five-Year Consolidated Plan describes the general priorities for assisting households, strategies and activities to assist those households in need, and specific objectives identifying proposed accomplishments. The following section outlines the five-year objectives for CDBG and HOME-funded programs as indicated in the Consolidated Plan and provides the status of actions taken during the program year to implement the overall strategy. Fiscal Year 2014-15 marked the fifth year of the City of Santa Monica’s Five Year Consolidated Plan. In an effort to prioritize needs and efficiently allocate resources, the City collaborated with citizens, elected officials, public-private agencies, and nonprofit organizations to determine community needs in FY2014-15. The main identified areas of need were affordable housing,

The City received $1.7 million in funds from these federal program (and related program income) in 2014, continuing the downward trend from the $2.56 million received in 2010. While additional local and other dollars were spent to support Consolidated Plan-funded program areas, this report focuses primarily on Consolidated Plan funds and their role in addressing the community development needs of our city. The City of Santa Monica departments receiving and implementing Consolidated Plan funding in 2014 were:

 Housing & Economic Development (HED)

 Community & Cultural Services (CCS)

 Public Works (PW)

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1. Priority Affordable Housing Activities

The generally high cost of housing in the City relative to household income continues to indicate a high priority need for affordable housing, including affordable higher-density housing. Furthermore, increasing energy costs have an impact on housing affordability and to enhance housing affordability all new housing construction in Santa Monica complies with energy efficiency requirements.

Priority AH-1: Expand housing opportunities for extremely income, very income, low-income, and moderate-income households through an increase in the supply of decent, safe, and affordable housing and rental assistance and services to sustain housing for special needs populations. Program AH-1.1: Construction and Development of New Affordable Housing

Rental Housing: The state-mandated elimination of redevelopment agencies in California and the recent budget cuts in federal housing programs has significantly diminished the City of Santa Monica’s ability to continue assisting in the development and rehabilitation financing for rental housing projects.

Resources: Types of financing assistance include pre-development loans, bridge loans, site acquisition, and permanent financing. Other than HOME and CDBG monies, due to the State-mandated elimination of redevelopment agencies in California, Santa Monica has only the Citywide Housing Trust Fund as a local financing resource. This revenue is derived from housing in-lieu fees and fluctuates with market development cycles. In addition to publicly-assisted housing, affordable housing is also produced in private developments as a result of regulatory agreements, settlement agreements, and rent control removal permit requirements. The City works extensively with the non-profit housing sector, which further leverages City funding with other public and private sources of funds to maximize the number and affordability of units provided.

Program AH-1.2: Tenant Based Rental Assistance Program (TBRA)

The City uses HOME funds for the tenant based rental assistance program that is administered by the City’s Housing Authority.

Objective & Outcome: Affordability for the purpose of providing decent affordable housing (AH-1.) Priority: High priority assistance to the elderly, frail elderly and vulnerable populations.

Status: During the 2014 program year, 22 households were provided rental assistance using HOME funds.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

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Priority AH-2: Maintain and preserve the existing affordable housing stock. Program AH-2.1: Mobile Home Improvement Program

The City supports mobile home park communities as an affordable housing alternative. Therefore, the city-owned Mountain View Mobile Home Park consists of older mobile home units, financial assistance will be provided to substantially rehabilitate or replace existing units with new models that meet current standards. Objective & Outcome: Sustainability for the purpose of providing decent affordable housing (AH-2) Priority: High priority project for low-income households.

Status: The 2014/15 Action Plan did not include an activity or goals for this program given the reductions to the City’s entitlement grant. The City was able to accomplish its goal using local funding and as illustrated in the table below and was able to exceed its 5-year goal. During the 2013 program year, 8 new manufactured homes were installed at Mountain View (using local or private funds, not federal funds). During the 2012 program year, seven additional new sustainable manufactured homes were installed at Mountain View (only one of which was federally-funded; the other six were financed with local funds). Historically, the City has invested more than $7 million in non-federal funds for infrastructure improvements during the 2009 and 2010 program years. As indicated in the chart below, 34 new manufactured homes were installed during the last five (2010-15) program years.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

5 9 5 10 5 7 5 8 5 0 25 34

Program AH-2.3: Residential Repair Program

This program provides financial assistance for a variety of repairs through two programs: (1) the Multi-Family Rental Rehabilitation Program for owners of multi-family rental properties occupied by low and moderate income tenants; and (2) the Owner-Occupied Rehabilitation Program for low and moderate income homeowners. Eligible repairs include such items as health and safety code violations, testing and remediation of environmental hazards such as lead-based paint, unsafe or inoperable electrical wiring or fixtures, unsanitary plumbing fixtures, leaking roofs, peeling interior/exterior paint, accessibility improvements such as ramps, and other general repairs.

1. Multi-Family Rental Rehabilitation Program: This program provides financial assistance in the form of: (a) matching grants for property owners whose buildings are 51 percent occupied by low-income tenants; and (b) grants for testing and remediation of specific hazards in units occupied by Section 8 households with children under six years of age.

2. Owner-Occupied Rehabilitation Program: This program provides financial assistance in the form of grants to: (a) elderly low and moderate income homeowners (over 62 years old); (b) low income households with a disabled family member; and (c) low and moderate income mobile home owner/occupants to make necessary minor and moderate repairs to their homes.

Objective & Outcome: Sustainability for the purpose of providing decent affordable housing (AH-2) Priority: High Priority

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Status: During the 2014 program year, the City approved two rehabilitation funding applications, one involving six apartments and one involving eight apartments, for a total of 14 apartments. Additionally, the rehabilitation of two multifamily properties containing 30 apartments was completed during the 2014 program year. These included both the six-unit building approved in the 2014 program year and a 24-unit rehabilitation that was approved in the 2013 program year. The rehabilitation for the 8-unit property is anticipated to conclude during the 2015 program year.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

20 30 20 0 20 0 20 25 20 30 100 85

2. Priority Special Needs Housing Activities

There are several groups that have a higher need for affordable housing and have special housing needs. These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental, physical, developmental), victims of domestic violence, youth (in general and aging-out foster youth), and members of the Santa Monica Service Registry, which is a list of the most vulnerable chronically homeless individuals as determined by length of time on the streets, age, and physical and mental health conditions.

Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely to face housing problems and have difficulty affording housing. Seniors and people with disabilities also have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the adaptation of the housing they currently occupy. In addition to general challenges, seniors may have supportive needs resulting from dementia and increasing physical debilitation.

Priority SP-1: Increase the supply of appropriate and supportive housing for special needs populations.

Program SP-1.1.: Citywide Affordable Housing Trust Fund

The City will continue to loan available funds to acquire and rehabilitate properties to support the creation of affordable housing for special needs households.

Objective & Outcome: Increase affordable housing opportunities for special needs households. Priority: High priority.

Status: The City provided more than $5 million in acquisition and predevelopment funding for a proposed 34-unit special needs affordable housing development during the 2010 and 2011 program years, although this funding was local and not federal. The City assisted the proposed development in obtaining entitlements and tax credit financing during the 2012 program year. The development began construction during the 2013 program year and was completed just after the end of the 2014 program year and tenants moved-in during July 2015.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

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Priority SP-2: Preserve existing special needs housing and supportive housing. Program SP-2.1: Supportive and Special Needs Housing Preservation

Preserve supportive and special needs housing through subsidy of operations, deed restrictions, services, and rehabilitation. Assistance must result in the creation of new special needs housing units or the extension of present restrictions on existing special needs units. During the 2012 program year, the City applied for seven Shelter Plus Care vouchers for use at 1616 Ocean Avenue, a proposed supportive housing development, although the developer ultimately decided that his proposed project was not financially feasible. During the 2014 program year, City staff worked with the tenants and owner of a 100-unit senior affordable housing development that was at risk of converting to market-rate housing, to preserve the housing for low-income seniors. A tentative agreement with the property owner to preserve the affordable housing for another 55-years was reached in July and the City Council approved the parameter of the agreement in August 2015. In a separate effort, each year the City applies for and receives funding for six Continuum of Care renewal grants through this request.

Priority SP-3: Adapt or modify existing housing to meet the needs of special needs populations. Program SP-3.1: WCIL Home Access Program

The WCIL’s (Westside Center for Independent Living) Home Access Program is CDBG funded. The program provides services (occupational therapy evaluations, installation and minor structural modifications) and equipment (“assistive technology” like handrails, ramps and doorbells that flash instead of ringing) to low-income renters and home owners in Santa Monica who have a disability and need home modifications to allow them to stay in their rented homes. The program increases the stock of accessible housing in Santa Monica through the provision of modifications for people with disabilities.

Objective & Outcome: Accessibility for the purpose of creating a suitable living environment (SL1) Priority: High priority program for special needs populations, elderly and frail elderly.

Status: In program year 2014, the Westside Center for Independent Living (WCIL) provided services to 38 unduplicated individuals. Twenty-nine (29) participants received occupational therapist evaluations. Thirty-eight (38) participants received home modifications. Of the total served, thirty four (34) were new participants to the program. Of the twenty-eight (28) participants 62 years of age or older, seventeen (17) were living in affordable homes.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

30 55 30 50 30 30 30 47 30 38 150 220

Priority SP-4: Improve access to services for those in special needs housing. Program SP-4.1: Housing and Supportive Services Coordination

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Where possible, housing intended for special needs groups will be located in proximity to public transportation and services required by the special needs group occupying the housing. Supportive services will be coordinated through the City Human Services Division with service contracts funded by City general funds. This strategy would apply to site acquisition, new construction, and rehabilitation. Funding for services will need to be identified separately from capital funds.

3. Priority Homeless Activities

Priority H-1: Assist the chronically homeless, homeless veterans and those at risk of becoming homeless by providing access to permanent affordable housing with appropriate supportive services through a Housing First Model.

Program AH-1.1 and H-1.1: Affordable Housing Production

Use the following strategies described under affordable housing to produce new permanent supportive housing units. These units can be stand-alone developments dedicated to housing the chronically homeless or units dedicated to the chronically homeless integrated into larger developments.

• Construction and development • Acquisition and rehabilitation

• Pursue additional funding sources and subsidies

Existing housing stock is also made affordable through the use of tenant-based housing subsidies (vouchers). The use of vouchers provides immediate housing options as well as greater housing choice for low-income tenants. Support services are provided to those households with special needs through home-based case management.

Program H-1.2.1: Housing and Services to Homeless

The City will provide assertive outreach and intensive case management to chronically homeless persons in the Chronically Homeless Program Assertive Case Management and Santa Monica Homeless Community Court Programs.

Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (H-1)

Status: During the 2014 program year, the City provided additional leveraging of General Funds to enhance the services provided through a contract with St. Joseph Center, a local non-profit 501(c)3 organization. Through this partnership, the City provided supportive services to 75 homeless and chronically homeless individuals. In addition to providing services to 41 clients in permanent housing, 13 new clients were placed in permanent housing. Of the 54 households in permanent housing, 54 (100%) retained housing for 12 months or until the end of the reporting period.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

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Program H-1.2.1: Housing and Services to Homeless

This program provides housing placement and retention services to chronically homeless individuals with special needs and assists low income households participating in the Housing Choice Voucher program while achieving economic independence and securing a living wage. The focus of the program is to assist

participants in identifying and securing appropriate housing, making sure that housing is affordable through housing subsidies, and ensuring households maintain their housing through the provision of comprehensive case management services, assessment, vocational training, benefits assistance, employment, and other supportive services.

Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (H-1)

Status: During the 2014 program year, the program served 217 households (108 homeless special needs / 109 low-income households). Of the 217 households in permanent housing, 202 (94%) maintained their housing during the program year. In addition, 179 households increased their income through employment or benefits. During the 2014 program year five households graduated from the program. The total amount of HUD-supported escrow for households in the program was $51,279.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

190 233 190 245 190 232 190 244 190 217 950 1171

Priority H-2: Collaborate with City, County Mental Health, and local non-profit housing service providers to provide individualized intervention, treatment and housing placement plans for chronically homeless clients, including vulnerable veterans, in Santa Monica or adjacent areas. Program H-2.1: Collaboration of Homeless Resources

The City of Santa Monica supports its local homeless housing and services delivery infrastructure through non-CDBG funds, which include City of Santa Monica General Funds, and HUD Continuum of Care funds (formerly Supportive Housing Program and Shelter Plus Care funds). Homeless services funded by the City of Santa Monica are geared toward helping chronically homeless people transition from the streets to permanent housing and then helping those persons retain their housing. The services historically have been based on a “Continuum of Care” model characterized by the following components: outreach, emergency services, intake and assessment, emergency shelter, case management and supportive services, transitional housing, permanent supportive housing and aftercare. In more recent years, the City has promoted “best practice” approaches to ending homelessness, including Housing First, helping service providers to prioritize treatment and find appropriate housing solutions, collaboration with hospitals to strengthen discharge planning, the Santa Monica Homeless Community Court, Project Homecoming (permanent housing via family reunification), and coordinated assessment using the Vulnerability Index to create a Service Registry (a list that identifies the City’s most vulnerable chronically homeless individuals). During program year 2013 coordinated assessment became a county-wide project under the Coordinated Entry System. After a successful pilot in the Los Angeles Skid Row area, the Coordinated Entry System (CES) pilot project was expanded to seven additional communities county-wide, including the Westside. While Santa Monica has been coordinating and prioritizing housing and services for the most acute individuals for many years, this practice is now being implemented on a county-wide scale. A key component of service coordination is aligning resources towards shared goals. To this end, local agencies continued to leverage local homeless service funding (City General Funds) to maintain federal grants from the Substance Abuse and Mental Health Services Administration (SAMHSA) and Los Angeles

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County Department of Mental Health (DMH) that fund inter-disciplinary street teams that employ a Housing First approach to rapidly house the most chronic and vulnerable individuals in our community. Additionally, the City made available a licensed clinical social worker (LCSW) who links and brokers services between clients and service organizations. The LCSW also provided mental health assessments, crisis management and case management services to persons at-risk of homelessness and high-risk persons already housed.

Non-Entitlement Grant-Funded Homeless Assistance Programs:

The City provides assistance to homeless individuals through a number of other programs which are not entitlement grant-funded. More detail on other programs, including Outreach, Emergency Shelter, Transitional Housing, Permanent Supportive Housing, Case Management and Support Services, and the Chronic Homeless Program/Service Registry, can be found in the “Continuum of Care” section of this report.

4. Priority Community and Public Services Activities

The public services category encompasses the many social service programs that are offered in the City. Priority need populations identified were youth, seniors, persons with disabilities, and homeless persons. Services for these populations were varied, but the emphasis was on providing comprehensive service levels.

Priority CD-1. General: Expand provision of services that provide intense benefit to low-income individuals, while reducing services that provide a small benefit to a larger number of people.

Program CD-1.1: Social Services Programs

Support social services programs that meet the basic human needs of low-income persons with an emphasis on serving priority needs populations and meeting priority needs.

Program CD-1.2: Information and Referral, and Outreach

Support efforts to provide information on existing services to those in need of services and to refer individuals in need of services in a well-integrated, streamlined fashion.

Priority CD-2. Seniors: Enhance the quality of life of senior citizens and frail elderly, and enable them to maintain independence and access well-coordinated social services.

Support social service programs that serve older adults to age in their homes and in their community. Special emphasis is placed on serving those older adults who are most vulnerable, resistant to or have never received services, or whose housing may be at risk.

Priority CD-3. Young Children: Expand the availability of high-quality, affordable infant and toddler childcare.

Program CD-3.1: Affordable Childcare

Support efforts to increase the availability of high-quality, affordable childcare for low-income households, especially those with infants or toddlers. Funding may be provided for subsidizing facility rent or staffing costs, training for childcare workers, or vouchers for low-income parents to use at existing childcare facilities.

Priority CD-4. Youth: Increase opportunities for children/youth to be healthy, succeed in school, avoid gang activity, and prepare for productive adulthood.

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Program CD-4.1: Youth Programs

Support the provision of a wide range of services to youth aged birth to 24 years and their families. Programs will focus on providing child care/early education subsidies, early education support and mental health assessments, school-based mental health and support services for elementary through high school students, parent and family support and education, youth violence prevention and intervention (include gang prevention and intervention), intensive case management and services, educational programs, , and job training and preparation.

To further Santa Monica’s commitment to youth services, the City strengthened collaborative public and private partnerships with key youth-serving institutions and organizations, including the Santa Monica-Malibu Unified School District, Santa Monica College, and various non-profit agencies through the formation of the Santa Monica Cradle to Career (smC2C) Initiative. Since the inception of smC2C in 2011, the collaborative has released two annual Youth Wellbeing Report Cards, an in-depth examination of data from 10 different sources that report how our children are doing in the key developmental areas of physical, emotional, social and academic wellbeing. Based on the findings in these reports, in fiscal year 2014/15, smC2C committed to the following goals: (1) increasing Kindergarten readiness, (2) engaging vulnerable youth and their families in supportive services, (3) strengthening youth connectedness and emotional health, and (4) improving college and career readiness.

Priority CD-5: Special Needs Children: Increase services for children with special needs, especially from birth to three years.

