City Council Meeting Agenda
September 28, 2026

Culver City Gaps
and Assets Analysis

CITY OF CULVER CITY
Culver City’s Plan to Prevent and Combat
Homelessness
Gaps and Assets Analysis
February 2026
Prepared by
Jennifer Cree Swan & Associates

Culver City Gaps
and Assets Analysis
Table of Contents
Executive Summary 3
Section 1: Introduction and Methodology 4
Section 2: Los Angeles County Funding Context 7
Section 3: Current System Assets and Gaps 9
Section 4: Summary and Analysis 26
Appendix A: Stakeholder Input Session Summaries 30
Appendix B: Glossary of Terms 34
Appendix C: Data Sources 37

Culver City Gaps
and Assets Analysis
Executive Summary
Culver City’s Gaps and Assets Analysis maps the existing services, resources, partnerships, and infrastructure available to address homelessness in a community (assets) alongside the unmet needs, system shortfalls, and underserved populations (gaps), providing the evidence base that shapes a homeless plan's goals and strategies; additionally it documents Culver City's homeless response system to inform Culver City’s Plan to Prevent and Combat Homelessness, anticipated for City Council approval in May-June 2026. The analysis builds upon the success of the Culver City 2018 Homeless Plan, which achieved all seven of its original goals, including a 54% reduction in homelessness (229 to 105 persons) between 2022 and 2025, the establishment of 175+ interim and permanent housing beds through Project Homekey ($26.6M from the State of California) and the launch of the Mobile Crisis Team and street medicine services.

Key System Assets
● Housing Continuum: Wellness Village (20 beds), Motel Master Leasing (46 units), Project Homekey Interim (38 units), Upward Bound House Family Shelter (18 beds) ● Permanent Affordable Housing & Rental Subsidies: Culver City Housing Authority (CCHA) administers 389 Housing Choice Vouchers independently — one of the smaller municipal housing authorities in LA County, with a waiting list that has not opened since November 2016. The City's 35 Project Homekey PSH units represent Culver City's only locally controlled permanent supportive housing inventory dedicated to formerly homeless individuals. Residents may also access HACoLA's 20,000+ countywide voucher pool and VASH vouchers for eligible veterans.
● Outreach & Services: Combination of City operated/contracted: Mobile Crisis Team (MCT), Urban Alchemy, and LA County funded: St. Joseph Center (SPA 5 CES lead for families and individual adults), Safe Place for Youth (SPA 5 Youth CES lead). ● Prevention: Rent Control and Tenant Protections Ordinances, Bet Tzedek legal services, Upward Bound House family services
● Community Partners: Grace Lutheran Church/Grace Diner, Culver City Area Interfaith Alliance, faith-based and neighborhood organizations, Westside Cities Council of Governments, and surrounding jurisdictions
Priority Gaps Identified
● Housing Capacity: All interim housing facilities at capacity; no emergency overnight shelter; no safe parking program; severe shortage of extremely low-income and permanent supportive housing units
● Service Coverage: MCT coverage gaps (sunrise to 10 AM, overnight); no walk-up service location; limited high-acuity mental health resources
● Communication: Community largely unaware of available services; no comprehensive resource guide; no regular provider coordination meetings

Culver City Gaps
and Assets Analysis
● Specialized Populations: Families, hard to engage individuals, vehicle dwellers, undocumented residents, and domestic violence survivors need targeted approaches Los Angeles County Alignment
Culver City has exceeded the Los Angeles County Measure A goal of 30% reduction in unsheltered homelessness, having achieved a 54% reduction between 2022 and 2025. The City is well-aligned with County strategies for behavioral health services, housing exits, and prevention. Myriad stakeholders shared that gaps remain in affordable housing production, where no new permanent supportive housing construction is planned beyond the 317 units currently in development. Stakeholders also identified gaps in communication and coordination amongst all stakeholders engaged with the homeless population.

Funding Opportunities
The County’s Measure A Local Solutions Fund ($96.3M countywide) offers Culver City funding through direct city allocation and Westside Cities COG partnership. Additional funding streams for the region include LACAHSA housing resources (~$400M annually), County comprehensive services, and the Homelessness Solutions Innovations fund ($10.6M) for demonstration projects.

This analysis draws on input from stakeholders across City departments, service providers, community organizations, and individuals with lived experience. Their feedback will inform Culver City’s Plan to Prevent and Combat Homelessness goals, strategies, and priorities.

1. Introduction and Methodology

1.1 Purpose of This Document
This Gaps and Assets Analysis provides an inventory of Culver City's homeless services system—documenting existing programs, resources, and partnerships while identifying gaps and unmet needs. The purposes of this analysis are to:
● Create a clear understanding of the current landscape of homeless services in Culver City ● Document existing assets including programs, funding sources, service providers, and community partnerships
● Identify gaps in services and unmet needs based on stakeholder input and data analysis ● Align Culver City's system with Los Angeles County Homeless Initiative strategies and Measure A priorities
● Provide a foundation for the forthcoming 2026-2031 Plan to Prevent and Combat Homelessness, which will contain goals, strategies, and action items

Culver City Gaps
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This document is intended to serve as a reference for City staff, elected officials, service providers, and community stakeholders as they work together to address homelessness in Culver City.

1.2 Consultant Engagement
The City of Culver City Housing & Human Services Department selected Jennifer Cree Swan & Associates (JCSA) through a competitive RFP process to conduct this Gaps and Assets Analysis and develop the 2026-2031 Plan to Prevent and Combat Homelessness Update. JCSA was formally contracted in November 2025.

JCSA is experienced in partnering with cities and stakeholders to plan and execute strategies that improve human services. JCSA has led the design and implementation of homeless plans for nine Los Angeles County cities including Culver City's neighbors West Hollywood and Beverly Hills, as well as El Segundo, Hermosa Beach, and Manhattan Beach.

1.3 Connection to the 2026-2031 Plan to Prevent and Combat Homelessness This Gaps and Assets Analysis is a key component of the City of Culver City's updated five-year Plan to Prevent and Combat Homelessness. The planning process includes:
● Community input sessions and stakeholder engagement (completed December 2025 - January 2026)
● Analysis of current homeless population data and trends ● Review of existing programs, services, and housing resources (this document) ● Identification of gaps and unmet needs (this document) ● Development of goals, strategies, and action items (updated Plan to Prevent and Combat Homelessness—forthcoming)
● Performance metrics and accountability measures (updated Plan to Prevent and Combat Homelessness—forthcoming)
The Plan to Prevent and Combat Homelessness is expected to be completed and approved by City Council in May/June 2026 and will build upon the findings documented in this Gaps and Assets Analysis.

1.4 Alignment with Los Angeles County Homeless Initiative Framework This analysis is organized to align with the Los Angeles County Homeless Initiative framework and Measure A priorities. Alignment with County strategies ensures that Culver City can maximize funding opportunities, coordinate effectively with regional partners, and contribute to countywide goals for reducing homelessness.

Culver City Gaps
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The County framework organizes strategies into the following pillars:
● Strategy A: Prevent Homelessness — Services that help people maintain housing and avoid becoming homeless
● Strategy B: Subsidize Housing — Rental assistance, rapid rehousing, and interim/bridge housing
● Strategy C: Increase Income — Employment services, benefits enrollment, and income support
● Strategy D: Provide Case Management and Services — Outreach, mental health, substance use treatment, and supportive services
● Strategy E: Create a Coordinated System — Data systems, Coordinated Entry System, and regional coordination
● Strategy F: Increase Affordable/Homeless Housing — Development of permanent supportive and affordable housing
Section 3 of this document organizes Culver City's assets and gaps according to these strategy areas.

1.5 Methodology
This Gaps and Assets Analysis was conducted using multiple data sources and methods to present a complete picture of the homeless services system in Culver City.

Community Input Sessions
Between December 2025 and January 2026, JCSA facilitated multiple community input sessions as part of the process to update Culver City's 2018 Plan to Prevent and Combat Homelessness.

More than 40 unduplicated individuals participated in these sessions, representing diverse perspectives including City staff, contracted service providers, appointed officials, community sector representatives (business, faith, education, health, social services), general community members, and individuals with lived experience of homelessness.

Input sessions included:
● City Staff, Vendors, and Appointed Officials (December 17, 2025 and January 13, 2026) ● Community Sectors - Business, Faith, Education, Health, Social Services (January 15 and January 28, 2026 - virtual)
● General Community (January 24, 2026 in-person at City Hall; January 27, 2026 virtual) ● Individuals with Lived Experience at Wellness Village (January 23, 2026) Input sessions were facilitated by JCSA staff using structured discussion guides covering challenges, coordination, and solutions. Sessions were designed to gather insights from

Culver City Gaps
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different perspectives and identify practical ways the City and its partners can continue to make progress on addressing and preventing homelessness in Culver City.

Data Sources
Primary Sources:
● City of Culver City program data, fact sheets, and budget documents ● Service provider interviews and program descriptions (St. Joseph Center, Urban Alchemy, Healthcare in Action, Exodus Recovery)
● Los Angeles Homeless Services Authority (LAHSA) Point-in-Time Count data ● Los Angeles County FY 2025-26 Chief Executive Office-Homeless Initiative funding recommendations
● Culver City community input sessions (December 2025 - January 2026) Secondary Sources:
● 2018 Culver City Plan to Prevent and Combat Homelessness ● Los Angeles County Homeless Initiative strategy documents ● Measure A framework and implementation guidelines
● HUD reporting and best practices documentation
Asset Inventory Process
Assets were identified and categorized according to the following criteria:
● Program/Service Identification: All active programs, services, and resources serving people experiencing or at risk of homelessness in Culver City ● Capacity Documentation: Bed counts, unit counts, caseload capacity, annual service numbers
● Funding Source Mapping: Identification of funding streams (city, county, state, federal, private)
● Strategy Alignment: Classification according to Los Angeles County Homeless Initiative strategies
● Partnership Documentation: Key partnerships and collaborations The resulting inventory includes over 60 organizations serving Culver City residents, documented in Section 3.

Gap Analysis Process
Gaps were identified through:
● Stakeholder Input: Service provider and community-identified unmet needs from input sessions

Culver City Gaps
and Assets Analysis
● Needs Assessment: Comparison of homeless population needs (by subpopulation) relative to available services
● Capacity Analysis: Identification of services at capacity, with waitlists, or sunsetting ● Best Practice Comparison: Comparison with peer cities and best practice models ● County/Regional Gap Analysis: Review of County-identified gaps affecting Culver City Section 3 documents 19 gap categories identified through this process, organized by the themes that emerged from stakeholder input.

Limitations
This analysis reflects a point-in-time snapshot of Culver City's homeless services system. Service capacity and funding levels change over time. Some organizations may not be represented in the provider inventory if they were not identified through stakeholder input or public data sources. Stakeholder input represents the perspectives of those who participated in sessions and may not capture all community viewpoints.

1.6 Culver City Context
Culver City is a five-square-mile city of approximately 40,000 residents located in western Los Angeles County, entirely surrounded by the City of Los Angeles. Despite its small size, the City has invested heavily in addressing homelessness, including approximately $16 million annually from the General Fund dedicated to homeless services.

The City's 2025 Point-in-Time Count identified 105 unsheltered individuals, representing a 54% reduction from 229 persons in 2022. The 2024 count had identified 115 unsheltered persons, a 50% reduction. During this same period, the City increased its sheltered population from 38 to 164 persons through investments in Project Homekey, Wellness Village, and the Motel Master Leasing Program, bringing down the number of people unhoused on the streets.

