Santa Monica City Council
April 26, 2022

Public Review Draft - April 2022
For CDBG and HOME funds received through the
U.S. Department of Housing and Urban Development
City of Santa Monica
2022 - 2023 Action Plan (Proposed)
Annual Action Plan
2022-23
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The 2022-23 Annual Action Plan represents the third year of the City of Santa Monica 2020-24 Consolidated Plan, as adopted by Council on June 9, 2020 and approved by the U.S. Department of Housing and Urban Development (HUD). The Annual Action Plan is prepared in response to a consolidated process developed by HUD for the Community Development Block Grant (CDBG) and the Home Investment Partnership Act (HOME) programs.

The Consolidated Plan outlines housing, community, and economic development needs, priorities, strategies, and projects to be undertaken by the City of Santa Monica with the funds received from the U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City receives an annual share of federal Community Development Block Grant (CDBG) and HOME funds. In order to receive its CDBG and HOME entitlement, the City must submit an Annual Action Plan to HUD prior to the start of each program year. CDBG and HOME funds are intended to provide lower and moderate-income households with viable communities, including decent housing, a suitable living environment, and expanded economic opportunities. Eligible activities include community facilities and improvements, housing rehabilitation and preservation, development activities, public services, economic development, planning, and program administration.

The Annual Action Plan serves the following functions: 1) a planning document for the City, which builds upon a citizen participation process; 2) an application for federal funds under HUD’s formula grant programs; 3) a strategy for the upcoming fiscal year that describes programs and projects to be undertaken to meet established goals; and 4) a basis for assessing performance. It is important to note that the Consolidated Plan identifies priority community needs and establishes a framework for goals to be achieved during the 2020-24 five-year period. The priority needs and associated goals detailed in the Consolidated Plan serve as the basis for the programs and activities identified in this 2022-23 Annual Action Plan.

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis, or the strategic plan.

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Priorities identified in the 2020-24 Consolidated Plan are based on input and recommendations from City staff, local organizations, and the public participation process. The strategies described herein advance Santa Monica’s goals for assisting low and moderate income persons and neighborhoods with funds made available through the 2020-24 Consolidated Plan and Annual Action Plans. The affordable housing and development needs of a community will always outweigh the resources available to address those needs. Therefore, it is necessary to prioritize the use of available funds to the highest and best use to meet the most pressing needs for community development, economic development, housing, persons experiencing homelessness, and special needs populations. For details regarding the activities identified in this 2022-23 Annual Action Plan and their relation to the objectives listed below, please refer to sections AP-20 (Annual Goals and Objectives) and AP-35 (Projects). The City’s objectives, goals and anticipated outcomes identified in the 2020-24 Consolidated Plan are shown in the following table.
2020-24 Consolidated Plan Goals
Annual Action Plan
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3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

Accomplishments by City Departments and numerous non-profit organizations are submitted to HUD annually via the Consolidated Annual Performance and Evaluation Report (CAPER) and the Integrated Disbursement and Information System (IDIS) following the end of each program year. The list below identifies some of the accomplishments reported on the 2020 CAPER for activities completed through the first year of the current 2020-24 Consolidated Plan. • 638 households supported through the COVID-19 Emergency Rental Assistance Program (ERAP) • 41 households receiving tenant-based rental assistance (TBRA) to subsidize rental expenses (HOME)
• Home accessibility modifications to 7 units for special needs populations, including the elderly, frail elderly, and persons with disabilities (CDBG)
• Legal services to 590 low-income program participants to promote access to justice, fair housing, and strengthen communities (CDBG)
• Job training, readiness workshops, and employment to 169 participants (CDBG) • Public service programs that provide housing and supportive services to 127 persons experiencing homelessness (CDBG)
The City recognizes that the evaluation of past performance is critical to ensuring the City and its subrecipients are implementing activities effectively and that those activities align with the City’s overall strategies and goals. The City will continue to track performance of programs and the 2020-24 Consolidated Plan strategies to ensure steady progress toward established five-year goals.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

The City considers the involvement of its low- and moderate-income residents to be essential to the development and implementation of its Consolidated Plan and Annual Action Plans. To that end, residents and community stakeholders of Santa Monica played a significant role in the preparation of the Draft 2020-24 Consolidated Plan. The City’s Citizen Participation Plan was utilized to encourage citizen input. Actions taken by the City to obtain citizen participation included presentations at City Commission meetings, online/website communication, community stakeholder interviews, a widely distributed online survey, public notices, and public hearings.

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Well-publicized public hearings were held at City Commission meetings in February 2020, and the original draft 2020-24 Consolidated Plan and 2020-21 Annual Action Plan were available for a thirty day public review and comment period starting on March 16, 2020. Following the receipt of CARES Act funding, the City incorporated the use of CDBG-CV funds into the Consolidated Plan and 2020-21 Annual Action Plan. The revised plans were republished for an expedited five-day review and comment period pursuant to the flexibility provided under the CARES Act. The completed plans were approved by City Council on June 9, 2020. These sessions were part of a concerted effort to obtain as much public input as possible in the preparation of the Plans. The 2020-24 Consolidated Plan and 2020-21 Annual Action Plan were amended in October 2020 to incorporate an additional allocation of CARES Act funding (CDBG-CV3), which increased resources available for the City's COVID-19 Emergency Rental Assistance Program (ERAP).