Program CD-5.1: Programs for Special Needs Children

Support services for children with special needs (ages 0 to 3) and their families. Critical services include physical, occupational and speech/language therapies, counseling, developmental screening and evaluations, assistive technology, audiology or hearing services, educational programs, medical or nursing services, nutrition services, and service coordination.

Priority CD-6. Homeless: Support efforts to help chronically homeless, homeless veterans or near-homeless Santa Monica residents secure or maintain adequate permanent housing and receive necessary supportive services.

Program CD-6.1: Homeless Supportive Services

Support services that serve homeless and near-homeless populations, with a particular focus on the chronically homeless participants of the Santa Monica Service Registry. Funding may also be provided for permanent housing or facilities for service provision near permanent housing.

Priority CD-7. Fair Housing: Continue to promote fair housing activities and affirmatively further fair housing.

Program CD-7.1: Fair Housing

Support efforts to continue enforcing local, state, and federal laws to assure that residents are treated fairly and lawfully in their search to secure and maintain housing. Fair housing efforts are currently carried out by the Consumer Protection Unit in the Santa Monica City Attorney’s Office.

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Priority CD-8. People with Disabilities: Support efforts to help Santa Monica residents with disabilities secure supportive housing and receive necessary supportive services.

Support social services that promote independent living for people with disabilities. This includes care management, benefits and health advocacy, education relation to assistive technology, housing assistance and home modifications services.

Non-Entitlement Grant-Funded Community & Support Services Programs

The City supports a number of public and community programs for low and moderate income persons through direct service programs and grants to local agencies. These include services for children, youth and families, legal, medical and other needed community services for low and moderate income residents, the administration of a fair housing program, services for seniors and people with disabilities, drug and alcohol abuse services, and domestic violence services.

5. Priority Economic Development and Anti-Poverty Activities

The Great Recession of 2007-2009 resulted in higher unemployment rates in Santa Monica and the Los Angeles metropolitan area, and fewer jobs are available at all levels. Although the recession officially ended in June 2009, recovery for vulnerable populations has been slow and unsteady, making income disparities even wider. Extended periods of unemployment or underemployment have long lasting, financially negative effects on individuals and families that can last decades. The U.S. unemployment rate in June 2015 was 5.3% compared to 6.3% in California and 6.2% in Santa Monica, clearly higher than the national average. The landscape is even less optimistic for younger members of the workforce; youth (ages 16-24) have been especially impacted by the economic downturn, finding that even low-wage entry level jobs are unavailable to them. The unemployment rate for Californians in June 2015 was highest for residents aged 16-19 years at 22.7%, up 0.4 percentage point from May.

Priority CD-9. Economic Development: Provide job training opportunities focused on assisting persons, especially older youth (ages 16-24), to develop skill sets consistent with the types of careers expected to be available.

Program CD-9.1: Job Training

Status: Local resources were utilized to support employment training and placement. The table below provides program year 2014 accomplishments and the five year cumulative totals.

Provide Job Training Opportunities with non-CDBG funds. 2010-15 Consolidated Plan: Medium Priority

Unmet Priority Need: 150

2010 2011 2012 2013 2014 5 Year

Total Actual Actual Actual Actual Actual Actual To Date

Job Readiness Workshop - 500 600 1100 740 2940

Job Training 182 244 387 497 600 1910

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Support job training, retraining, and employment placement programs for low-income persons, with an emphasis on serving older youth. Job training programs will focus on skills needed for growing industries such as green energy and healthcare that are expected to offer decent pay and benefits to entry-level persons. The City of Santa Monica supports economic development programs with non-CDBG and HOME resources. The report “Increasing Youth Employment Opportunities in Santa Monica” includes an inventory of available youth employment services and programs; summarized models and best practices for service delivery and outreach; reviewed local demographic data about youth who are employed; summarized feedback received from Santa Monica youth about their job preferences and work experiences; synthesized data from City departments and representatives of youth employment programs about challenges and opportunities; and presented a range of possible options for enhancing youth employment opportunities in the City. In program year 2013, the City formed an interdepartmental team comprised of Planning and Community Development, Community and Cultural Services, and Housing and Economic Development staff to evaluate opportunities to form a program of local hire practices and policies. In program year 2014, the City increased youth access to employment training through a partnership with the Santa Monica Chamber of Commerce on a Job Fair for Youth; and continued to provide employment services for Pico Neighborhood residents at Virginia Avenue Park (VAP). The City continues to fund non-profit employment services agencies, Chrysalis, Jewish Vocational Services (JVS), and the Hospitality Training Academy (HTA) to provide job training and placements for underserved persons with low-incomes and/or special needs to develop skills necessary to obtain and maintain employment. The Hospitality Training Academy (HTA) was funded in 2014 to provide training and placement in jobs with career path opportunities in high growth and demand industry sectors. By year-end 2014, Chrysalis served 452 Santa Monica residents, of which 97 (21%) secured permanent employment. JVS served 48 “at-risk” older youth, of which 38 (79%) secured employment; and HTA served 60 older youth and low-income adults, of which 40 completed the employment training program and 27 (67%), secured employment. Furthermore, the City employs youth in a range of positions including Student Worker, Junior Pool Lifeguard, Police Cadet, Labor Trainee, Video Intern and Administrative Aide. Milestones reached in employment awareness and training in program year 2014 included the following four major programs:

Career Day and Job Readiness Workshops 2015

:

Held at Santa Monica High School in March, this event was expanded to include a morning assembly for the entire junior class of 740 students. All 740 juniors attended 3 different career panels and job readiness workshop following the assembly. The Santa Monica Chamber of Commerce, Santa Monica-Malibu School District staff, City of Santa Monica staff, and the Santa Monica High School Alumni Association recruited 149 speakers for the 75 different Career Panels presented throughout the day. The Job Readiness Workshops presented resume tips, job search, and interview skills for the students. An additional Career Day panel was presented for the City’s smaller alternative high school (Olympic) in April for over 70 students.