Culver City adopted its first Plan to Prevent and Combat Homelessness in July 2018, establishing seven goals that have guided the City's response. In January 2023, the City declared a homeless emergency, enabling accelerated action and expanded investments. This Gaps and Assets Analysis supports the next phase of planning as the City updates its strategic approach for 2026-2031.

1.7 Document Organization
This Gaps and Assets Analysis is organized as follows:
● Section 1 (this section): Introduction, purpose, methodology, and Culver City context ● Section 2: Los Angeles County FY 2025-26 Funding Context and Priorities ● Section 3: Current System Assets and Gaps—inventory organized by County strategy, including program descriptions, identified gaps, and provider inventory table

Culver City Gaps
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● Section 4: Summary—synthesis of assets and gaps by strategy area with Measure A alignment
● Appendices: Community input session summary, point-in-time count data, County strategies reference, Measure A framework, and glossary

2.1 Department of Homeless Services and Housing
Los Angeles County launched the Department of Homeless Services and Housing (HSH) on January 1, 2026, with full transition from LAHSA programs by July 1, 2026. This new department consolidates functions previously distributed across the County Chief Executive Office’s -Homeless Initiative, Department of Health Services Housing for Health program, and LAHSA administrative functions. HSH manages approximately $1 billion in annual funding and employs roughly 1,000 staff.

The HSH-LAHSA restructuring followed a November 2023 County Auditor-Controller audit that identified accountability concerns including lack of repayment agreements with service partners, delays in reimbursing nonprofit providers, and weak contract oversight. For cities like Culver City, this transition means new reporting structures, evolving contract administration processes, and opportunities to align local programs with countywide coordination through the Executive Committee for Regional Homeless Alignment (ECRHA) and Leadership Table for Regional Homeless Alignment (LTRHA).

2.2 Funding Opportunities for Culver City
Measure A, the half-cent sales tax approved by voters in November 2024, generates over $1 billion annually for homeless services and affordable housing. The measure creates specific funding streams relevant to Culver City.

As with all County-administered funding, the City should plan conservatively around these resources. Application requirements, reporting obligations, and disbursement timelines can present practical challenges, and allocation levels may shift as the County adjusts spending priorities in response to revenue fluctuations and evolving programmatic needs.

Local Solutions Fund (LSF)
The Local Solutions Fund represents 15% of Measure A revenue, estimated at $96.3 million in FY 2025-26. It is distributed to cities, Councils of Governments (COGs), and unincorporated areas based on a formula adopted by the County Board of Supervisors on March 25, 2025. The formula uses each jurisdiction's multi-year average Point-in-Time (PIT) homeless count (currently two years, expanding to three) and American Community Survey data as a proxy for doubled-up household homelessness.

Culver City Gaps
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Culver City currently receives its LSF allocation through the Westside Cities Council of Governments (WSCCOG), which serves as fiscal recipient for Beverly Hills, Culver City, and West Hollywood.

Eligible jurisdictions may also receive funds directly from the County under a Direct Agreement, as Santa Monica does for its Measure A LSF allocation. To enter into a Direct Agreement, a city must submit its own Statement of Work to the County's CEO-Homeless Initiative, execute a direct contract with the County, and comply with Measure A's quarterly reporting, data sharing, evaluation, and annual audit requirements. Direct Agreements are typically utilized by larger cities with sufficient administrative capacity and homeless services infrastructure to support standalone contract administration. In FY 2025-26, 17 of the County's 88 cities entered into Direct Agreements; the remaining cities receive their LSF allocations through one of six Councils of Governments.

A Direct Agreement gives a city full control over its Statement of Work, contract management, and program design, and is most effective for cities with the internal staff capacity to maintain compliance with Measure A's quarterly reporting, data sharing, and audit requirements. The trade-off is the administrative load: the city alone is responsible for SOW development, contract execution, ongoing reporting, and audit compliance.

The COG pathway pools administrative capacity across member cities, reducing each city's burden. The WSCCOG develops the Statement of Work, manages reporting, and handles compliance for its member cities. It also enables regional initiatives that no single small city could undertake alone, such as the Westside Subregional Behavioral Healthcare Services Strategic Roadmap and the planned Regional Housing Trust. The trade-off is less direct control over programmatic design and slower disbursement through COG reimbursement cycles.

FY 2025-26 Westside Cities LSF Funding from LA County
Under Measure H, Westside cities received annual Local Solutions Fund (LSF) allocations that were distributed more evenly across jurisdictions regardless of measured need. Measure A changes that model by tying allocations to Point-in-Time count data and American Community Survey demographic indicators, directing proportionally more funding to cities with higher documented need. As a result, cities like Culver City — which have smaller homeless populations relative to larger Westside neighbors — receive a substantially lower annual allocation under Measure A than they did under Measure H.

For Culver City, this structural change has real programmatic implications. The reduction in recurring annual LSF funding means the City will need to be more strategic about how it

Culver City Gaps
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leverages county dollars, pursues state and federal funding streams, and partners with regional providers to maintain service levels. The funding strategies outlined in this plan reflect that reality.

The FY 25-26 budget also includes a one-time Measure H carryover allocation for Culver City, representing closeout funds from the prior measure. This carryover is not recurring and should not be counted on in future planning cycles.

3. Current System Assets and Gaps
Culver City has developed a comprehensive homeless response system that has achieved measurable results. Since declaring a homeless emergency in January 2023, the City has implemented a holistic, responsive approach to service delivery and housing that prioritizes "leading with care." This section documents the current assets and resources organized according to the Los Angeles County Approved Strategies to Combat Homelessness framework.

Key System Accomplishments:
● 54% reduction in unsheltered homelessness between 2022 (229 persons) and 2025 (105 persons
● Housing placements exceeding point-in-time count numbers ● Established pathway from street to permanent housing: Safe Sleep (20 tents) → Interim Housing (83 beds) → Permanent Supportive Housing (35 units) ● Three street teams providing coordinated outreach, medical care, and mental health services
● Regional partnerships with neighboring jurisdictions
Note: For methodology details including community input sessions, data sources, and the asset/gap identification process, see Section 1.5.

A. Prevention Services (Los Angeles County Strategy A)
Prevention services aim to intervene before individuals and families lose their housing. Culver City has implemented several prevention-focused initiatives while also accessing Los Angeles County prevention resources.

Local Prevention Assets
Rent Control and Tenant Protections: Culver City adopted permanent Rent Control and Tenant Protections Ordinances on September 29, 2020, effective October 30, 2020. The Rent Control Ordinance applies to rental units built on or before February 1, 1995, with annual rent increases capped between 2-5% depending on the Consumer Price Index. The Tenant Protections

Culver City Gaps
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Ordinance requires just cause for evictions after 12 months of tenancy and mandates relocation assistance (3x current rent plus $1,000) for no-fault evictions. Landlords must register rental units annually by July 31, 2026 with a $167 per unit fee. Culver City is currently developing a resident eviction prevention toolkit that will be available online and in print format.

Upward Bound House Family Services: Through a contract with Upward Bound House (UBH), the City provides case management and supportive services to families at risk of homelessness, including homeless children attending Culver City Unified School District (CCUSD). UBH works closely with the school district to identify and serve homeless families before they lose housing.

Utilizing a Housing First approach, UBH provides comprehensive services including case management, employment development, mental health services, parenting classes, childcare, and after-school activities. (See Strategy B for UBH shelter capacity details.) Bet Tzedek Legal Services: Through a City contract, Bet Tzedek provides weekly legal assistance clinics for Culver City tenants facing housing issues. Services include eviction defense, tenant rights education, and the Tenant Right to Counsel pilot program – all designed to prevent homelessness through legal intervention.

County Prevention Resources
Homeless Prevention Unit (HPU): The Los Angeles County Department of Health Services operates the Homeless Prevention Unit, a data-driven prevention program that uses predictive analytics to identify County residents at highest risk of becoming homeless. Services include flexible financial assistance (rental assistance, utility assistance, vehicle repair, debt resolution), as well as linkages to County services including health and mental health services, substance use treatment, employment/education support, benefits advocacy, and legal services. The FY 2025-26 funding recommendation of $6.3 million is estimated to support 300 slots and serve approximately 750 clients annually.

Access: Culver City residents can access County prevention services by calling211, the Los Angeles County hotline, which provides 24/7 information and referral services. St. Joseph Center's SPA 5 Access Center also serves as a point of entry for connecting individuals to County resources and benefits enrollment.

Youth Homelessness and Prevention: The County's Youth Homelessness and Prevention initiative provides direct housing assistance for General Relief recipients who are system-impacted Transition-Age Youth (TAY) at higher risk of long-term homelessness. The County’s FY 2025-26 funding recommendation is $3.3 million, serving approximately 500 TAY annually.

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B. Housing Subsidies and Resources (Los Angeles County Strategy B) Culver City has made significant investments in expanding housing options across the continuum, from an emergency safe sleep location to permanent supportive housing. The City utilizes an innovative approach that co-locates interim and permanent housing to streamline transitions.

Project Homekey
Culver City was awarded $26.6 million under California's Project Homekey Round 2 to produce 73 units of interim and permanent supportive housing for chronically unhoused individuals. In November 2023, the City opened two repurposed motels that provide a safe indoor environment where residents can access wrap-around services, healing, and stabilization. The project takes an innovative approach by co-locating interim housing and longer-term supportive housing adjacent to each other, streamlining the pathway to permanent housing. Development was supported by the County of Los Angeles Intensive Case Management Services (ICMS), Department of Health Services (DHS), Supervisor Holly Mitchell, and the County CEO Department Homeless Initiative. The lead service provider and operator is Exodus Recovery, Inc., which has provided quality mental health and substance use treatment services throughout Southern California since 1989.

Program Data (as of September 30, 2024): The Permanent Supportive Housing site houses 39 residents since opening in October 2023. The Interim Housing site temporarily houses 40 participants since opening in February 2024. Both sites operate at, or near, full capacity.

Wellness Village (Safe Sleep Program)
Culver City opened its first safe sleeping program, Wellness Village, at a City-owned parking lot in August 2023. This first-of-its-kind program for Culver City features 20 transitional tents (referred to as "suites") with around-the-clock staffing and supportive services including three meals daily, restrooms, showers, garbage and recycling collection, access to laundry services, health care, and additional support. The program can support up to 40 residents, allowing couples to remain together, and pets are permitted. Wellness Village is operated by Urban Alchemy (UA). Feedback from program participants indicates appreciation for the ability to maintain autonomy and self-determination while accessing services.

Program Data (as of September 30, 2024): Wellness Village has served 72 participants since opening in August 2023. As of February 2024, 19 individuals had moved from Wellness Village to the City’s Project Homekey, demonstrating the effectiveness of the local continuum of care model.

Motel Master Leasing Program
Through an innovative Motel Master Leasing Program, Culver City partners with two local motel providers to offer 64 units of temporary interim housing. This flexible approach allows

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unhoused neighbors to transition to Project Homekey, Safe Sleep, or other shelter and housing options that meet them where they are and serve their individual needs. The Master Lease program provides 24/7 security and three daily meals..

Program Data (as of September 30, 2024): The Motel Lease Program currently shelters 42 participants and has served 92 total participants since July 2023.

Upward Bound House Family Shelter
The Culver City Family Shelter, operated by Upward Bound House (UBH), consists of 18 efficiency units providing crisis/emergency housing for families in crisis, with participants typically residing in the program for four to five months. UBH provides services to over 200 families annually across its Santa Monica, Culver City, Compton, and South Los Angeles locations.

Program Data (as of July 2024): The City-supported Upward Bound House shelter is currently housing 44 people.