In order to inform development of this 2022-23 Annual Action Plan, and in accordance with the City's Citizen Participation Plan as documented in Chapter 2.68 of the Santa Monica Municipal Code, advertised public hearings to receive input on the development of the 2022-23 Annual Action Plan were held at the February 28, 2022 meeting of the Social Services Commission and at the March 19, 2022 meeting of the Virginia Avenue Park Advisory Board. The 2022-23 Annual Action Plan is now made available for a well-advertised 30-day public review period beginning April 6, 2022. City Council is scheduled to consider formal approval of the 2022-23 Annual Action Plan at its April 26, 2022 meeting.

The public review period and public hearings were noticed in accordance with the Citizen Participation Plan and included official notices in the Santa Monica Daily Press. Notices invited participation from Spanish speakers and offered disability-related accommodations upon request. These sessions are part of a concerted effort to obtain significant public input during preparation of the plan.

Following HUD approval, the 2022-23 Annual Action Plan will be made available online at https://www.santamonica.gov/community-development-block-grant-and-home-investmentpartnership-programs. Hard copies can be requested by contacting the Housing and Human Services Division at (310) 458-8701 or [email protected].

The City’s Citizen Participation Plan will continue to guide the preparation and/or revision of the Consolidated Plan, Annual Action Plans, and Consolidated Annual Performance & Evaluation Reports (CAPERs) over the three remaining program years in the 2020-24 Consolidated Plan.

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

Any comments received at the aforementioned public hearings, during the 30-day public review period, or at the April 26, 2022 Council meeting will be included in the Public Participation attachment to the final, Council-approved Annual Action Plan. All input received will be incorporated into the Annual Annual Action Plan
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Action Plan prior to final submission to HUD to the extent possible. Copies of the public hearing notices are attached to this final Plan.

6. Summary of comments or views not accepted and the reasons for not accepting them All comments and input received to date have been accepted and documented within this plan, to the extent possible.

7. Summary
Not applicable.

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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator SANTA MONICA CSD / Housing and Human Services Division
HOME Administrator SANTA MONICA CSD / Housing and Human Services Division
Table 1 – Responsible Agencies
Narrative (optional)
The City of Santa Monica’s Housing and Human Services Division (HHSD) of the Community Services Department (CSD) served as the lead agency in coordinating development of the 2022-23 Annual Action Plan. HHSD staff is responsible for administration of Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds and works to ensure a consistent approach to administering projects and progressing towards goals. In addition, HHSD works with public agencies, forprofit, and non-profit organizations that play a part in the provision of affordable housing and community services in Santa Monica.

The City currently uses HOME funding for Tenant Based Rental Assistance (TBRA) and continues to closely monitor available federal funding, adjusting its lease up as necessary. The City adheres to income limits established by HUD in order to determine eligibility for programs and for income targeting purposes. Income eligibility is determined by comparing the annual income of an applicant to the applicable income limits for their family size. In order to be income eligible a family must be a very lowincome, low-income, or moderate-income family.

Consolidated Plan Public Contact Information
Community Services Department
Housing and Human Services Division
1685 Main Street
MS22
Santa Monica, CA 90401
Annual Action Plan
2022-23
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Phone: 310-458-8701
[email protected]
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2022-23
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
Despite a robust investment of local resources in human services, including services for people who are homeless, the City continues to be impacted by the overall rise in need for social services in the region.

As one of 88 cities in Los Angeles County, and sharing all borders with the City of Los Angeles, Santa Monica encourages surrounding communities to take on their “fair share” of the cost and resource burden of providing services for people who are homeless.

The City continues to work with neighboring communities to develop progressive and compassionate solutions that foster access to appropriate housing and services in every community. Santa Monica is an active participant in the United Way of Greater Los Angeles’ Home for Good plan, which seeks to end chronic and veteran homelessness in Los Angeles County by 2016. The plan is focused on aligning existing resources, improving coordination of private and public funding, and targeting the most chronic and vulnerable individuals for immediate housing. This plan has been effective in bringing regional partners together to form collaborative efforts and improving coordination between public (housing authorities, County Depts. of Mental Health, Public Health, Health Services and Public Social Services) and private (foundations, corporations, housing developers, non-profit organizations, faith communities) services. In addition, since 2013, the City has participated in the development and implementation of the Continuum of Care Coordinated Entry System (CES), in accordance with HUD requirements. CES seeks to unify the assessment process to ensure people who are homeless are prioritized for the most appropriate housing options, while enhancing coordination of housing and services through deeper collaboration. CES brings together local resources with county departments, housing authorities, mainstream benefits, the Veterans Administration (VA), and private sector partners.

Since 2015, the City has participated in the development and implementation of LA County’s Homeless Initiative, which produced 47 strategies to remove barriers and streamline access to housing and services across county departments, local cities, and service providers. The City also supported the county-wide effort to pass Measure H, which passed in 2017 and adds a quarter cent sales tax that will generate over $300 million over ten years to implement the Homeless Initiative strategies.

The City coordinates resources and services through the Housing and Human Services Division (HHSD), which includes a Homeless Initiatives Team of 4 FTE that manages City grant funds to non-profit agencies, oversees service delivery to homeless individuals on the City’s by-name Service Registry as well as to low-income seniors and people with disabilities. The City’s approach is aligned with the Continuum of Care priorities and best practices such as identification and prioritization of the most acute and chronically homeless individuals for local housing and services using a Housing First model.