Trades Intern Program

:

The Trades Intern Program continues to be fully enrolled with 10 interns. Four completed their 2-year limited term positions and were replaced by 4 new interns. Of those that completed their terms, 2 secured permanent positions with the City of Santa Monica in Streets and Beach Maintenance. Interns are currently working in various trades including: Streets, Paint, Carpentry, Pier Maintenance, Fleet, Electrical and HVAC. This coming Fall 2015, staff will conduct a new recruitment for upcoming Trades Interns vacancies. Staff have built relationships with other City Staff including Civil Engineering and Planning, to assist exiting Interns with post-internship employment. Staff are also forging relationships with IBEW and other Trade Unions to assist Interns with meeting the qualifications for Trades Union Apprenticeships. One of the Trades Interns has already been accepted into Local 250 Union which includes welding and refrigeration systems.

Youth Technology Program

:

The City’s Human Services Division and Information Services Department (ISD) collaborated to implement the Youth Technology Program (YTP). YTP is a six week, workforce-development program designed to provide youth in our community with a

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the-scenes introduction to how the city utilizes technology in its daily operations. Students gain insight and hands on experience with the basic elements of information systems, as well as exposure to an expanding job sector. In its fourth year, the program hosted thirty-five high school students and recent graduates who learn how technology is utilized for public safety, transportation, parking and financial management. ISD arranged paid and unpaid internships for many of the 2014 graduates, four of which were Administrative Interns or As-Needed Specialists with the City and counselors for the program this summer.

Job Placement/Support at the Virginia Avenue Park (VAP) Teen Center

:

The VAP Teen Center provided support to youth for job opportunities/readiness via referrals to collaborating partners who hold partial office hours at the Teen Center for members of the public. Providers include Chrysalis, Jewish Vocational Services and Hospitality Training Academy. Staff met individually and in group settings with over 145 young adults and an additional 40 community members on job support. Teen Center staff also referred numerous youth to temporary employment opportunities made available by local employers. Service providers conduct mock interview training, resume building, introduction to cover letters, and job searches. Workshops are held on a weekly basis for the community. These workshops cover information to educate individuals on how to best prepare for interviews as well as practices to maintain employment status. The service providers have relationships with local businesses who occasionally send representatives to speak about job and career choices.

6. Priority Infrastructure/Public Facilities Activities

Santa Monica’s infrastructure and public facility needs were centered on creating and maintaining sustainable environments, including integrating the Exposition Light Rail line into the community via partnership with the Los Angeles Metropolitan Transportation Authority currently under construction and scheduled for completion in 2016, increasing accessibility for pedestrians, bike riders and persons with disabilities, and creating adequate recreational environments in low-income areas.

Priority CD-10. Accessibility: Improve accessibility for persons with disabilities, seniors, pedestrians, and bicyclists.

Program CD-10.1.1: Beach Restroom Accessibility Improvements

The City provided accessibility improvements to public restrooms near the Santa Monica State Beach. This is a high traffic area, and many of the public restrooms are not accessible for residents and visitors with disabilities. Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (CD-10) Status: The City replaced seven beach restroom buildings in 2010 and will remodel one additional restroom

in 2013 in accordance with a 2006 State Parks Consent Decree which requires the City to upgrade and bring beach public restroom facilities into compliance with the Americans with Disabilities Act (ADA). In program year 2014/15 the City used local resources to complete the 8th restroom and

bring it into compliance.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

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Program CD-10.1.2: Universally Accessible Playground

Plan and initiate design of a universally accessible playground at South Beach Park to go beyond ADA requirements to maximize the inclusion of children and families with various types of disabilities.

Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (CD-10) Status: The Universally Accessible Playground was completed in June 2013 and the park is now open to the

public. The plan and design of this park went beyond ADA requirements to maximize the inclusion of various types of persons with disabilities.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

0 0 1 0 0 1 0 0 0 0 1 1

Program CD-10.1.3: Park Restroom Accessibility Improvements

The City has made accessibility improvements to public restrooms at Hotchkiss Park and Marine Park. This is a high traffic area, and many of the public restrooms are not accessible for residents and visitors with disabilities. Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (CD-10) Status: The City is completing the rehabilitation of two park restroom buildings (1406 Marine Street and

2302 4th Street) to bring the restrooms into compliance with the American with Disabilities Act

(ADA). This project was awarded in September 2013 and was substantially completed in September 2014. Disparities in wage compliance of the original contractor forced the remaining work to be rebid and is currently being reviewed by U.S. Department of Housing and Urban Development. In addition, the City is ensuring that the new contractor meets ADA requirements and that slopes, clearance and handrails are up to standard. The remaining scope of work was rebid in May 2015 for a contract amount of $44,990. The project will be completed prior to October 2015.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

0 0 0 0 0 0 0 0 2 0 2 0

Program CD-10.1.4: Alley Improvement Project

Improvements to six alleys within the approved boundaries established in the Low and Moderate Income Census Tract Areas.

Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (CD-10) Status: The CDBG Alley Reconstruction project was designed, bid and awarded during FY13/14. The City

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2014 - CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION REPORT

program year 2014 with available resources. The City spent $344,039 in CDBG funds. This program is considered high priority due the problems created by unpaved surfaces of alleys. The alleys are all located in low & moderate income areas. Additional alleys will be completed with general fund resources.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

0 0 0 0 0 0 9 0 0 5 9 5

Program CD-10.1.5: Michigan Avenue Neighborhood Greenway Street Improvements

Street improvements which include: intersection improvements; pavement markings; wayfinding, landscaping; and roadway reconfiguration (traffic circles). This will increase accessibility for persons with disabilities and improve safety and accessibility for pedestrians and bicyclists. All improvements are located within the approved boundaries established in Low and Moderate Income Census Tracts.