Housing Choice Vouchers and Rental Subsidies
Culver City residents have access to Housing Choice Vouchers (Section 8) administered through the Culver City Housing Authority (CCHA), which manages 389 vouchers independently. CCHA is one of the smaller municipal housing authorities in Los Angeles County. The CCHA waiting list has not opened since November 2016, reflecting both the extreme demand for rental assistance and the limited federal allocation available to the City. Eligible veterans may also access Veterans Affairs Supportive Housing (VASH) vouchers. Additionally, the Housing Authority of the County of Los Angeles (HACoLA) administers over 20,000 vouchers across unincorporated areas and 62 participating cities in the County, providing a secondary resource for Culver City residents who may qualify.

Housing Capacity Summary
Total current housing inventory includes: 20 safe sleep tents (40-person capacity); 64 motel interim housing units; 18 family shelter beds; 38 Project Homekey interim housing units; and 35 Project Homekey permanent supportive housing units. Combined, these 175+ beds and units provide multiple pathways from street homelessness to permanent housing.

C. Income and Employment Services (Los Angeles County Strategy C) Income and employment services are essential for enabling individuals to maintain housing stability after exiting homelessness. Culver City residents have access to County-operated income support programs and workforce development partners.

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County Income Support Programs
Department of Public Social Services (DPSS): The local DPSS branch in Culver City oversees food stamps (CalFresh), General Relief, CalWORKs, and Medi-Cal enrollment, providing direct access to benefits for low-income individuals and families.

SSI/SSDI Advocacy: County programs assist individuals experiencing homelessness in applying for and obtaining Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) benefits, providing a pathway to stable income for those with qualifying disabilities.

Service Access: Unhoused individuals in Culver City can access benefits enrollment through St.

Joseph Center's SPA 5 Access Center, which provides application assistance with CalFresh, Medi-Cal, General Relief and other social service programs. Employment and Workforce Development
Chrysalis: Chrysalis assists in job training and employment for individuals transitioning out of homelessness, providing workforce development services and career support.

Additional Resources: Upward Bound House provides workforce development services to families in its programs, including employment development services, job training, and job placement assistance as part of its comprehensive wraparound services model.

D. Case Management and Supportive Services (Los Angeles County Strategy D) Culver City has developed a comprehensive service delivery model featuring multiple teams providing coordinated outreach, medical care, mental health services, and case management.

Culver City’s "leading with care" approach emphasizes relationship-building and wraparound support.

Mobile Crisis Team (MCT)
The Mobile Crisis Team represents Culver City's non-emergency mental health crisis intervention approach to public safety. Launched in March 2024, the MCT provides non-emergency mental health and substance abuse support, as well as transportation assistance. The team works in conjunction with Culver City police and fire to provide outreach and connect individuals to services. The team operates from a specialized van for immediate response and includes a Mental Health Clinician, Mental Health Specialist, and two Case Managers. Current operating hours are weekdays 10 AM to 6 PM, with the Culver City Fire Department providing coverage during overnight and early morning hours.

Contact: Community members can reach the MCT to request a field response or consultation by calling the direct line at (310) 253-5770. All services are provided at no personal cost. The City also operates a Homeless Outreach Request Portal at culvercity.gov where residents can submit requests online for MCT.

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Program Data: From March 4, 2024 to March 4, 2026, the Mobile Crisis Team has responded to 2,321 crisis line/homeless outreach requests, engaged 1,438 people, received 92 requests for assistance from Culver City Police Department and 24 from Culver City Fire Department, performed 329 mental health assessments, and helped provide interim and permanent housing placement for 102 unhoused individuals.

LOVE Team (Leading Outreach with Valued Engagement)
Culver City partners with Urban Alchemy to provide the Leading Outreach with Valued Engagement (LOVE) Team, a dedicated outreach team focused on approaching and supporting individuals experiencing homelessness. All four practitioners on the team have lived experience of homelessness or other challenges, providing the opportunity to better connect with those who are struggling to accept services, ultimately leading people to return indoors. The LOVE Team works in coordination with the Mobile Crisis Team and responds to requests through the City's Homeless Outreach Request Portal, which was launched in 2025. As of January, 2026 LOVE’s focus is overseeing services provided to individuals who have secured interim housing through the City’s Motel Lease Program.

Program Context: Requests submitted through the Homeless Outreach Request Portal are reviewed and dispatched within 24-48 hours, with priority given based on urgency and resource availability.

Healthcare in Action (HIA) Street Medicine
Healthcare in Action Medical Group is a non-profit "street medicine" group exclusively dedicated to providing medical care and social services for patients experiencing homelessness.

A member organization of the SCAN Group, HIA provides on-site medical care, addiction treatment, and psychiatric care via mobile vans. Services include full scope primary medical care, addiction counseling and medication-assisted treatment, psychiatric care including medication management, laboratory testing and point-of-care ultrasonography, medication dispensary and delivery, referrals and transportation to medical specialist appointments, enrollment in the Coordinated Entry System (CES), assistance with social service program applications, and provision of mobile phones and GPS tracking devices for enhanced communication.

Program Data: From April 2024 - January 2026 through a professional services agreement, HIA provided street-based medical services for unhoused residents in Culver City. As of February 2025, HIA served 152 patients in Culver City. HIA teams operated during standard weekday business hours with 24/7 access to on-call clinicians. As of February 2026 HIA’s primary focus is overseeing services provided to individuals who have secured interim housing through the City’s Motel Lease Program.

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Police and Fire Department Support
Culver City Police Department - Mental Health Evaluation Team (CCMET): The CCMET works with the MCT to handle mental health crises, providing a co-response model for crisis intervention and de-escalation.

Culver City Fire Department EMTs: Emergency Medical Technicians provide on-scene medical support during crises and provide overnight/early morning coverage when MCT is not operating.

Staffing Capacity
The City's homeless services staffing includes the Housing and Human Services Department with dedicated staff overseeing homeless programs, the Mobile Crisis Team (five staff members:

Housing and Human Services Division Manager, Mental Health Clinician, Mental Health Specialist, and two Case Managers), and the LOVE Team (four practitioners with lived experience, operated by Urban Alchemy) who is responsible for overseeing services provided to individuals who have secured interim housing through the City’s Motel Lease Program.

Additional staffing is provided through contracted service providers including Urban Alchemy (Wellness Village operations), and Exodus Recovery (Project Homekey operations).

E. Coordinated System (Los Angeles County Strategy E)
Culver City participates in regional coordination structures while also developing local systems for tracking, accountability, and transparency. The City has strengthened regional partnerships with service providers and neighboring jurisdictions.

Housing and Human Services Department
The Housing and Human Services Department leads Culver City's strategic approach to homelessness, including managing contracts with service providers, overseeing permanent housing projects (Project Homekey), and managing interim housing sites (Wellness Village, Motel Master Lease Program).

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Advisory Committee on Housing and Homelessness. This volunteer committee of Culver City residents advises the City Council on housing and homelessness issues, reviews contractor services, helps coordinate the annual homeless count, and provides community oversight and input into homeless services and programs.

Data and Transparency Systems
Homeless Dashboard 1.0: Launched in 2024, the Homeless Dashboard provides public access to data on homelessness and the City's response efforts, promoting transparency and accountability.

Homeless Outreach Portal: Launched in 2025, this portal allows community members to submit homeless outreach requests, enabling coordinated response to community concerns.

Bus Signage: Information about the Mobile Crisis Team has been posted on public transit, with program participants reporting they learned about services through bus signage.

County Client Portal (In Development): Los Angeles County is developing a mobile application that will allow individuals with smartphones to request services directly, rather than requiring housed community members to report concerns on their behalf. Culver City should plan to participate in this initiative when available.

Coordinated Entry System (CES) Participation
Culver City participates in the Los Angeles County Coordinated Entry System (CES) through SPA

5. St. Joseph Center serves as the lead CES agency for SPA 5, conducting VI-SPDAT assessments and coordinating housing placements across the Westside region including Beverly Hills,

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Brentwood, Culver City, Malibu, Pacific Palisades, Playa del Rey, Santa Monica, and Venice. The Los Angeles Homeless Services Authority (LAHSA) manages the regional CES and HMIS (Homeless Management Information System).

CES Services: The SPA 5 Access Center serves as a point of entry into CES for single individuals 18+ who are homeless on the Westside. Services include VI-SPDAT assessments, housing navigation, and coordination with LAHSA for housing matches. Healthcare in Action also assists with CES enrollment as part of their street medicine services.

By-Name List
The City maintains a by-name list of individuals experiencing homelessness in Culver City, enabling case-by-case tracking and ensuring that services can be targeted to known individuals.

Context: The 2025 Point-In-Time Count identified 105 unsheltered persons experiencing homelessness in Culver City, a 9% decrease from the 115 persons counted in 2024, a 54% decrease from the 229 counted in 2022. As of the 2025 count, Culver City was providing shelter to 165 unhoused persons across its programs, a significant increase from 38 people receiving shelter in 2023. The 2026 Greater Los Angeles Homeless Count was conducted on January 22, 2026; results are pending LAHSA certification.

Anti-Camping Ordinance: The City adopted an anti-camping ordinance that prohibits camping in public spaces when shelter alternatives are available. Stakeholders noted that the ordinance was developed alongside investments in services and housing capacity, reflecting the City's approach of combining enforcement tools with adequate resources. Community members who support the ordinance described it as a "game changer" that has contributed to visible improvements in affected areas.

Sober Living Facility Regulations: The City is actively reviewing regulations for sober living facilities to address concerns about bad actors who recruit out-of-state individuals and then discharge them to the streets when insurance coverage ends. The City is exploring distance requirements and ordinance changes.

Regional Partnerships
Westside Cities Council of Governments (WSCCOG): As a member of WSCCOG, Culver City participates in regional planning and coordination. WSCCOG also serves as a conduit for Measure A Local Solutions Fund distribution to member cities.

Westside Coalition: A network of social service agencies serving the Westside region, providing coordination and a referral network for services.

Culver City staff also participate in the League of California Cities and coordinate with Los Angeles County departments including the Department of Health Services, Department of

Culver City Gaps
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Mental Health, and the CEO Homeless Initiative. Los Angeles County Supervisor Holly Mitchell's Office (District 2) provides ongoing support for local projects.

F. Affordable Housing Development (Los Angeles County Strategy F) Expanding the supply of affordable and supportive housing is essential for creating exit pathways from homelessness and preventing future homelessness. Culver City has made investments in permanent supportive housing and has affordable units in the development pipeline.

Permanent Supportive Housing
Project Homekey includes 35 permanent supportive housing units that provide long-term housing with ongoing supportive services for individuals exiting homelessness. These units serve chronically homeless individuals who benefit from sustained case management and service connections.

Development Pipeline
According to the City's November 2024 Residential Development Pipeline Dashboard, there are 26 active residential projects across the City, totaling 4,160 units, of which 538 are designated as affordable housing. This exceeds the City's total Regional Housing Needs Assessment (RHNA) obligation of 3,341 new housing units by 2029, of which 1,712 are required at very low, low, and moderate income levels. Prior to Project Homekey, Culver City had only 310-319 units of affordable housing, with the last affordable housing development (Tilden Terrace) opening in 2013.

Key Pipeline Project - Jubilo Village: 95-unit (93 affordable), housing development at 4464 Sepulveda Boulevard in partnership with Community Corporation of Santa Monica and Culver-Palms United Methodist Church. The $66.5 million project received a $23 million grant from the California Department of Housing and Community Development, with 43 units reserved for people transitioning out of homelessness and 50 units for general affordable housing (renters earning less than 50% AMI). In March 2025, the City Council of Culver City committed $16 million to fill the project's funding gap, with construction expected to begin once financing is complete. Jubilo Village represents 17% of the city's affordable units currently in the pipeline.