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HHSD also supports a community-wide safety net that provides services to youth, families, and lowincome households to promote housing stability, economic opportunities, education, and health.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City coordinates with the Continuum of Care by actively participating in the Los Angeles County Homeless Initiative which is driven by the County Executive Office and the Los Angeles Homeless Services Authority, as the CoC lead agency. Santa Monica is focusing especially on County strategies that create a coordinated system, subsidize housing, and increase the supply of affordable housing. This plan has been effective in bringing regional partners together to form collaborative efforts and improving coordination between public (housing authorities, County Depts. of Mental Health, Public Health, Health Services and Public Social Services) and private (foundations, corporations, housing developers, nonprofit organizations, and faith based communities) housing and services. A Santa Monica city staff member, representing the Westside Council of Governments, is participating on LAHSA’s newly established Regional Homeless Advisory Council which will establish a CoC Governance Board. The City extends its involvement with regional partners by continuing to work with United Way of Greater LA Home for Good plan, to address chronic and veteran homelessness in Los Angeles County. Home For Good is focused on aligning existing resources and improving coordination of private and public funding.

The City has participated in the development and implementation of the Continuum of Care Coordinated Entry System (CES), in accordance with HUD requirements. CES seeks to standardize the assessment process to ensure people who are homeless are matched to the most appropriate housing options, while enhancing coordination of housing and services through intensive collaboration. CES brings together local resources with county departments, housing authorities, mainstream benefits, the Veterans Administration (VA), and private sector partners. Staff from the City’s Housing and Human Services Division also participates in CoC planning meetings, quarterly CoC meetings and LAHSA Commission meetings to provide comment on critical CoC issues such as performance measures, evaluation tools, and NOFA prioritization.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City of Santa Monica is part of the Los Angeles Continuum of Care (CoC) led by the Los Angeles Homeless Services Authority (LAHSA). LAHSA establishes priorities for the CoC, including performance standards, evaluation, and Coordinated Entry System procedures. The City participates in quarterly CoC meetings to discuss funding priorities, evaluation tools and performance measures. All CoC funded programs are required to submit Annual Performance Reports (APR) to the CoC lead agency LAHSA. The Annual Action Plan
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City manages an independent Homeless Management Information System (HMIS) that was initially funded through HUD CoC, and is currently supported with local general funds. Data from Santa Monica’s HMIS is uploaded regularly to the CoC HMIS system. The City holds a monthly HMIS Steering Committee meeting with local service provider HMIS leads to update policies and procedures and discuss administrative issues related to the local HMIS. Local consent forms and policies are consistent with CoC standards. City-funded programs share this common computerized database to track unduplicated participants and their outcomes, as well as to coordinate case management within the system. The City was one of the first communities nationally to build the Vulnerability Index assessment into an existing HMIS, which allowed for the full integration of the Service Registry into HMIS to improve case coordination and outcome reporting.

The City does not administer ESG funds.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
1 Agency/Group/Organization Housing Commission
Agency/Group/Organization Type Other government - Local City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
2 Agency/Group/Organization Social Services Commission
Agency/Group/Organization Type Other government - Local City Commission
What section of the Plan was addressed by Consultation? Homelessness Strategy Non-Homeless Special Needs
Community Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
Annual Action Plan
2022-23
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3 Agency/Group/Organization Disabilities Commission
Agency/Group/Organization Type Other government - Local City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs
Services for Persons with Disabilities
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
4 Agency/Group/Organization Commission for the Senior
Community
Agency/Group/Organization Type Other government - Local City Commission
What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs
Services for Seniors
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
5 Agency/Group/Organization Commission on the Status of Women
Agency/Group/Organization Type Other government - Local City Commission
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Services for Women
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
6 Agency/Group/Organization Early Childhood Task Force
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Community Service Needs for Youth and Families
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Advisory Group Meeting and
Discussion
7 Agency/Group/Organization Virginia Avenue Park Advisory Board
Agency/Group/Organization Type Other government - Local Advisory Group
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Community Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Advisory Board Meeting and
Discussion
8 Agency/Group/Organization Cradle to Career Group
Agency/Group/Organization Type Advisory Group
What section of the Plan was addressed by Consultation? Economic Development Community Services for Youth and
Families
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Workgroup Meeting and Discussion
9 Agency/Group/Organization Senior Housing Task Force
Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Workgroup Meeting and Discussion
10 Agency/Group/Organization St. Joseph Center
Agency/Group/Organization Type Services-homeless
Non-Profit
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What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with
children
Homelessness Needs - Veterans
Homelessness Needs -
Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
11 Agency/Group/Organization Meals on Wheels West
Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
12 Agency/Group/Organization Hospitality Training Academy Agency/Group/Organization Type Services-Employment
Non-Profit
What section of the Plan was addressed by Consultation? Economic Development Job Training
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
13 Agency/Group/Organization Venice Family Clinic
Agency/Group/Organization Type Services-Health
Non-Profit
Annual Action Plan
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What section of the Plan was addressed by Consultation? Homeless Needs - Families with children
Non-Homeless Special Needs
Family Health Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
14 Agency/Group/Organization Chrysalis
Agency/Group/Organization Type Services-Employment
Non-Profit
What section of the Plan was addressed by Consultation? Economic Development Job Training
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
15 Agency/Group/Organization Upward Bound House
Agency/Group/Organization Type Services-homeless
Non-Profit
What section of the Plan was addressed by Consultation? Homeless Needs - Families with children
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Service Provider participates in
public meetings as-needed.
16 Agency/Group/Organization WISE & Healthy Aging
Agency/Group/Organization Type Services-Elderly Persons Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Services for Seniors
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.