Objective & Outcome: Sustainability and accessibility for the purpose of creating a suitable living environment (CD-10)

Status: The CDBG Michigan Avenue Neighborhood Greenway project was designed, bid and awarded during FY4/15. Construction began on March 23, 2015. Traffic circles were added to along Michigan Avenue at the following cross streets: 9th Street; 10th Street; 12th Street; and Euclid Street.

A Notice of Completion dated June 22, 2015 was filed with L.A. County Registrar-Recorder. Construction is complete and the project is currently in the close-out phase with $17,043.31 owed to the contractor.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

0 0 0 0 0 0 0 0 4 4 4 4

Priority CD-11. Transit Integration: Work to integrate the light rail and other public transit options into the community in a way that enhances neighborhood appearance and promotes ridership. Program CD-11.1: Light Rail Integration

Work with the Los Angeles County Metropolitan Transportation Authority, community groups, local businesses, and the public to determine the most advantageous ways of accommodating light rail stations and the maintenance facility in local neighborhoods. Complete improvements that may relate to transit-oriented housing, mixed-use development, and lighting and pathways to make stations and facilities attractive and accessible to users and community members.

Priority CD-12. General Improvements: Complete improvements to public facilities and/or infrastructure serving priority need populations.

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Program CD-12.1: Construct or Improve Public Facilities

Construct or improve public facilities including, but not limited to, providing affordable childcare and program space for seniors. This may include directly improving or constructing facilities or providing assistance to nonprofit agencies that serve low-income populations.

Program CD-12.1.1: Facility Improvements to Senior Center Community Facility

The facility improvements to the Ken Edwards Center located in a Low & Moderate Income Census Tract Area have been upgraded and improved to meet the needs of low and moderate income persons, especially those with special needs.

Objective & Outcome: Sustainability for the purpose of creating a suitable living environment (CD-12) Status: The goal of the project was to replace the existing lighting with LED fixtures in the subterranean

garage and stairwells in order to minimize energy use while providing adequate lighting for safety and egress. The new lighting systems allows for occupancy sensor control and bi-level dimming of fixtures to increase energy savings. The Ken Edward Energy Upgrade project was publicly bid in January 2014 and the construction contract was awarded on February 20, 2014. Construction commenced in May 2014 and final retention payment and approval was completed in September 2014. Demographic outcomes are included in the 2014 Consolidated Annual Performance and Evaluation Report.

2010 2011 2012 2013 2014 Total

Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual Goal Actual To Date

0 0 0 0 0 0 1 0 0 1 1 1

Program CD-12.2: Park Improvements

Make improvements to parks serving low-income areas, including but not limited to Memorial Park, Stewart Park, and Virginia Avenue Park. Park improvements may include acquisition of land, renovation or expansion of facilities and grounds, and construction of new facilities on park grounds. Park improvements should include universally accessible playgrounds whenever possible.

Non Entitlement Grant-Funded Public and Community Facility Improvements

While CDBG funds have not yet been committed to such improvements, the City opened Airport Park, which includes two soccer fields, a playground, and a dog park, and Euclid Park, which includes a playground. In addition in Spring of 2009 the City opened the Annenberg Community Beach House, a beach club open to the general public. The Beach House offers recreational, cultural, and educational opportunities to the public year-round and has enhanced Santa Monica State Beach as a destination for the community. City General Funds were also used to upgrade the interior of the Ken Edwards Center, which now serves as the City’s one-stop center for services for senior adults, including care management, benefits assistance, adult day services, congregate meals, and recreation and cultural activities.

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2014 - CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION REPORT

7. Planning and Administration

Priority PA-1. Administration: Support the extension and strengthening of partnerships among all levels of government and the private sector, and administer federal grant programs in a fiscally prudent manner.

Program PA-1.1: Administration

The Cultural and Community Services Department and the Housing and Economic Development Department will continue the collaborative administration of the City’s housing and community development programs undertaken under the City’s Five-Year Consolidated Plan. This effort will include common policies and procedures for requests for the use of funds, sub-recipient reporting, record-keeping, and monitoring.

Program PA-1.2: Support of Inter-Jurisdictional Efforts on Homelessness (PA-1)

The City of Santa Monica will support the efforts of other West Los Angeles communities to address issues related to their homeless populations.

Program PA-1.3: Regional Service Coordination

The City continues to be impacted by the overall rise in need for social services in the region. The City continues to explore opportunities to encourage surrounding communities to take on their “fair share” of the cost and resource burden of providing services. Area partners are encouraged to engage with the City in a more collaborative, regional approach to social services provision and programming. In addition to expanding programs, the City will work with neighboring communities to develop progressive and compassionate solutions to problems that are no longer limited to geographical boundaries or traditional concepts of communities. The City of Santa Monica is an active participant in the United Way of Greater Los Angeles’ Home for Good plan, which seeks to end chronic and veteran homelessness in Los Angeles County by 2017. The plan is focused on aligning existing resources, improving coordination of private funding and public funding, and targeting the most chronic and vulnerable individuals for immediate housing. This plan has been effective in bringing regional partners together to form collaborative efforts.

The Human Services Division oversees the Human Services Grants Program (HSGP), formerly the Community Development Program, which provides more than $8.2 million in funding support to 48 local human service, employment, and housing programs serving Santa Monica.