G. Funding Overview
Culver City's homeless response system is funded through a combination of local, county, state, and federal sources. Understanding the funding landscape is essential for assessing system sustainability and capacity.

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Local Investment
The City currently allocates approximately $16 million annually from General Fund dollars to support homeless services, programs, and facilities. Stakeholders noted that the City has demonstrated strong commitment through this investment, and expressed concern about long-term sustainability given that revenue is relatively static while expenditures continue to grow.

County Funding (Measure H and Measure A)
Los Angeles County Measure H provided dedicated funding for homeless services, which is now transitioning to Measure A. Measure A establishes the Local Solutions Fund, which is distributed directly to cities, Councils of Governments, and to the County on behalf of unincorporated areas. Per the Measure A ordinance, this funding is allocated via a formula based on the Point-in-Time (PIT) count and/or similar measures of people experiencing homelessness. Measure A required that baseline and target metrics be formulated by April 1, 2025, and reported on regularly. On March 25, 2025, the Board of Supervisors adopted five-year target and equity metrics developed by ECRHA and the Leadership Table for Regional Homeless Alignment (LTRHA), establishing measurable goals through 2030. Here are the five Board-adopted Measure A five-year target metrics (through 2030):

1. Decrease unsheltered homelessness by 30% (52,365 → 36,656)

2. Reduce people with serious mental illness (15%) and substance use disorders (10%) experiencing homelessness

3. Increase housing placements by 57% (19,127 → 30,000)

4. Reduce new entries into homelessness by 20% (63,202 → 50,561)

5. Increase affordable housing production by 41–53% (1,700 → 2,400–2,600 units) Westside Cities Council of Governments (WSCCOG) Allocation: As a member of the Westside Cities Council of Governments, Culver City is eligible to receive Local Solutions Fund dollars distributed through WSCCOG. The COG serves as a regional coordination body that can receive and distribute Measure A funding to member cities based on the PIT count formula.

Stakeholders noted that the local return to Culver City is minimal—compared to both the City’s contributions to Measure A, as well as the City's $16 million annual expenditure on homeless services. More detailed information on County Measure H (and Measure H carryovers) is found in Section 2.2.

County Regional Programs: County FY 2025-26 Homelessness Solutions Innovations funding totals $10.6 million for regional programs including prevention, coordination, and veteran services. County Accountability, Data, and Research funding totals $13.4 million, supporting HMIS ($2.1 million), the Homeless Count ($384,000), Client Portal ($143,000), and community engagement ($500,000). These regional investments benefit Culver City residents who access County-administered programs and data systems.

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H. System Gaps and Challenges Identified in Stakeholder Input Community input sessions revealed several gaps in the current system that should inform future planning. The following challenges were consistently raised across multiple stakeholder groups.

Communication and Information Access
A dominant theme across all input sessions was the gap between the City's robust service infrastructure and community awareness of available resources. As one stakeholder noted, the City is "busy doing the thing and not always talking about the thing." Even county homelessness experts living in Culver City reported being unaware of local resources, defaulting to assumptions that nothing was happening despite the City’s significant investments.

Resource Guide for Unhoused Individuals: Individuals with lived experience at Wellness Village specifically requested a comprehensive resource guide listing available services, contact information, and how to access help. Currently, unhoused individuals have no single document they can reference to understand what services exist and how to connect with them.

Handouts for Community Members: Wellness Village participants also recommended creating simple handouts (such as business cards or one-pagers) that housed Culver City residents can carry and give to unhoused neighbors they encounter. This would empower community members to provide helpful information rather than feeling helpless, and ensure consistent, accurate referral information reaches those in need.

Comprehensive Communication Strategy: Stakeholders unanimously called for development of comprehensive, regularly updated Resource Guides in both print and digital formats for multiple audiences. Additional recommendations included dedicated social media/marketing capacity, establishing a communications rhythm (quarterly or monthly), proactive dissemination through neighborhood social media groups and public events (Culver Steps was one recommended location), and a "Homeless Resource Fair" event that could provide information, resources, and food in one location.

Service Hours and Coverage Gaps
Early Morning Coverage: The Mobile Crisis Team operates weekdays from 10 AM to 6 PM, leaving a coverage gap from sunrise to 10 AM when only the Fire Department is available for emergency response. Stakeholders recommended expanding MCT hours to address this vulnerable period.

Walk-Up Service Location: Stakeholders identified a lack of accessible walk-up locations where individuals can seek help. The Julian Dixon Library has become a de facto service navigation point, with library staff proactively connecting patrons to the Mobile Crisis Team and other resources, despite lacking formal training or protocols for this role. Wellness Village does not accept walk-ups, and City Hall is not appropriate for this function.

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Phone Access: Many unhoused individuals lack phones, making service connection difficult.

Stakeholders noted there are no pay phones in Culver City, creating a barrier for those without mobile devices.

Vehicle Dwellers and Safe Parking
The 2024 PIT count identified individuals living in vehicles, but existing safe parking options have barriers including requirements for current registration and valid license. The library parking lot had become an informal safe parking location but is being secured, displacing vehicle dwellers with no alternative. Stakeholders recommended exploring formal safe parking programs like Safe Parking LA, which provides safe parking spaces with wraparound social services. Community members also noted vehicle dwellers parking/sleeping in residential neighborhoods, and while they said they weren’t causing problems, they were concerned about the individuals not getting access to services and support.

Data System Integration
City staff reported that the Mobile Crisis Team lacks access to CHAMP (the County DHS patient system) and cannot see mental health history in the DMH platform, requiring them to approach situations without full client history. This information siloing prevents staff from seeing full service histories across providers and impedes coordinated care. Additionally, staff reported that referrals to the Coordinated Entry System sometimes "go nowhere" due to lack of direct contact with LAHSA or the CES matcher for Service Planning Area 5. When local facilities are at capacity, staff cannot refer directly to DHS for alternative placements.

Housing Capacity Constraints
Full Capacity: All interim housing facilities in Culver City consistently operate at or near full capacity. Long-term stayers in interim housing are not transitioning out to new housing at expected rates, impeding new placements.

Emergency Overnight Shelter: No emergency overnight shelter with warm meals and basic services currently exists in Culver City beyond weather-activated emergency placements. Staff suggested exploring use of vacant commercial spaces for this purpose.

Extremely Low-Income Housing: Despite an active housing development pipeline, stakeholders noted a severe shortage of extremely low-income (ELI) and permanent supportive housing units, with no new construction PSH projects currently on the books.

Landlord Barriers: Clients are being denied housing applications repeatedly due to landlord discrimination against homeless applicants, even those with improved incomes. Stakeholders noted the need for landlord engagement and education strategies to address this barrier.

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Density and Displacement: As the City increases density with single-family residences being replaced by condominiums, people displaced from their homes are not the target audience for new luxury units, potentially contributing to housing instability for lower-income residents.

Specialized Population Needs
Undocumented Residents: Undocumented clients face employment barriers and fear of ICE enforcement, becoming long-term stayers in interim housing with limited pathway options.

High Acuity Mental Health: Resources for high-acuity clients with severe untreated mental health needs are extremely limited. Stakeholders noted some individuals are "too far gone to ask for help" and require proactive intervention. Impacts of chronic mental health and substance use needs are felt at public parks, with needle and other debris creating safety concerns.

Hard to Engage Individuals: Solutions and intervention strategies have matched well with people willing to accept assistance, while the most challenged and hard to engage individuals remain disconnected from services.

Single Individuals: Resources and programs have focused more heavily on families, leaving single adults underserved relative to their proportion of the homeless population.

Pregnant Women and Families: Pregnant women and families are struggling to access appropriate shelter placements due to coordination breakdowns between service providers.

Pet Owners: Shortage of pet-friendly housing options was identified, with individuals being turned down for housing because of pets. Wellness Village allows pets, but other options are limited.

Veterans: While VASH vouchers exist, stakeholders noted that veterans services were not adequately addressed in discussions and may need additional focus.

Domestic Violence Survivors: The connection between domestic violence and homelessness was identified as a gap in current planning discussions.

Reunification Services: Some unhoused individuals would return to family in other states if they could afford transportation. Stakeholders suggested funding for reunification assistance could help this subset of the population. Culver City secures funds for this purpose through West Coast Care.

Employment and Income Barriers
Felony History: Criminal history, particularly felonies, creates significant barriers to employment for individuals trying to exit homelessness.

Local Job Access: Individuals with lived experience noted the need for job services and employment opportunities that are more locally accessible within Culver City.

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Health System Gaps
Hospital Discharge: Hospitals are discharging patients directly back to streets due to lack of respite beds or transitional housing options, creating a cycle of emergency room utilization.

Hospital emergency beds are being occupied by homeless individuals who have nowhere else to go, creating system-wide slow downs.

Sober Living Facilities: "Bad actor" sober living facilities in Culver City are advertising to out-of-state individuals, bringing them to California for treatment, then releasing them to the streets when insurance runs out. This creates an influx of individuals with no local connections or support systems. (See Policy Framework section for City response.) Emergency Response Burden
The Fire Department experiences significant call volume from unhoused populations, deploying emergency resources for individuals who need long-term services rather than acute medical care. This represents an inefficient use of emergency response capacity and indicates a need for alternative response pathways. Culver City Fire Department is in the process of establishing a mobile nurse practitioner unit.

Jurisdictional Coordination
Border areas create confusion about which agency to call (LAPD vs. Culver City PD, LAFD vs.

Culver City FD). Residents are unclear who to contact based on location and time of day. The MCT hotline is not readily discoverable through Google search.

Coordination with neighboring jurisdictions is challenging—Culver City is nimble but does not receive the same quick response from the City or County of Los Angeles. The Ballona Creek corridor involves Los Angeles County and Army Corps of Engineers, with logistical paperwork blocking interventions, causing unhoused populations to congregate in these areas.

Stakeholders called for formalized interjurisdictional cooperation agreements. Community members also noted a desire for more coordination in border areas specifically related to encampment clean up efforts.

Local Service Provider Coordination
Inter-Organizational Awareness: Some organizations providing homeless services in Culver City do not know about other organizations doing similar or complementary work. Even county homelessness experts living in Culver City reported being unaware of local resources, with one stakeholder admitting being "embarrassed as a homelessness expert to not know that all of this is existing in my own city." This information gap extends to service providers, community organizations, faith-based partners, and city staff.

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Lack of Regular Coordination Meetings: There is no formalized structure for Culver City organizations and partner agencies to regularly convene, share information about their services, and coordinate care for shared clients. Stakeholders recommended that someone from the City or a lead organization should "just go to meetings" to collect information and build connections.

Without regular coordination meetings, organizations operate in silos, potentially duplicating services or leaving gaps, and cannot effectively provide warm hand-offs for clients or coordinate wraparound support.

Outreach and Encampment Response
Encampment Sweeps: Community members reported frustration that encampment clearances in some areas have not been consistently accompanied by service provider presence offering wraparound services and alternatives. Unhoused residents in some neighborhoods report being displaced without services being offered. MCT currently is present at sweeps to provide services to assist persons with accepting services and housing.

Referral Follow-Up: Referrals to Upward Bound House and other providers sometimes break down when clients don't answer initial phone calls. The system lacks robust follow-up protocols for hard-to-reach individuals.

Point-in-Time Count: Stakeholders noted that Culver City-specific outreach for the annual homeless count is not visible, and interested community members are unclear how to participate. The count represents an opportunity to reach individuals committed to helping and distributing information.