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17 Agency/Group/Organization JVS SoCal
Agency/Group/Organization Type Services-Employment
Non-Profit
What section of the Plan was addressed by Consultation? Economic Development Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
18 Agency/Group/Organization Westside Food Bank
Agency/Group/Organization Type Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Food Insecurity
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
19 Agency/Group/Organization CLARE|MATRIX
Agency/Group/Organization Type Services-Health
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Youth
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
20 Agency/Group/Organization Providence Saint Johns
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Youth and Families
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.

Annual Action Plan
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21 Agency/Group/Organization Legal Aid Foundation of Los Angeles Agency/Group/Organization Type Service-Fair Housing
Non-Profit
What section of the Plan was addressed by Consultation? Fair Housing Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
22 Agency/Group/Organization Santa Monica college
Agency/Group/Organization Type Services-Education
What section of the Plan was addressed by Consultation? Education Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
23 Agency/Group/Organization Santa Monica Boys and Girls Club Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Youth Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
24 Agency/Group/Organization The People Concern
Agency/Group/Organization Type Services - Housing
Services-homeless
Non-Profit
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with
children
Homelessness Needs - Veterans
Homelessness Needs -
Unaccompanied youth
Homelessness Strategy
Annual Action Plan
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
25 Agency/Group/Organization Step Up On Second, Inc.

Agency/Group/Organization Type Services - Housing
Services-homeless
Non-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
26 Agency/Group/Organization Connections for Children
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Youth and Families, Childcare Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
27 Agency/Group/Organization Family Service of Santa
Monica/Vista Del Mar
Agency/Group/Organization Type Services-Children
Non-Profit
What section of the Plan was addressed by Consultation? Youth and Families, Mental Health Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
28 Agency/Group/Organization Growing Place
Agency/Group/Organization Type Services-Children
Non-Profit
Annual Action Plan
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What section of the Plan was addressed by Consultation? Youth and Families, Childcare Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
29 Agency/Group/Organization Disability Community Resource Center
Agency/Group/Organization Type Services-Persons with Disabilities Non-Profit
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
City-funded agency coordinates
service provision with City;
Participates in public meetings asneeded.
30 Agency/Group/Organization COMMUNITY CORPORATION OF

SANTA MONICA
Agency/Group/Organization Type Housing
Non-Profit
What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Low income housing provider;
Participates in public meetings asneeded.

Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City continues to consult with a wide variety of agencies and organizations involved in activities that are relevant to CDBG and HOME activities and programs.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each
plan?
Continuum of Care Los Angeles Homeless
Services Authority Homelessness Strategy
Annual Action Plan
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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each
plan?
Land Use and Circulation Element City City Vision and Goals Housing Element City City Guidelines and Plans for Housing Action Plan to Address Homelessness City Homelessness Strategy SMHA Public Housing Five-Year Plan Housing Authority Coordination of Efforts Analysis of Impediments to Fair
Housing Choice Housing Authority Fair Housing Objectives & Plan Assessment of Fair Housing Housing Authority Fair Housing Objectives & Plan Human Services Grant Program
Funding Rationale City Coordination of Efforts
Evaluation of Services for Older
Adults City Services for Senior Citizens
Youth Wellbeing Report Card City Programs for Youth and Teens Youth Violence Prevention in SM: An
Action Plan City Programs for Youth and Teens
2018 Resident Satisfaction Survey City City Vision and Goals 2021-23 City Council Priorities City City Vision and Goals Table 3 – Other local / regional / federal planning efforts Narrative (optional)
The City of Santa Monica has established a number of commissions and advisory boards comprised of interested citizens to monitor the needs of the community and advise the City Council on the best way to address these needs. The Housing and Human Services Division meets regularly with the Housing Commission, Social Services Commission, Disabilities Commission, Commission for the Senior Community, Virginia Avenue Park Advisory Board, and Commission on the Status of Women to discuss high priority community needs.

The City also partners with over 20 local non-profit organizations to ensure the adequate provision of housing and community services in Santa Monica. The organizations are invited to Commission meetings and to the Public Hearings, where their ideas, expressions of need, and information on program activities are sought. More information on the City’s non-profit partners for the Human Services Grants Program can be viewed at www.santamonica.gov/human-services-grants-program.

The City also works closely with a network of other private and public entities that constitute a comprehensive network of resources. These include key public and quasi-public agencies, coalitions and groups, such as the California Department of Housing and Community Development, California Employment Development Department, Federal Emergency Management Agency, Los Angeles County Annual Action Plan
2022-23
20 OMB Control No: 2506-0117 (exp. 09/30/2021)
Department of Child and Family Services, Los Angeles County Department of Public Health, Los Angeles County Department of Health Services, Los Angeles County Department of Mental Health, Los Angeles County Department of Public Social Services, Los Angeles Homeless Services Authority, Los Angeles County Housing Authority, Los Angeles County Metropolitan Transportation Authority, Los Angeles County Development Authority. Santa Monica-Malibu Unified School District, United Way, and Westside Cities Council of Governments.