Santa Monica continually assesses its human services provider programs through grants management, program evaluation, active participation in regional and local planning activities and advocacy, and community surveying on social service issues and solutions. In February 2008, the City adopted the “Action Plan to Address Homelessness in Santa Monica”, which made the reduction of street homelessness its highest priority. The Plan was updated and approved by the Santa Monica City Council on March 24, 2009, on January 11, 2011 and again on November 27, 2012. The Plan will be put forth for another vigorous revision process in FY 15/16. The City is currently focusing its efforts on the priority populations defined in the Action Plan: the most chronic and vulnerable of the homeless population living on the streets of Santa Monica; persons whose last permanent address is in Santa Monica; and vulnerable members of Santa Monica’s workforce. In an effort to better understand and adapt to trends in homelessness and evaluate the effectiveness of local programs, the City of Santa Monica conducts Homeless Counts on an annual (rather than the HUD-required biannual) basis, and has been doing so since 2010. Past Homeless Counts have shown a reduction of street homelessness in the City by 16% between 2009 and 2015. Conducting annual counts is one example of the City’s commitment to collecting and using data to drive policy and strategies. Another example is the comprehensive use of a Homeless Management Information System (HMIS), which is used by all City-funded agencies who serve chronically

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homeless individuals, and integrates the coordinated assessment tools (the Vulnerability Index and VI-SPDAT), allowing it to be universally viewed, updated and reported out. Beyond collecting demographic and Annual Performance Report (APR) data, HMIS is used to track program outcomes, participant use of key services, case management goals, housing placement and retention. Data from HMIS is used to ensure that programs are serving the City’s target population effectively, and informs funding decisions, policy and priorities for local resources.

The City also promotes regional social service planning in the area of homelessness, including advocating for coordinated access to Department of Veterans Affairs (VA) services for homeless veterans in Santa Monica. Santa Monica Human Service providers have continued to work with the VA’s Veterans Affairs Supportive Housing (VASH) and Supportive Services for Veteran Families (SSVF) programs. The City will also continue to advocate for the development of transitional and permanent supportive housing on the West Los Angeles VA campus.

AFFIRMATIVELY FURTHERING FAIR HOUSING

Santa Monica continues to promote fair housing and prevent housing discrimination. The City facilitates a broad range of housing opportunities through dozens of programs and incentives for the development of affordable and special-needs housing developments. Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to assure that tenants are not discriminated against. The following are the Fair Housing Milestones, Statistics and Goals for program year 2014 (July 1, 2014 to June 30, 2015).

M

ILESTONES

The City Attorney’s Office operates a Fair Housing program to facilitate compliance with fair housing laws and to further fair housing goals. Each year, the Santa Monica City Attorney’s Consumer Protection Unit conducts a campaign to improve community awareness of fair housing laws and to help eliminate housing discrimination in the City. To promote community awareness and education in program year 2014, the City's Attorney's office sponsored a fair housing workshop on rental issues on April 23, 2015 at the Santa Monica Library. The workshop’s presenters explained federal and state fair housing laws that prohibit housing discrimination in the rental of housing, especially with regards to tenants with disabilities. Over seventy property owners, managers, and housing service providers attended.

In addition, the Consumer Protection Unit published two full-page color public service ads in the local newspaper in the month of April. The ads used posters created by Santa Monica students who had participated in the office’s annual fair housing poster contest. Over two-hundred local students participated in the contest.

A

FFIRMATIVELY FURTHERING FAIR HOUSING

A key part to affirmatively furthering fair housing is the preparation of an Analysis of Impediments to Fair Housing Choice (AI) which was updated during the 2012 program year. Along with the workshop, the Consumer Protection Unit provided fair housing presentation to two different landlord groups including the Executive Board of AAGLA in Los Angeles and the Santa Monica Chapter of AAGLA. The Unit also continues to operate The Nifty Fifty website as a resource for landlords and tenants to better understand their rights and responsibilities with respect to reasonable accommodations and modifications. The City also added disability and source of income as protected classes to its fair housing ordinance.

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2014 - CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION REPORT

S

TATISTICS FOR

P

ROGRAM

Y

EAR

2014

Twenty-eight fair housing complaints were filed with the city and investigated; all of them raised reasonable accommodation/modification/discrimination issues for disabled tenants. The office also resolved a familial status case. The Consumer Protection Unit spent a total of $2,743 to undertake fair housing activities for the City. Approximately 200 staff hours are dedicated annually on fair housing enforcement work and community outreach.

C

OMMUNITY

E

DUCATION

G

OALS FOR

U

PCOMING

Y

EAR

For the upcoming program year, the City will expand community education on fair housing by conducting at least two major awareness programs or projects.

AFFORDABLE HOUSING

In addition to federally-funded developments described earlier in this report, during 2014 the program year the City-funded the acquisition and rehabilitation of an affordable housing development, comprising 10 apartments and using approximately $5.5 million in locally-generated funds. Additionally, the City continues to facilitate affordable homeownership through the Affordable Housing Production Program.

The City’s Housing Authority provides rental assistance to approximately 1,400 very low-income families through the Section 8 voucher and the Continuum of Care programs.

W

ORST

C

ASE

N

EEDS

During the program year, the City has addressed worst case housing needs by assisting very low and low income households who would otherwise be forced to pay more than 30% of their gross income for housing. The City is working with local nonprofit housing providers to meet established local priorities and goals of affordable housing for the lowest income households including those that are mentally ill and homeless.

F

OSTERING AND

M

AINTAINING

A

FFORDABLE

H

OUSING

The City actively worked in partnership with affordable housing developers to maintain and develop new affordable housing units. The City administers affordable housing trust funds, implements an Affordable Housing Production Program, a Rent Control Charter Amendment and a Section 8 housing assistance program to preserve affordable housing opportunities throughout the City.

In addition to housing trust fund loans for very-low income and low-income households, the City also has an Affordable Housing Production Program requiring private developers to assist the City in meeting its affordable housing needs and obligations. During the program year, the developers in the City have produced 30 units of affordable housing and the program has raised $1,093,000 in affordable housing “in-lieu” fees which will assist in creating future affordable housing developments.