Service Navigation and Access
Getting Started: Individuals with lived experience reported it was hard to get started on a path to assistance, with some spending years trying to access services. Some reported being told they needed to be a Culver City resident to access services, creating confusion about eligibility.

Case Manager Awareness: Some Wellness Village residents did not know case managers were available to them, indicating a need for better communication about available supports within programs.

CES Tracking Issues: One individual reported being marked as "MIA" and losing a housing voucher despite consistently speaking with a case manager, indicating potential tracking and communication breakdowns in the Coordinated Entry System.

Transportation: One-time taxi vouchers are insufficient for ongoing transportation needs.

Individuals need regular access to doctor appointments, county benefits offices, childcare, and job interviews.

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Staffing and Organizational Capacity
Housing and Human Services Department: HHS is experiencing personnel and capacity challenges with not enough staff to support ongoing programs and projects. A new HHS Director started May 4, 2026 and leadership transition is underway. The department was formed recently and is still getting its footing for administration, budget, and service oversight.

Public Works Staffing: Public Works is very short-staffed and cannot dedicate 2+ personnel to homeless-related efforts, relying instead on outside vendors.

Regulatory Change: Staff noted the relatively rapid rate change in local, regional and federal policies creates challenges for keeping programs current and compliant (e.g. municipal anti-camping ordinance enforcement; County self-service tool implementation; Grants v.

Johnson, Martin v. Boise.

Funding Sustainability
Stakeholders expressed significant concern about long-term funding sustainability. The City is spending approximately $16 million annually from its General Fund while receiving only approximately $300,000 in Measure A local return. State budget constraints have eliminated homelessness funding—the Governor has not included funds in the budget despite advocacy efforts from the League of California Cities.Vendor Costs: Post-COVID contractor consolidation has reduced marketplace competition, driving up costs for services like camp cleanup and fencing.

Revenue Constraints: The City is "taxed out"—having just approved the last available quarter-cent tax in August. Additional taxes or charges could create barriers to the development the City desperately needs.

Stakeholders emphasized the need for a dedicated grant writer to identify sustainable funding streams, potential philanthropic partnerships, and advocacy for increased state and county support.

Business and Economic Development Impacts
Maintaining the downtown core as appealing for businesses and foot traffic is critical.

Stakeholders referenced Santa Monica's commercial decline as a cautionary example. More businesses are installing fencing, impacting the aesthetics of the city.

Open Space Concerns: Developers are hesitant to provide required open space areas in projects because of concerns that unhoused individuals will congregate there.

Staff Safety: At one economic development meeting, it was reported that some staff are afraid to go to parking garages at night, contributing to staff retention challenges.

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Dignity, Service Quality, and Program Operations
Individuals with lived experience emphasized the importance of being treated with dignity and respect. Feedback included concerns about employee attitudes across programs, with specific recommendations for additional training on compassionate service delivery. Positive examples were cited, including St. Joseph Center’s Bread & Roses Café's dignity-focused dining experience and individual Urban Alchemy employees who demonstrate care through small gestures of service and support.

Security and Safety at Wellness Village: Residents reported concerns about security, including guards being asleep on the job and people entering other residents' tents without consent.

Co-Location of Populations: Wellness Village residents expressed concern about placing people with active addictions together with those in recovery, which can create temptation or chaos for those trying to maintain sobriety.

Residents requested a clear mechanism to report issues with program staff, and noted that employees need more training. Opportunities for Wellness Village residents to volunteer in the community were also suggested.

Post-Housing Support and Long-Term Stability
Stakeholders emphasized the need for follow-up case management after individuals are housed to prevent returns to homelessness. Some individuals noted they would not be able to live independently without ongoing support for disabilities. The system currently lacks clear protocols for sustained engagement after housing placement.

Lived Experience in System Design: Stakeholders recommended including people with lived experience in advisory and workforce roles to improve system design and service delivery.

Community Education
Staff identified the need for community education to counter misinformation about homelessness, help residents differentiate between acute mental health needs and economic displacement, and build understanding that "these people aren't dangerous … they just need help." Education is also needed to help the community recognize that families with children in Culver City schools may be living in cars.

State and Federal Funding
Project Homekey ($26.6 million) represents significant state investment in Culver City's interim and permanent supportive housing. However, stakeholders noted significant gaps in ongoing state funding, with the current state budget containing no dedicated homeless services funding.

This creates uncertainty for program sustainability and expansion.

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I. Provider Inventory by Los Angeles County Strategy
The following table provides a comprehensive inventory of organizations serving the Culver City community, organized to align with the Los Angeles County Approved Strategies to Combat Homelessness framework. The table indicates whether each organization has a direct contract or funding relationship with Culver City.

Provider/Organization Population Served Services Provided Culver City Contract/Funding
City of Culver City Departments & Entities
Housing and Human
Services Department
System-wide
coordination
Leads city's strategic approach; manages
contracts; oversees permanent housing
projects (Project Homekey) and interim
housing sites (Wellness Village, Motel
Program); program development and
evaluation
City-Operated
Mobile Crisis Team (MCT) Individuals
experiencing mental
health crisis or
substance use issues
Non-emergency mental health and
substance abuse support; transportation
assistance; works with police/fire to
provide outreach; connects individuals to
services. Hours: weekdays 10 AM - 6 PM.

Contact: (310) 253-5770. Team: Division
Manager, Mental Health Clinician, Mental
Health Specialist, 2 Case Managers
City-Operated
City Manager’s Office (as
of March 2026 activities
are carried out by HHS)
Unsheltered residents Special outreach projects, including to encampment sites, during emergencies
such as COVID.

City-Operated
LOVE Team (Leading
Outreach with Valued
Engagement)
Unsheltered residents Specialized outreach team composed of individuals with lived experience; focuses
on building trust and connecting unhoused
individuals living in motels through Culver
City’s Motel Master Leasing program.

City-Operated
Culver City Police
Department - Mental
Health Evaluation Team
(CCMET)
Individuals in crisis Works with MCT to handle mental health crises; co-response model; crisis
intervention and de-escalation
City-Operated
Culver City Fire
Department (EMTs)
Individuals in
medical/behavioral
crisis
Emergency Medical Technicians provide
on-scene medical support; overnight/early
morning coverage when MCT not
operating
City-Operated

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Advisory Committee on
Housing and
Homelessness
Citywide advisory Volunteer committee advising City Council; reviews contractor services; helps
coordinate annual homeless count;
community engagement
City Body
Council's Standing
Housing and
Homelessness
Subcommittee
Citywide advisory Council's dedicated working body for
housing and homelessness policy —
vetting funding allocation
recommendations, reviewing program
direction, and providing a focused policy
lens before items reach the full Council.

City Body
Public Works Department System-wide Sanitation services; encampment resolution; coordination with contracted
vendors for clean-up; facility maintenance
City-Operated
Culver City Libraries
(Julian Dixon Library,
Veterans Memorial
Building)
General public; at-risk
and homeless patrons
Staff provide resources and guidance to
patrons who are at risk of and/or
experiencing homelessness; information
and referral services; internet access; de
facto service access point for vulnerable
populations; community programming
City-Operated (Los
Angeles County
Library System)
Primary Contracted Service Providers (Outreach & Housing) Urban Alchemy Unsheltered
individuals; couples;
persons with pets
Operates Wellness Village (Safe Sleep
Program - 20 tents/40-person capacity);
provides on-site 24/7 staffing and support
services; case management; housing
navigation; document readiness;
compassionate care model
City Contract
Exodus Recovery, Inc. Chronically homeless;
persons with mental
health/SUD
Operates Project Homekey (73 units
interim and permanent supportive
housing); mental health treatment;
substance use treatment; wraparound
services; housing stabilization
City Contract
(Project Homekey)
Upward Bound House
(UBH)
Homeless families with
children
Emergency interim housing for homeless
families (18 beds); case management for
families; works with school district to
identify and serve homeless students and
families
City Contract
Everytable Motel Leasing Program
participants
Provides three daily meals to participants
in the city's motel leasing programs
City Contract
(subcontractor)
Local Motel Providers (2) Individuals and families
in transition
Partner with City for Motel Master Leasing
Program; provide temporary 24/7 sheltered
housing (64 units total); 24/7 security
on-site
City Contract/Lease

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Regional and County Partners
Los Angeles Homeless
Services Authority
(LAHSA)
System-wide regional
coordination
Manages regional Coordinated Entry
System (CES); Culver City coordinates
with LAHSA for housing placements;
Continuum of Care lead; HMIS
administration; Point-in-Time Count
County/Regional
Los Angeles County
Department of Health
Services (DHS)
High-acuity individuals Provides Intensive Case Management Services (ICMS); Housing for Health
program; CHAMP data system; health
services for homeless individuals
County Program
Los Angeles County
Supervisor Holly
Mitchell's Office (District
2)
Development and
policy support
Supports local projects including Project
Homekey; ICMS coordination; policy
advocacy; funding support for Culver City
homeless initiatives
County Partner
Department of Public
Social Services (DPSS)
Low-income individuals
and families
Handles food stamps (CalFresh), General
Relief, CalWORKs, Medi-Cal; local branch
in Culver City provides direct services
County Program
Los Angeles County
Department of Mental
Health (DMH)
Individuals with serious
mental illness
Mental health services; psychiatric care;
Full Service Partnership programs; crisis
intervention support
County Program
Los Angeles County CEO
Homeless Initiative
System-wide Measure A/H administration; regional
strategy development; funding
coordination; data and accountability
County Program
Westside Cities Council
of Governments
(WSCCOG)
Regional coordination Regional planning; Measure A Local Solutions Fund distribution to member
cities based on PIT count formula;
interjurisdictional coordination
City Membership
Housing Authority of
County of LA (HACoLA)
Low-income
households; veterans
Housing Choice Vouchers (Section 8);
VASH vouchers for veterans
County Program
Non-Profit & Community Partners
Culver City Unified
School District (CCUSD)
Homeless students
and families
Identifies and connects homeless students
and their families to resources; Homeless
Liaison position; McKinney-Vento services;
coordination with Upward Bound House;
tutoring for students in motels/shelters
Public Partner
Bet Tzedek Legal
Services
Tenants at risk of
eviction; housing
issues
Provides weekly legal assistance clinics for
tenants and those facing housing issues;
eviction defense; Tenant Right to Counsel
pilot program; homelessness prevention
through legal intervention
City Contract

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Chrysalis Individuals
transitioning out of
homelessness
Job training and employment assistance
for those transitioning out of
homelessness; workforce development;
career services
Community Partner
Westside Coalition Regional service
coordination
Network of social service agencies serving
the Westside region; coordination and
referral network; resource sharing
Community Partner
Alcott Center for Mental
Health Services
Individuals in crisis
(County-wide)
County-wide mobile crisis response;
unarmed crisis intervention; triage
services; mental health support
County Program
Achievable Health Individuals with
developmental
disabilities
Healthcare services for individuals with
developmental disabilities; care
coordination; community health services
Community Partner
SHARE! Self-Help and
Recovery Exchange
Adults experiencing
homelessness, mental
health consumers,
persons in recovery
Collaborative housing (40+ houses
throughout LA); self-help support groups
(100+ weekly meetings, 5,000+ monthly
participants); peer support services;
recovery services; Peer Specialist
certification training. Located at 6666
Green Valley Circle, Culver City. SPA 5
CES participating organization
County Contract
(DHS, LAHSA,
DMH)
Didi Hirsch Mental Health
Services
Individuals with mental
health conditions,
substance use
disorders, suicide risk
Outpatient therapy for all ages; substance
use treatment; psychiatric services; 988
Suicide & Crisis Lifeline; crisis intervention.