Funding for affordable housing is provided to nonprofit affordable housing organizations pursuant to the City’s Housing Trust Fund Guidelines and rental housing vouchers are provided pursuant to the Santa Monica Housing Authority’s 5-Year Administrative and Annual Plans. Social service delivery by non-profit agencies is coordinated through the City’s Human Services Grants Program which is approved annually by the City Council during the budget adoption process. The City Council approves projects and programs that meet the City’s goals. In addition, the Westside Coalition has representatives from agencies involved with emergency shelter, affordable housing, and supportive services on the Westside of Los Angeles. The Coalition meets monthly to coordinate efforts, including advocacy in the county, state, and federal government.

Annual Action Plan
2022-23
21 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City considers the involvement of its low- and moderate-income residents to be essential to the development and implementation of its Five-Year Consolidated Plan and Annual Action Plans. The residents of Santa Monica played a significant role in the preparation of the Consolidated Plan. While developing the 2020-24 Consolidated Plan, the City’s Citizen Participation Plan was utilized to encourage citizen input as the City launched a collaborative effort to consult with elected officials, commissioners, City departments, community stakeholders, and beneficiaries of entitlement programs to inform and develop the priorities and strategies contained within the five-year plan. Actions taken by the City to obtain citizen participation included: presentations at City meetings, online/website communication, stakeholder interviews, a widely-distributed online survey, public notices, and public hearings. The City’s outreach and consultation strategies included the formation of community outreach partnerships with housing, service, and mental health providers; workforce developers; community advocates; and others.

The City’s Citizen Participation Plan will continue to guide the preparation (and/or revision) of the Consolidated Plan, Annual Action Plans, and Consolidated Annual Performance Evaluation Reports (CAPERs) over the three remaining program years in the 2020-24 Consolidated Plan.

In order to inform development of this 2022-23 Annual Action Plan, and in accordance with the City's Citizen Participation Plan as documented in Chapter 2.68 of the Santa Monica Municipal Code, advertised virtual public hearings to receive input on the development of the 2022-23 Annual Action Plan were held remotely at the February 28, 2022 meeting of the Social Services Commission and at the March 19, 2022 meeting of the Virginia Avenue Park Advisory Board. The 2022-23 Annual Action Plan is now made available for a well-advertised 30-day public review period beginning April 6, 2022. City Council is scheduled to consider formal approval of the 2022-23 Annual Action Plan at its April 26, 2022 meeting. The public review period and public hearings were noticed in accordance with the Citizen Participation Plan and included official notices in the Santa Monica Daily Press. Notices invited participation from Spanish speakers and offered disability-related accommodations upon request. These sessions are part of a concerted effort to obtain significant public input during preparation of the plan.

Annual Action Plan
2022-23
22 OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Outreach
1 Mode of Outreach Public Hearing
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Non-English Speaking - Specify other language: ASL
Non-targeted/broad community
Vulnerable Individuals and Households
Summary of
Response/Attendance
Hosted by the Social Services Commission, 30+ attendees, including commissioners, presenters, and members of the public.

Summary of Comments
Received
Commissioners expressed general support for proposed uses of funding. There were no public requests to speak. One written comment (attached): use HOME funds to encourage
homeownership for minorities, do not fund social (public) services for homelessness, fund programs for school-aged youth, restrict low income housing development in the Pico Neighborhood, prioritize low-income housing placement for rent burdened residents of the Pico Neighborhood.

Summary of comments
not accepted and reasons All comments were accepted.

URL (If applicable) www.smgov.net/ssc
2 Mode of Outreach Public Meeting
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Non-targeted/broad community
Virginia Avenue Park Advisory Board
Summary of
Response/Attendance
Hosted by the Virginia Avenue Park Advisory Board, 20+
attendees, including commissioners, presenters, and members of the public.

Summary of Comments
Received
Commissioners asked about eligible uses of CDBG/HOME
funds, project selection process, and viability of funding for affordable housing projects; also expressed general support for proposed uses of funding. There were no public requests to speak. One written comment (attached): use HOME funds to encourage homeownership for minorities, do not fund social (public) services for homelessness, fund programs for schoolaged youth and low-income seniors, restrict low income housing development in the Pico Neighborhood, prioritize lowincome housing placement for rent burdened residents of the Pico Neighborhood, purchase and convert an existing home into a an African-American Museum and Cultural Center
Summary of comments
not accepted and reasons
All comments were accepted.

URL (If applicable) www.smgov.net/vapab
Annual Action Plan
2022-23
23 OMB Control No: 2506-0117 (exp. 09/30/2021)
3 Mode of Outreach Public Review & Comment Period
Target of Outreach
Minorities
Non-English Speaking - Specify other language: Spanish
Persons with disabilities
Non-targeted/broad community
Residents of Public and Assisted Housing
Vulnerable Individuals and Households
Summary of
Response/Attendance In Progress
Summary of Comments
Received
Any comments received will be summarized here and attached to the final plan.

Summary of comments
not accepted and reasons
All comments will be accepted.