A

FFIRMATIVE

M

ARKETING

The City of Santa Monica, working with nonprofit affordable housing developers, has been successful in implementing its Affirmative Fair Housing Marketing Plan. Property owners requesting HOME funds through the City’s Housing Division must use affirmative marketing practices when soliciting prospective renters for rental projects containing five or more HOME-assisted units.

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Affirmative marketing consist of actions to provide information and otherwise attract eligible persons in the housing area without regard to race, color, national origin, sex, religion, familial status or disability. All public information must be advertised jurisdiction-wide, advertised in media that reaches protected classes, written in multiple languages and display the equal opportunity logo. Recipients of HOME funds must maintain records to verify and assess the results of the affirmative marketing efforts.

S

PECIAL

N

EEDS

P

OPULATIONS

The City uses CDBG funds to provide services (occupational therapy evaluations, installation and minor structural modifications) and fixed equipment (handrails, ramps and doorbells that flash instead of ring) to low income residents in Santa Monica who have a disability and need home modifications to allow them to stay in their home. The Home Access program improves the availability and accessibility of suitable living environments for persons with special needs, enabling them to live with dignity and independence.

The California Department of Social Services (CDSS) reports that there are 22 residential care facilities for the elderly with 602 beds in the City of Santa Monica. There are fifteen RCFEs in the zip codes identified by the City as areas with higher concentrations of seniors (seven in 90403 and eight in 90404).

O

UTREACH TO

W

OMEN AND

M

INORITY

O

WNED

B

USINESSES

Consistent with Section 3, the City of Santa Monica Housing Division requires the borrowers of HOME funds to ensure the inclusion, to the maximum extent possible, of outreach to women and minority owned businesses during the development and operation of HOME funded affordable housing developments.

CONTINUUM OF CARE

P

REVENTION AND

O

UTREACH THROUGH

E

MERGENCY

,

T

RANSITIONAL AND

P

ERMANENT

H

OUSING

Homeless services funded by the City of Santa Monica are geared toward helping homeless people transition from the streets to permanent housing and then keeping them housed. The services have historically been based on a “Continuum of Care” model characterized by the following components: outreach, emergency services, intake and assessment, emergency shelter, case management and supportive services, transitional housing, permanent supportive housing, and aftercare. In more recent years, the City has promoted “best practice” approaches to ending homelessness, including Housing First; the creation of a Service Registry; outreach and coordination with the Santa Monica Police Department, Santa Monica Fire Department, City Attorney’s Office, Los Angeles County Department of Mental Health, and Los Angeles Superior Court; working with hospitals to strengthen discharge planning; and the Santa Monica Homeless Community Court. These strategies make up the elements of the City’s Action Plan to Address Homelessness. Elements of the City’s adopted plan include:

 Continue to seek and leverage funds and implement innovative approaches that contribute to the development of a range of permanent supportive housing options within and outside of Santa Monica;

 Maintain the Service Registry and apply a vulnerability index to identify the most vulnerable, long-term, chronically homeless individuals for prioritized services and housing;

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2014 - CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION REPORT

 Continue to serve priority homeless populations through City-funded programs that promote best practices;

 Coordinate the activities of first responders and service providers with the criminal justice system to better link priority populations to services and housing;

 Develop strategies to link those not first-homeless in Santa Monica with services near their communities of origin;

 Identify emerging needs as a result of the current economic downturn and develop coordinated, flexible, and effective responses;

 Use data, including Homeless Management Information System(HMIS) and annual street counts, to set clear benchmarks to evaluate progress and measure the effectiveness of approaches; and

 Review City policy and practices that may contribute to homelessness.

In 2008, the City adopted the use of the Vulnerability Index as a means of identifying and prioritizing services for those individuals in the community that are the most frail in health. The Vulnerability Index is administered as a detailed survey, completed voluntarily by participants, which captures their history of health issues, homelessness, mental health, and substance abuse. It also captures demographic information, such as age, gender, race, and veteran status. In March 2014 the City transitioned to using the Vulnerability Index & Service Prioritization Decision Assistance Tool (VI-SPDAT). The VI-SPDAT is a tool for assessing the needs of homeless individuals and deciding the appropriate level of services needed. The survey is entered into the City’s HMIS database, which has been specially configured to calculate an individual’s acuity and ranks individuals from non-vulnerable to most vulnerable. This system, also referred to as the Service Registry, allows the City and service providers to direct resources to the most vulnerable members of Santa Monica’s homeless population. The system is constantly updated by providers as they encounter participants who meet the City’s priority definition.

In the program year 2006, the City of Santa Monica was granted authority to use $1.2 million in City Redevelopment Agency (RDA) funds for activities related to the City’s efforts to address homelessness. The loss of Redevelopment funding during program year 2011 has critically impacted two program components that provide assistance to seniors: 1) homeless prevention activities for Santa Monica senior households at imminent risk of homelessness; and 2) housing subsidies for homeless seniors and chronically homeless persons with an emphasis on seniors. The City has been transitioning RDA participants to Section 8 subsidies as turnover has allowed, however, the eviction assistance has been terminated due to lack of funding.

E

FFECTIVENESS OF THE

S

ERVICE

D

ELIVERY

S

YSTEM

Currently, the City directly supports seven agencies that serve the homeless population: CLARE Foundation, New Directions, OPCC, St. Joseph Center, Step Up on Second, Upward Bound House, and Westside Food Bank. These City-funded agencies operate 16 programs that provide services to homeless and at-risk households at every level, from street outreach to supportive housing to homeless prevention. Each year, agencies submit program plans included in the City’s Grantee Agreement via the Human Services Grants Program that specify how their program will engage the City’s priority population, how services are relevant to meeting the priority populations’ needs, and how services are coordinated between agencies. City staff monitors the delivery of services and clients’ progress toward self-sufficiency through site visits and regular review of reports, as well as by reviewing progress reports generated from a computerized homeless case management

Figure

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References

  1. www.smgov.net
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