Headquarters at 4760 S. Sepulveda Blvd,
Culver City. SPA 5 CES participating
organization
County Contract
Allies for Every Child At-risk children and
families; foster youth
Early childhood education (Head Start,
Early Head Start); foster care and adoption
services; family preservation; mental
health services; child welfare intervention.

Located at 5721 W. Slauson Ave, Culver
City. SPA 5 CES participating organization
Government
Contracts/Grants
Safe Parking LA Vehicle dwellers Provides safe parking spaces with wraparound social services for individuals
living in vehicles; access may have
barriers including registration and license
requirements
Regional Resource
211 Los Angeles County Anyone seeking
services
24/7 information and referral hotline;
connects callers to social services
including homeless services, food
assistance, housing resources, and health
services. Access: dial 211 or visit 211la.org
County Resource

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988 Suicide & Crisis
Lifeline
Individuals in mental
health crisis
24/7 mental health crisis line; alternative to
911 for mental health emergencies; call or
text 988. Operated by Didi Hirsch Mental
Health Services for Los Angeles County
National/County
Resource
West Los Angeles
Veterans Center
Veterans and military
families
Counseling for veterans and families;
PTSD and military-related issue
assistance; resource hub for veterans
seeking information and referrals. Contact:
(310) 641-0326
Federal Resource
National Alliance on
Mental Illness (NAMI) -
Westside
Mental health
consumers and
families
Support groups; mental health education;
advocacy; resource navigation for
individuals and families affected by mental
illness
Community Partner
Crisis Response Project
(Westside Regional
Center)
Individuals with
developmental
disabilities in crisis
County-wide mobile crisis response; triage
services; crisis intervention; can arrive
on-site within 25 minutes to an hour.

Serves Westside Regional Center
perimeter from Malibu to Gardena
County Program
Food Security Partners
Grace Diner (Grace
Lutheran Church)
Homeless, seniors,
families, food insecure
Free restaurant-style three-course meals
Mon-Fri 3:30-5pm; clothing distribution;
sleeping bags; toiletries; 1,100+
meals/week; 540+ consecutive weeks;
hosts Connect Days/Resource Days with
multiple services under one roof
Community Partner
S.A.V.E.S. (St. Augustine
Catholic Church)
Culver City residents in
need
Food pantry Mon, Wed, Fri 9am-11:45am;
holiday assistance
Community Partner
Love the City Center
(Vintage Faith
Foursquare)
Food-insecure
individuals
Weekly food pantry Fridays 11am-1pm at
3979 Tilden Ave; food rescue from Trader
Joe's, Costco; community resource
connections
Community Partner
Culver-Palms Meals on
Wheels
Seniors, persons with
limited mobility
Home-delivered meals; operates out of
Grace Lutheran Church
Community Partner
Agape International
Spiritual Center
Community members Community support services including
soup kitchen addressing food insecurity
Community Partner
New Earth Organization Food-insecure
individuals
Food distribution Tuesdays 12pm-6pm at
6001 Bristol Pkwy
Community Partner
St. Mark Parish
(Venice/Culver City area)
Food-insecure
individuals
Food pantry Saturdays 11am-1pm Community Partner

Culver City Gaps
and Assets Analysis
Nourish LA Food-insecure
individuals
Food distributions near Culver City
including Sundays at 12000 Washington
Blvd
Community Partner
Bread & Roses Café (St.

Joseph Center)
Homeless individuals Restaurant-style hot meals; 500+ meals weekly; on-site case manager;
dignity-focused dining; vocational training
kitchen
Component of City
Contract
Westside Food Bank Food-insecure
residents
Food distribution to social service
agencies; supplies to local pantries and
shelters; partners with area churches;
Extra Helpings food recovery program
Community Partner
Faith-Based Partners
Grace Lutheran Church Homeless and
community members
Hosts Grace Diner; Connect
Days/Resource Days with multiple service
providers; hosts Culver-Palms Meals on
Wheels; MidDay Music concerts; partners
with Better Angels Volunteers
Community Partner
Culver-Palms United
Methodist Church
Community members CPUMC Café monthly free meals (last
Wednesday); supports Grace Diner;
involved in affordable housing initiatives
including Jubilo Village
Community Partner
Temple Akiba Community members Tikkun Olam Committee focused on housing/homelessness; Shoes for the
Homeless partnership; food drives for
Grace Diner; Annual Mitzvah Day;
Interfaith Alliance member
Community Partner
Culver City Presbyterian
Church
Community members Interfaith Alliance participation; regular food drives supporting St. Joseph Center;
partners with Habitat for Humanity
Community Partner
Christian Testimony
Assembly
Homeless and
community members
Emergency shelter, food, clothing, job
resources at 10987 Washington Blvd
Community Partner
St. Augustine Catholic
Church
Community members Operates S.A.V.E.S. food pantry; holiday assistance programs
Community Partner
Vintage Faith Foursquare
Church
Community members Operates Love the City Center food pantry Community Partner Agape International
Spiritual Center
Community members Soup kitchen; community support services Community Partner Culver City Area
Interfaith Alliance
Citywide coordination Interfaith coordination; community forums on homelessness; advocacy; faith-based
service coordination
Coalition

Culver City Gaps
and Assets Analysis
Regional Faith-Based and Nonprofit Partners
Catholic Charities of Los
Angeles
Regional homeless
and low-income
Extensive services for homeless including
assistance in Culver City area; case
management; emergency assistance
Regional Partner
St. Mark Parish
(Venice/Culver City)
Food-insecure
individuals
Food pantry Saturdays 11am-1pm Regional Partner
Nourish LA Food-insecure
individuals
Food distributions near Culver City
including Sundays at 12000 Washington
Blvd
Regional Partner
New Earth Organization Food-insecure
individuals
Food distribution Tuesdays 12pm-6pm at
6001 Bristol Pkwy
Regional Partner
Neighborhood Associations
Culver Crest
Neighborhood
Association
Culver Crest residents Monitors unhoused populations in neighborhood; reports needs for
street-based services and outreach via
Culver City hotline; identifies emerging hot
spots including vehicle dwellers
Community Asset
Fox Hills Neighborhood
Association
Fox Hills residents Monitors unhoused populations in
neighborhood; reports needs for
street-based services and outreach via
Culver City hotline; identifies emerging hot
spots including vehicle dwellers
Community Asset
Lindberg Park
Neighborhood
Association
Lindberg Park area
residents
Monitors unhoused populations in
neighborhood; reports needs for
street-based services and outreach via
Culver City hotline; identifies emerging hot
spots including vehicle dwellers
Community Asset
Rancho Higuera
Neighborhood
Association
Rancho Higuera
residents
Monitors unhoused populations in
neighborhood; reports needs for
street-based services and outreach via
Culver City hotline; identifies emerging hot
spots including vehicle dwellers
Community Asset
Section 4: Summary and Analysis
This section consolidates the findings from the gaps and assets analysis, presenting summary tables organized by Los Angeles County strategy areas, trend data, and alignment with Measure A goals.

Culver City Gaps
and Assets Analysis

4.1 Point-in-Time Count Trend
Culver City has reduced homelessness substantially since declaring a local emergency in January 2023. The following table shows the Point-in-Time count trajectory:

Year PIT Count Change from Prior Year Cumulative Change 2022 229 — Baseline
2023 158 −71 (−31%) −31%
2024 115 −43 (−27%) -50%
2025 105 −10 (−9%) −54%
Note: The 54% reduction from 2022 to 2025 coincides with the City's expanded investments in interim housing (Project Homekey, Wellness Village, Motel Master Leasing) and enhanced outreach services (Mobile Crisis Team, Healthcare in Action).

4.2 Housing Capacity Inventory
Culver City has developed a continuum of housing options from safe sleep to permanent supportive housing:

Program Units/Beds Current Occupancy Operator
Wellness Village (Safe Sleep)
20 tents (40 person
capacity)
20 Urban Alchemy
Motel Master Leasing Program 64 units 42 City Direct/Everytable Project Homekey - Interim 38 units 40 Exodus Recovery
Project Homekey - PSH 35 units 39 Exodus Recovery
Upward Bound House Family Shelter 18 beds 44 persons Upward Bound House TOTAL 175+ beds/units 185 persons

4.3 Assets Summary by Los Angeles County Strategy Area
The following table connects Culver City’s key assets to the Los Angeles County Approved Strategies to Combat Homelessness framework:

Strategy Area Key Assets
A. Prevent Homelessness
Rent Control Ordinance (units built pre-1995); Tenant Protections Ordinance (just cause eviction, relocation assistance); Bet Tzedek legal services contract; Upward Bound House family prevention services; County Homeless Prevention Unit access ($6.3M countywide) B. Subsidize Housing
Project Homekey (73 units, $26.6M state investment); Wellness Village (20 tents/40 capacity); Motel Master Leasing (64 units); Upward Bound House Family Shelter (18 beds);

Culver City Gaps
and Assets Analysis
Housing Choice Vouchers via HACoLA; VASH vouchers for veterans; Christian Testimony Assembly (emergency shelter, food, clothing)
C. Increase Income
DPSS Culver City office (CalFresh, General Relief, CalWORKs, Medi-Cal); SSI/SSDI advocacy through County programs; America's Job Center of California - West LA; WISE & Healthy Aging employment services
D. Provide Outreach & Case
Management
Urban Alchemy (street outreach, Wellness Village operations with 20 sleep beds); Urban Alchemy, Safe Place for Youth (SPA 5 CES lead for youth); Exodus Recovery (Project Homekey services); County ICMS; Mobile Crisis Team (City-operated, launched March 2024); Healthcare in Action street medicine; Food security partners: Grace Diner, Grace Lutheran Church Connect Days, Bread & Roses Cafe, S.A.V.E.S., Westside Food Bank, Culver-Palms Meals on Wheels, Love the City Center
E. Create a Coordinated System
Homeless Coordinator position; Homeless Outreach Request Portal; Homeless Dashboard

1.0; Coordinated Entry System access via St. Joseph Center; Westside Cities COG participation; 211 LA County hotline; Advisory Committee on Housing and Homelessness; Culver City Area Interfaith Alliance (faith-based coordination); Neighborhood Associations (community monitoring and reporting)
F. Increase Affordable/Homeless
Housing
Under the Regional Housing Needs Assessment (RHNA), Culver City must plan for 3,341 new housing units by 2029, including 2,272 affordable units across the very low, low, and moderate income levels. According to the City's May 2026 Residential Pipeline Report, 665 units have been permitted since 2021, of which only 91 are affordable. An additional 4,484 units are in the development pipeline, 660 of them affordable. If the full pipeline is built, the City would remain 1,638 affordable units short of its 2029 RHNA target while exceeding its market-rate obligation by more than 3,300 units. Affordable housing production therefore remains the central gap in meeting the City's 2029 RHNA targets.

Jubilo Village (93 affordable units in development, $16M City commitment); 317 affordable units in pipeline; Housing Division administration; Project Homekey PSH (35 units operational).