URL (If applicable) www.santamonica.gov/community-development-block-grantand-home-investment-partnership-programs 4 Mode of Outreach Public Meeting
Target of Outreach Non-targeted/broad community
Summary of
Response/Attendance
City Council will consider approval the 2022-23 Annual Action Plan on April 26, 2022.

Summary of Comments
Received
Any comments received will be summarized here and attached to the final plan.

Summary of comments
not accepted and reasons All comments will be accepted
URL (If applicable) www.santamonica.gov/topic-explainers/city-council 5 Mode of Outreach Newspaper Ad
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Non-targeted/broad community
Vulnerable Individuals and Households
Summary of
Response/Attendance
Newspaper advertisements for all Public Hearings and the 30- Day Public Review period were posted in the Santa Monica Daily Press, with directions on how to submit public comments at all phases.

Summary of Comments
Received
Any comments received are referenced within the specific mode of outreach with which it was associated above.

Summary of comments
not accepted and reasons
All comments will be accepted.

Annual Action Plan
2022-23
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
URL (If applicable) www.smdp.com
6 Mode of Outreach Internet Outreach
Target of Outreach
Non-English Speaking - Specify other language: Spanish
Persons with disabilities
Non-targeted/broad community
Residents of Public and Assisted Housing
Vulnerable Individuals and Households
Summary of
Response/Attendance
Advertisement for the 30-Day Public Review period was posted on the City webpage of the Housing and Human Services
Division, with directions on how to submit public comment.

Summary of Comments
Received
Any comments received are referenced within the Public
Review & Comment Period item above.

Summary of comments
not accepted and reasons In progress. All comments will be accepted.

URL (If applicable) https://www.santamonica.gov/community-developmentblock-grant-and-home-investment-partnership-programs 7 Mode of Outreach Email Blast
Target of Outreach Service Providers/Community Groups
Summary of
Response/Attendance
Email notice of 30-Day Public Review period sent to Human Services Grants Program (HSGP) agencies and Santa Monica service providers; boards, commissions, advisory bodies, and workgroups supported by the Housing and Human Services
Division; Santa Monica Neighborhood Associations
Summary of Comments
Received
Any comments received are referenced within the Public
Review & Comment Period item above.

Summary of comments
not accepted and reasons In progress. All comments will be accepted.

URL (If applicable) N/A
Table 4 – Citizen Participation Outreach
Annual Action Plan
2022-23
25 OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.

As the City awaits HUD’s formal announcement of 2022-23 CDBG and HOME allocations, the figures shown in the table below reflect estimated CDBG and HOME funding for FY 2022-23, using rounded actual 2021-22 allocations to form the basis for the estimate. The figure for “Expected Amount Available Remainder of ConPlan” anticipates level funding based on the projected 2022-23 allocation amounts over the two remaining years covered by the Consolidated Plan. If there are funding cuts or increases to CDBG or HOME over the coming years, the City will adjust accordingly and craft Annual Action Plans to include contingency plans reflective of funding realities.

The following contingencies apply to 2022-23 activities proposed for funding:
• As of April 4. 2022, HUD had yet to formally announce CDBG and HOME allocation amounts for FY 2022-23. Once allocations are released, funding for proposed activities will be adjusted to account for all available resources. Any additional CDBG funding will likely be applied to expand the scope of the Thelma Terry Center project, and any additional HOME funding will be used to increase funding for Tenant-Based Rental Assistance and/or HOME Administration. • Since 2017, HUD has waived the regulatory requirement that entitlement jurisdictions set aside 15% of their annual HOME allocation for Community Housing Development Organization activities. Should the waiver be announced for the FY 2022-23 program year, these funds would be used to increase funding for Tenant-Based Rental Assistance (TBRA) and/or HOME Administration.

Annual Action Plan
2022-23
26 OMB Control No: 2506-0117 (exp. 09/30/2021)
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 3 Expected Amount Available Remainder
of ConPlan
$
Narrative
Annual Description
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG Admin and Planning
Economic Development
Public Improvements
Public Services
1,200,000 40,000 75,000 1,315,000 2,400,000
HOME Tennant-Based Rental
Assistance (TBRA)
Admin and Planning
613,000 40,000 0 653,000 1,226,000
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment of CDBG and HOME funds. Even with the use of the City’s Human Services Grants Program funding and local funding committed to the production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from other entities, both public and private.

Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this type of matching as well as financial matches.

Annual Action Plan
2022-23
27 OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns two properties that are leased to a local non-profit at below-market rates for the operations of homeless services at the Access Center and the SAMOSHEL emergency shelter. A third City-owned facility is leased to a non-profit providing services to seniors, including those that are disabled and/or low-income.

The City recently reviewed various City-owned properties and evaluated the sites for potential affordable housing development. The sites represented a range development potential involving nearterm and long-term opportunities, as well as housing production ‘yield’. One particular site was ready for redevelopment, and during 2019, the City Council authorized the property at 1318 4th Street to be developed as 100% affordable housing, including a requirement that a significant portion of the future affordable housing be targeted to persons experiencing homelessness. The City will continue to monitor the development potential and readiness of other City-owned properties for use as affordable housing.