4.4 Gaps Summary by Los Angeles County Strategy Area
The following table summarizes key gaps identified through stakeholder input and data analysis:

Strategy Area Identified Gaps
A. Prevent Homelessness
No formal homeless diversion program; Limited data on eviction prevention outcomes; Gap between prevention services and affordable housing availability; Hospital discharge to streets (no respite beds)
B. Subsidize Housing
All interim housing at capacity; No emergency overnight shelter; No safe parking program for vehicle dwellers; Limited pet-friendly options; Long-term stayers impede new placements; Landlord discrimination barriers
C. Increase Income
Employment barriers for undocumented residents; Limited job training for homeless individuals; Gap between General Relief ($221/mo) and housing costs

Culver City Gaps
and Assets Analysis
D. Provide Outreach
MCT coverage gap; No walk-up service location; Limited high-acuity mental health resources; Phone access barriers; Service-resistant individuals underserved; Specialized populations (DV survivors, veterans, pregnant women) need targeted approaches E. Create a Coordinated System
Communication gap (community unaware of services); No regular provider coordination meetings; Data system silos (MCT lacks CHAMP/DMH access); CES referrals sometimes unresponsive; No comprehensive resource guide for unhoused individuals or community members
F. Increase Affordable/Homeless
Housing
Severe shortage of extremely low-income units; No new PSH construction in pipeline; Density increasing but not serving displaced residents; Gap between stabilized clients and permanent housing options

4.5 City Investment Overview
Culver City has made substantial investments in homeless services and housing. The following summarizes key funding commitments:

Investment Category Amount Source
Jubilo Village Affordable Housing $26.6 million State (Homekey Round 2) Jubilo Village Affordable Housing $4 million
City Commitment
City Low/Moderate Income
Housing Trust Fund
Jubilo Village Affordable Housing $16.5 million
City Commitment
42 PBVs (20-year nominal
value)
Jubilo Village Affordable Housing $16 million
City Commitment
Residual Receipts Loan
Annual Homeless Services Operations ~$16 million City General Fund Wellness Village Sleep Beds (Urban Alchemy) Included above City Contract Urban Alchemy Street Outreach & Case Management Included above City Contract St. Joseph Center Outreach Contract (Contract ended) Included above City Contract Mobile Crisis Team Operations Included above City-Operated Healthcare in Action Contract (Contract ended February 2026) Included above City Contract Bet Tzedek Legal Services Included above City Contract

4.6 Measure A Goal Alignment
The following matrix shows how Culver City's current efforts align with the five countywide Measure A goals adopted in March 2025:

Culver City Gaps
and Assets Analysis
Measure A Goal County Target (by 2030) Culver City Alignment

1. Reduce Unsheltered Homelessness 30% reduction
EXCEEDING: 54% reduction achieved
(2022-2025)

2. Reduce SMI/SUD Homelessness 15% reduction in SMI homelessness ALIGNED: Mobile Crisis Team; Healthcare
in Action street medicine; CCMET, County
behavioral health referrals

3. Increase Permanent Housing Exits 57% increase (to 30,000 countywide) ALIGNED: Project Homekey PSH; Housing
placements exceeding PIT; ICMS case
management

4. Prevent Homelessness 20% reduction in new entries
ALIGNED: Rent control; Tenant
protections; Bet Tzedek legal services;
UBH family services

5. Increase Affordable Housing 41-53% increase in production GAP: 317 units in pipeline; Jubilo Village
(93 units); No new PSH construction
planned
Legend: Green = Exceeding target; Yellow = Aligned with target; Orange = Gap identified requiring attention

4.7 Available County Funding StreamsLos Angeles County and the State of California administer several funding streams supporting homeless services and affordable housing. Of the five major streams summarized below, Culver City receives direct allocations from two — the Measure A Local Solutions Fund and LACAHSA Housing Resources — both routed through the Westside Cities Council of Governments. The remaining streams are administered at the County or State level and do not flow to the City as direct allocations.

LACAHSA — the Los Angeles County Affordable Housing Solutions Agency — is a newly established regional housing finance authority created through Senate Bill 679 (2022) and first capitalized by Measure A in FY 25-26. It was established to address Los Angeles County's housing affordability crisis through a coordinated regional approach to affordable housing production, preservation, and homelessness prevention. By statute, LACAHSA funds cannot be used for homeless services. WSCCOG executed its first MOU with LACAHSA in June 2025 to receive funds on behalf of its four member cities.

Culver City Gaps
and Assets Analysis
Funding Source FY 2025-26
Amount
Annual Direct
Receipt to Culver
City
Access Pathway
Local Solutions Fund $96.3M
(countywide)
$324,953 Direct city allocation + Westside
Cities COG
LACAHSA Housing
Resources
~$400M annually ~$1.0M (estimated) Westside Cities COG
(housing/prevention only)
Comprehensive
Homelessness Services
Varies by program $0 direct County-administered; available to all jurisdictions
Homelessness Solutions
Innovations (HSH)
$11M (FY 26-27) $0 direct Competitive process for
demonstration projects
HHAP Round 6 (State) $72.5M (FY 26-27) $0 direct County-administered; programmed through HSH Spending Plan
Total Annual Direct
Allocation to Culver City
~$1.3M
These figures represent Culver City's direct, formula-based allocations. The City and its residents also rely on County-administered services delivered through SPA 5 (Westside) provider contracts, but the County does not publish dollar-attributed benefits to individual cities, and service delivery within Culver City has been inconsistent. Stakeholders have raised concerns that the level of County-administered service activity in Culver City does not reflect the City's contribution to the Measure A tax base or the scale of the City's own investment in homeless response.

These amounts represent current allocations, not guaranteed future funding. The four Measure A-derived streams (LSF, LACAHSA Housing Resources, Comprehensive Homelessness Services, and Homelessness Solutions Innovations) depend on countywide sales tax revenue, which fluctuates with the economy; proposed FY 26-27 LSF allocations already reflect a modest decline from FY 25-26. State HHAP funding carries the greatest near-term uncertainty: Round 6 disbursements are subject to performance-based clawback provisions, Round 7 is planned but contingent on additional accountability requirements, and the program faces ongoing scrutiny amid state budget pressures and shifts in federal homeless services policy.

4.8 Key Findings
The gaps and assets analysis reveals several overarching findings:

Culver City Gaps
and Assets Analysis
● Demonstrated Success: Culver City has achieved a 54% reduction in homelessness through coordinated investment in housing and services, exceeding the County's 30% reduction goal.
● Capacity Constraints: All interim housing facilities are at or near capacity, limiting the City's ability to respond to new unsheltered individuals. Expansion of permanent housing inventory is the primary bottleneck.
● Communication Gap: Despite strong services, community awareness remains low.

Stakeholders consistently identified the need for resource guides and proactive communication strategies.
● System Coordination: Data system integration and regular provider coordination meetings are needed to maximize efficiency and prevent gaps in service handoffs. ● Specialized Populations: Hard to engage individuals, high-acuity mental health clients, vehicle dwellers, and undocumented residents require targeted strategies not fully addressed by current programming.
● Affordable Housing Pipeline: While 317 units are in development, the gap between successful interim housing and permanent affordable options remains a critical challenge, particularly for extremely low-income households. ● Funding Opportunity: Measure A's Local Solutions Fund offers Culver City a path to expand services through both direct city allocation and Westside Cities COG partnership.

Culver City Gaps
and Assets Analysis
Appendix A: Stakeholder Input Session Summaries
This appendix summarizes input gathered from seven stakeholder sessions held between December 2025 and January 2026. Sessions engaged City departments, contracted service providers, community organizations, residents, and individuals with lived experience of homelessness.

City Departments and Vendors (2 sessions)
December 17, 2025
Participants: Director of Public Works, Chief Financial Officer, Planning Manager, Housing and Human Services Project Manager, Information Technology Department and more Key Themes:
● Budget sustainability: City spending $16M annually from General Fund with minimal County/State reimbursement; Measure A local return share described as insufficient ● Interjurisdictional coordination: Challenges working with the City and County of Los Angeles, and Army Corps of Engineers, particularly around Ballona Creek ● Staffing capacity: Housing and Human Services Department stretched thin; need for dedicated grant writer and coordination of a local collaborative of service providers ● Service-resistant population: Current services focus on willing participants; need strategies for those who decline services
● Economic development concerns: Importance of maintaining walkable downtown core and supporting local businesses
● Vision: Achieve functional zero; create sustainable pathway from street to housing; regional mental health facility collaboration with Westside Cities COG January 13, 2026
Participants: Recreation and Community Services Supervisor, Fire Department Fire Marshal, Mobile Crisis Team, Advisory Committee on Housing and Homelessness member, Urban Alchemy, Economic Development staff, IT Department, Housing Authority and more Key Themes:
● Fire Department burden: 22% of calls are homeless-related; responding to non-emergency "person down" calls diverts resources from life-threatening situations ● ER as default destination: People use "chest pain" and "difficulty breathing" to get hospital transport for shelter during weather events; saturates emergency rooms ● Housing capacity at limit: All interim housing full; quality of services creates reluctance to leave; shortage of permanent housing options

Culver City Gaps
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● Coordination improvements: Strong progress over past three to four years; Urban Alchemy, Special Services for Groups (SSG), Fire, Police working well together; Mobile Crisis Team praised
● Public communication gap: Residents don't know what number to call; MCT not yet integrated with dispatch
● Priority request: Unanimous call for a "command center" or single point of contact for the public; clear SOP for overnight weather emergencies ● Expanded outreach hours: Request to expand hours for street-based outreach services including the Mobile Crisis Team, Urban Alchemy, St. Joseph Center (individual adults), and Safe Place for Youth (young adults ages 18-24); stakeholders specifically recommended earlier morning coverage before 9 AM when businesses encounter issues during rush/opening hours
Community Sectors/Service Providers (2 sessions)
January 15, 2026
Participants: Culver City Library, Property owner, Alcott Center, Community advocate, Los Angeles County HSH
Key Themes:
● Communication gap paradox: City has strong services but success is invisible to residents, creating perception of inaction
● Library as frontline: Staff serving as de facto service navigators; parking lot used as safe parking location; unclear if library should be doing navigation ● Walk-up service gap: No accessible location for people to walk in and request services; Wellness Village doesn't work for walk-ups; City Hall not appropriate ● Vehicle dwellers: Many living in cars lack options; nearby safe parking requires current registration and valid license that many don't have and cannot afford ● Anti-camping ordinance support: Property owner described it as "game changer" that "made everything so much better"
● Priority request: Resource guide for both unhoused individuals and housed residents; dedicated social media/marketing for services and community events to highlight successful efforts

Culver City Gaps
and Assets Analysis
January 28, 2026
Participants: Homeowner, Cedars-Sinai Government Relations, Safe Place for Youth, Achievable Health (FQHC), LA County homeless services professional, Grace Lutheran Church, DECRO Resident Services
Key Themes:
● Wellness Village success: Urban Alchemy doing a great job; facility is neat and clean ● Strong community partnerships: Culver Palms YMCA, houses of worship, Foodcycle LA distributing 3,000 lbs of recycled groceries weekly; Grace Diner as starting point ● Healthcare integration opportunity: Need convening between City providers and community health centers (FQHCs) to explore coordination ● Youth services: Safe Place for Youth (SPA 5 Youth CES lead for ages 18-24) seeking stronger partnerships with Culver City outreach teams; 2026 goals include strengthening coordination across different outreach teams and jurisdictions ● Jobs-housing imbalance: Apple campus and other employers adding jobs without corresponding housing, especially for those at risk
● Priority requests: Continue no-camping ordinance; expand MCT street outreach; include people with lived experience in planning; interdisciplinary coalition across sectors Lived Experience (1 session)
January 23, 2026 - Wellness Village
Participants: Current Wellness Village residents with lived experience of homelessness What's Working:
● Wellness Village generally regarded as a good place; allows people to "live like a normal person" with ability to come and go
● Culver City police described as kind
● "Only program they are aware of that is actually housing people" ● Bread & Roses praised for treating people with dignity ● Some connected through Grace Lutheran Church
Gaps and Concerns:
● Security concerns at Wellness Village: guards asleep on job, people entering tents without consent
● Some didn't know case managers were available to them