Discussion
Annual Action Plan
2022-23
28 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 1. Expand/Improve Public
Infrastructure/Facilities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Expand/Improve
Public Infrastructure
& Facilities
Economic
Development
Opportunities
CDBG:
$865,732
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
23,370 Persons Assisted
2 2. Provide Safe, Affordable
Housing Opportunities
2020 2024 Affordable
Housing
Non-Homeless
Special Needs
Low/Mod
Areas;
Citywide
Preserve & Develop
Affordable Housing
Public Services &
Quality of Life
Improvements
CDBG:
$36,644
HOME:
$495,750
Tenant-based rental
assistance / Rapid
Rehousing: 25 Households
Assisted
Other: 5 Other
3 3. Provide Vital Services
for LMI & Special Needs
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas;
Citywide
Public Services &
Quality of Life
Improvements
Fair Housing
CDBG:
$80,000
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit: 600
Persons Assisted
Annual Action Plan
2022-23
29 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
4 4. Economic Development
Opportunities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas;
Citywide
Public Services &
Quality of Life
Improvements
Economic
Development
Opportunities
CDBG:
$40,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 180
Persons Assisted
5 5. Provide Assistance
Homeless Services &
Shelters
2020 2024 Homeless Low/Mod
Areas;
Citywide
Public Services &
Quality of Life
Improvements
Homelessness
Housing & Support
Services
CDBG:
$44,624
Public service activities other
than Low/Moderate Income
Housing Benefit: 140
Persons Assisted
Table 6 – Goals Summary
Goal Descriptions
Annual Action Plan
2022-23
30 OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Goal Name 1. Expand/Improve Public Infrastructure/Facilities Goal
Description
Completion of three distinct capital projects on the Virginia Avenue Park campus will achieve the following:
-Allow the Thelma Terry Center to fully return to its intended purpose as a well-utilized space for community meetings and events by completing improvements including interior restoration of Community Workshop 3, additional aesthetic landscaping, HVAC upgrades, and installation of energy efficient light fixtures and a building access control system. -Ensure that the Teen Center courtyard can be utilized year-round as a safe, enclosed, outdoor space for neighborhood youth and as a gathering place for community events by adding a much-needed shade solution and installing a long-term drainage system
- Support the health and wellbeing of community members by replacing aging and damaged flooring in Fitness Rooms 1 and 2 in the Park Center Building, thereby fully restoring their safe use for out-of-school time youth programming and community-based fitness classes.
2 Goal Name 2. Provide Safe, Affordable Housing Opportunities Goal
Description
Increase affordable rental housing opportunities for LMI households through the provision of Tenant-Based Rental Assistance; Complete minor home modifications for people with disabilities. 3 Goal Name 3. Provide Vital Services for LMI & Special Needs Goal
Description
Provide general community legal services in a variety of areas, including fair housing awareness, tenant harassment, and eviction prevention.
4 Goal Name 4. Economic Development Opportunities
Goal
Description
Provide community-based job training and job placement services. 5 Goal Name 5. Provide Assistance Homeless Services & Shelters Goal
Description
Provide case management, homeless prevention, transitional housing, and housing retention services.

Annual Action Plan
2022-23
31 OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects
AP-35 Projects – 91.220(d)
Introduction
The development of the Annual Action Plan is informed by meetings and discussions between the staff from the City's Housing and Human Services Division and other City Departments and Divisions, as well as consultation with housing and social service agencies involved in delivering services for vulnerable populations in Santa Monica. Public input was solicited through an advertised 30-day public review period, public hearings at City Commission meetings, and an as an item on the City Council's April 26, 2022 agenda. All projects selected to receive funding meet objectives and goals established in the 2020- 24 Consolidated Plan to address priority needs.

Projects
# Project Name
1 CDBG: Thelma Terry Center Improvements
2 CDBG: Teen Center Courtyard Safety Improvements
3 CDBG: Park Center Building - Fitness Room Safety Improvements 4 CDBG: Independent Living Service/Home Access Program
5 CDBG: Public Services
6 CDBG: Administration
7 HOME: Tenant-Based Rental Assistance
8 HOME: Administration
9 HOME: CHDO Reserve
Table 7 - Project Information
Annual Action Plan
2022-23
32 OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Proposed 2022-23 capital projects were identified from a pool of unfunded projects that aligned with 2020-24 Consolidated Plan priorities while meeting the greatest current needs. As described above, Consolidated Plan needs and priorities were identified through input received from community leaders, citizen participation, Commission meetings, and public hearings, with the objective of using limited resources to have the greatest impact in meeting the most pressing needs. These inputs were described in the public participation section of the 2020-24 Consolidated Plan. The City also remains in regular communication with agency officials and partners in county, state, and regional organizations. In addition, the City’s Community Services, Community Development, and Public Works Departments continue to explore creative ways to efficiently utilize existing resources to assist those in need.