Culver City Gaps
and Assets Analysis
● one resident noted he was marked "MIA" and lost housing voucher despite consistent case manager contact
● Spent years trying to access services; told they needed Culver City residency ● Propane tank needs to be filled at Wellness Village so shower truck can have warm/hot water
● Felonies as barriers to employment
● Pet-friendly housing shortage
Recommendations:
● Resource guide and handouts that housed people can give to help connect others to services
● Better outreach: billboards, County building, City Hall location, street banners ● "Homeless Fair" with information, resources, food
● Follow-up case management after housing placement to prevent return to homelessness ● Employee training: "Just want to be treated as people," small kindnesses matter ● Volunteer opportunities for Wellness Village residents Community Input (2 sessions)
January 24, 2026 - City Hall (In-Person + Virtual)
Participants: Community residents
Key Themes:
● Regional displacement: Los Angeles CD 5 and CD 11 sweeps push people into Culver City; "revolving door" effect
● Budget concerns: $16M spending not sustainable; County should reimburse more; need dedicated grant writer
● Communication gaps: Community unaware of City's work and impact; unclear response process when residents report concerns
● Service boundaries: MCT not serving Palms area frustrating to residents ● Affordable housing: Need more deeply affordable units in new buildings; better communication about what exists
● Priority requests: Clear resource guide; County accountability; mental health clinicians at interim housing sites; regular community convenings; provider coordination meetings

Culver City Gaps
and Assets Analysis
January 27, 2026 - Virtual
Participants: Lindbergh Park Neighborhood Association, City staff, Grace Diner, community members
Key Themes:
● Dramatic improvement: "Homeless problem we had five years ago, especially on the creek, is dramatically better. City's done an amazing job." ● Vehicle dwelling: Main remaining issue; 10-50 people consistently in vehicles in Lindbergh Park neighborhood; "generally good neighbors" but concern about growth ● Housing capacity: Interim and permanent supportive housing beds now full or near capacity
● Mental health challenges: Grace Diner sees mental health struggles as biggest barrier to people seeking and accepting help
● Prevention opportunity: Bet Tzedek eviction defense program handles 20 cases/year but over 100 evictions annually; expansion opportunity
● Family priority: Request to prioritize children and families; 18-month residency requirement creates barriers for families with children ● County alignment: Ensure Culver City fully plugged into LACAHSA and Measure A opportunities
Cross-Cutting Themes Across All Sessions
● Communication and awareness: Every session identified the gap between available services and community awareness; need for resource guides, public education, and proactive outreach
● Housing capacity: All facilities at or near capacity; need for more permanent housing options to enable continuous flow through the system
● Budget sustainability: $16M annual investment praised but concerns about long-term sustainability without increased County/State support
● Service coordination: Strong internal coordination but gaps remain with external agencies; call for regular provider meetings and connectivity ● Expanded outreach hours: Multiple sessions identified need for expanded hours for street-based outreach services including the Mobile Crisis Team, Urban Alchemy, St.

Joseph Center (SPA 5 CES lead for individual adults), and Safe Place for Youth (SPA 5 Youth CES lead for ages 18-24), particularly earlier morning coverage ● Mental health focus: Mental health challenges repeatedly cited as barrier to engagement and housing stability

Culver City Gaps
and Assets Analysis
● Success acknowledged: Multiple stakeholders praised City's progress, particularly anti-camping ordinance enforcement paired with services, Wellness Village, and Mobile Crisis Team
● Dignity and respect: People with lived experience emphasized importance of being treated as people; small kindnesses matter
● Neighborhood associations as partners: Neighborhood associations serve as community monitoring partners, identifying emerging issues and hotspots; Lindbergh Park NA praised City's dramatic improvement while noting shift from encampments to vehicle dwelling as remaining concern
● Family and child prioritization: Requests across sessions to prioritize families with children to prevent generational homelessness; 18-month residency requirement identified as barrier for families seeking housing assistance

Culver City Gaps
and Assets Analysis
Appendix B: Glossary of Terms
211 LA County: 24/7 information and referral hotline connecting residents to health, human, and social services across Los Angeles County.

Bridge Housing: Short-term housing that provides a safe place to stay while individuals work toward permanent housing placement.

CalFresh: California's Supplemental Nutrition Assistance Program (SNAP), providing monthly food benefits to low-income individuals and families.

CalWORKs: California Work Opportunity and Responsibility to Kids, a public assistance program providing cash aid and services to eligible families.

CES (Coordinated Entry System): A standardized process to assess, prioritize, and match people experiencing homelessness to housing and services based on vulnerability and need.

CHAMP: Comprehensive Health Accompaniment and Management Platform, a data system used by Los Angeles County Department of Health Services.

Chronic Homelessness: An individual with a disabling condition who has been continuously homeless for one year or more, or has experienced at least four episodes of homelessness in the last three years.

COG (Council of Governments): A regional body of local governments that coordinates planning and services. Culver City participates in the Westside Cities COG.

Continuum of Care (CoC): A regional or local planning body that coordinates housing and services funding for homeless families and individuals.

DMH: Los Angeles County Department of Mental Health, providing mental health services to County residents.

DPSS: Los Angeles County Department of Public Social Services, administering public benefits programs including CalFresh, Medi-Cal, and General Relief.

ECRHA: Executive Committee for Regional Homeless Alignment, a coordination body for homeless services in Los Angeles County.

Extremely Low-Income (ELI): Households earning 30% or less of Area Median Income. For a single person in Los Angeles County, this is approximately $28,000 annually.

FQHC (Federally Qualified Health Center): Community-based health care providers that receive federal funding to provide primary care services in underserved areas.

General Relief: A County-funded cash assistance program for indigent adults who do not qualify for other aid programs. Current benefit is $221 per month.

Culver City Gaps
and Assets Analysis
HACoLA: Housing Authority of the County of Los Angeles, administering Housing Choice Vouchers and other rental assistance programs.

HHAP: Homeless Housing, Assistance, and Prevention Program, a State of California block grant providing funding to local governments for homeless services.

HMIS: Homeless Management Information System, a database used to record and track client-level information on the characteristics and service needs of people experiencing homelessness.

Housing First: An approach that prioritizes providing permanent housing to people experiencing homelessness, without preconditions such as sobriety or treatment compliance.

HPU (Homeless Prevention Unit): Los Angeles County program using predictive analytics to identify and assist residents at highest risk of homelessness.

HSH: Los Angeles County Department of Homeless Services and Housing, launched January 1, 2026, consolidating County homeless services functions.

ICMS: Intensive Case Management Services, providing ongoing support to individuals placed in permanent supportive housing.

Interim Housing: Temporary housing options including emergency shelters, transitional housing, and bridge housing that serve as a step toward permanent housing.

LACAHSA: Los Angeles County Affordable Housing Solutions Agency, created by Measure A to fund affordable housing production and preservation.

LAHSA: Los Angeles Homeless Services Authority, the lead agency for homeless services in Los Angeles County (transitioning functions to HSH in 2026).

LTRHA: Leadership Table for Regional Homeless Alignment, a coordination body including city representatives for regional homeless planning.

MCT (Mobile Crisis Team): Culver City's dedicated team providing street-level response to individuals experiencing homelessness, launched March 2024.

Measure A: Los Angeles County ballot measure approved November 2024, a half-cent sales tax generating over $1 billion annually for homeless services and affordable housing. The Measure A allocation formula can be found here.

Measure H: Los Angeles County quarter-cent sales tax approved in 2017, funding homeless services (predecessor to Measure A).

Medi-Cal: California's Medicaid program providing health coverage to eligible low-income residents.

Culver City Gaps
and Assets Analysis
PIT (Point-in-Time Count): Annual census of sheltered and unsheltered homeless individuals conducted on a single night, typically in late January.

Project Homekey: State of California program providing grants to local governments to purchase and rehabilitate hotels, motels, and other buildings for homeless housing.

PSH (Permanent Supportive Housing): Long-term housing combined with supportive services for individuals with disabilities who have experienced chronic homelessness.

Rapid Rehousing: An intervention that provides short-term rental assistance and services to help individuals and families quickly exit homelessness.

Safe Sleep: A low-barrier program providing a sanctioned outdoor sleeping location with security, sanitation, and access to services.

SPA (Service Planning Area): One of eight geographic regions in Los Angeles County used for health and social services planning. Culver City is in SPA 5.

SSI/SSDI: Supplemental Security Income and Social Security Disability Insurance, federal programs providing income to people with disabilities.

SUD (Substance Use Disorder): A medical condition involving problematic use of alcohol or drugs that causes significant impairment.

TAY (Transition Age Youth): Young people ages 16-24 who are transitioning from child to adult systems.

VASH: Veterans Affairs Supportive Housing, a program combining Housing Choice Voucher rental assistance with VA case management for homeless veterans.

VI-SPDAT: Vulnerability Index - Service Prioritization Decision Assistance Tool, a survey used to assess and prioritize homeless individuals for housing assistance.

Wellness Village: Culver City's safe sleep site operated by Urban Alchemy, providing 20 tents with capacity for 40 individuals.

Culver City Gaps
and Assets Analysis
Appendix C: Data Sources
This appendix lists the primary data sources used in the development of this Gaps and Assets Analysis.

City of Culver City
● Culver City 2018 Plan to Prevent and Combat Homelessness ● Culver City Homeless Dashboard 1.0
● Culver City Housing and Human Services Department Program Data ● Culver City FY 2024-25 Adopted Budget
● Culver City Council Staff Reports (2023-2025)
● Culver City Rent Control and Tenant Protections Ordinances ● Culver City Housing Element (2021-2029)
Los Angeles County
● 2024 Greater Los Angeles Homeless Count (LAHSA)
● 2023 Greater Los Angeles Homeless Count (LAHSA)
● 2022 Greater Los Angeles Homeless Count (LAHSA)
● Los Angeles County Homeless Initiative Approved Strategies to Combat Homelessness ● Measure A Implementation Plan (2024-2025)
● Los Angeles County CEO Homeless Initiative FY 2025-26 Funding Recommendations ● Los Angeles County Auditor-Controller Audit of Homeless Services (November 2023) ● LAHSA Coordinated Entry System Data (SPA 5)
● Los Angeles County Department of Homeless Services and Housing Transition Documents
Stakeholder Input Sessions
● December 17, 2025 - City Departments and Vendors Input Session ● January 13, 2026 - City Departments and Vendors Input Session ● January 15, 2026 - Community Sectors Input Session
● January 23, 2026 - Wellness Village Lived Experience Session ● January 24, 2026 - Community Input Session (In-Person, City Hall) ● January 27, 2026 - Community Input Session (Virtual)
● January 28, 2026 - Community Sectors Input Session
Service Provider Information
● Urban Alchemy - Wellness Village Operations Data
● Exodus Recovery - Project Homekey Program Data
● St. Joseph Center - SPA 5 Coordinated Entry System Reports ● Upward Bound House - Family Services Program Data

Culver City Gaps
and Assets Analysis
● Healthcare in Action - Street Medicine Program Reports ● Bet Tzedek Legal Services - Tenant Services Data
● Safe Place for Youth - Youth CES Reports
State of California
● Project Homekey Round 2 Award Documentation
● Homeless Housing, Assistance, and Prevention (HHAP) Program Guidelines ● California Interagency Council on Homelessness - Action Plan for Preventing and Ending Homelessness
Regional Sources
● Westside Cities Council of Governments - Regional Homeless Coordination Documents ● SPA 5 Service Provider Directory
● 211 LA County Resource Database
Note: Stakeholder input was collected through facilitated sessions, written feedback, and individual interviews. All input has been anonymized in this report unless individuals provided explicit permission to be identified by name or role.