The COVID-19 pandemic has resulted in a significant increase in social service and housing needs in Santa Monica, while the decrease in City revenues resulting from the economic impacts of the pandemic have reduced the City’s ability to adequately address these emergent needs. Concurrently, the consistent rise in market rents continues to exacerbate the difficulty of finding affordable housing in Santa Monica. Due to its heavy reliance on the tourism, hospitality and retail sectors, Santa Monica’s economy was particularly hard hit by the pandemic, with revenues from transient occupancy and sales taxes and parking related revenues, which accounted for nearly one-half of General Fund revenues prior to the pandemic, falling 39% in FY 2020-21 from pre-COVID levels, while total General Fund revenues were down 22% over the same period. City General Fund revenues began to recover in FY 2021-22 as vaccine availability and other public health measures helped avoid any further large scale economic disruptions, including business shutdowns. Estimated actual revenues in FY 2021-22 are now anticipated to be 18% greater than in FY 2020-21. Much of the increase results from rebounds in the areas hardest hit by the pandemic - Transient Occupancy Taxes, parking-related revenues, and Sales Taxes. However, even with the strong recovery, General Fund revenues are not projected to exceed pre-COVID levels until FY 2024-25. As revenues return, the City will make every effort to allocate funding to address unmet needs in alignment with Council priorities and will continue to identify opportunities for partnership and alternative funding sources to complement the City’s limited resources.

Annual Action Plan
2022-23
33 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
1 Project Name CDBG: Thelma Terry Center Improvements
Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities Needs Addressed Expand/Improve Public Infrastructure & Facilities Funding CDBG: $570,732
Description The project will allow the Thelma Terry Center to fully return to its intended purpose as a well-utilized space for community meetings and events in anticipation of the opening of the Virginia Avenue Park (VAP) Community Kitchen, which is also located within this facility. Work will include interior restoration of Community Workshop 3, addition of a building access control system, HVAC upgrades, installation of energy efficient light fixtures, and aesthetic landscaping improvements.

Target Date 1/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
7790 individuals reside in the anticipated service area comprised of census block groups 701801.4, 701801.5, 701802.1, 702201.1, and 702300.4. The combined area includes 4380 low-moderate income individuals (56.23%) Location Description Thelma Terry Building at Virginia Avenue Park (VAP) Planned Activities Interior restoration of Community Workshop 3, addition of a building access control system, HVAC upgrades, installation of energy efficient light fixtures, and aesthetic landscaping improvements.
2 Project Name CDBG: Teen Center Courtyard Safety Improvements Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities Needs Addressed Expand/Improve Public Infrastructure & Facilities Funding CDBG: $175,000
Annual Action Plan
2022-23
34 OMB Control No: 2506-0117 (exp. 09/30/2021)
Description The VAP Teen Center courtyard is intended to be a safe, enclosed, outdoor space for neighborhood youth and as a gathering place for community events, but the space has been subject to intense heat from direct sunlight in the summer months and to recurring flooding during bouts of rain. This project seeks to add a much-needed shade solution and to install a longterm drainage system to ensure that the courtyard remains safe and accessible year-round.

Target Date 1/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
7790 individuals reside in the anticipated service area comprised of census block groups 701801.4, 701801.5, 701802.1, 702201.1, and 702300.4. The combined area includes 4380 low-moderate income individuals (56.23%) Location Description Teen Center Courtyard at Virginia Avenue Park (VAP) Planned Activities Installation of a shade structure and a long-term drainage system to ensure that the courtyard remains safe and accessible year-round. 3 Project Name CDBG: Park Center Building - Fitness Room Safety Improvements Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities Needs Addressed Expand/Improve Public Infrastructure & Facilities Funding CDBG: $120,000
Description Located in VAP’s Park Center Building, Fitness Rooms 1 and 2 are used by City staff and partner agencies to provide out-of-school time youth programming and community-based fitness classes. However, damage to the flooring has created a safety hazard. Replacement of the floors will restore the room to its intended state to support the health and wellbeing of community members.

Target Date 1/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
7790 individuals reside in the anticipated service area comprised of census block groups 701801.4, 701801.5, 701802.1, 702201.1, and 702300.4. The combined area includes 4380 low-moderate income individuals (56.23%) Location Description Community Fitness Rooms located in the Park Center Building at Virginia Avenue Park Campus
Planned Activities Replace flooring in both rooms.
4 Project Name CDBG: Independent Living Service/Home Access Program Annual Action Plan
2022-23
35 OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Area Low/Mod Areas; Citywide
Goals Supported 3. Provide Vital Services for LMI & Special Needs Needs Addressed Public Services & Quality of Life Improvements Funding CDBG: $36,644
Description Independent Living Service/Home Access Program (Disability Community Resource Center) - Minor home modifications for special needs populations, including seniors and persons with disabilities.

Target Date 6/30/23
Estimate the number
and type of families
that will benefit from
the proposed activities
Home Modifications for People with Special Needs: 5 Households Location Description Eligible low-mod rental units citywide, as prioritized by the Disability Community Resource Center
Planned Activities Complete minor home modifications for special needs populations, including seniors and persons with disabilities.
5 Project Name CDBG: Public Services
Target Area Low/Mod Areas; Citywide
Goals Supported 3. Provide Vital Services for LMI & Special Needs

4. Economic Development Opportunities

5. Provide Assistance Homeless Services & Shelters
Needs Addressed Public Services & Quality of Life Improvements Economic Development Opportunities
Homelessness Housing & Support Services
Fair Housing
Funding CDBG: $164,624
Description Santa Monica Retention Program (St. Joseph Center): Provide assertive outreach and intensive case management, homeless prevention, transitional housing, and housing retention services.

General Community Legal Services (Legal Aid Foundation of Los Angeles):

Provide a full range of legal services to low-income residents to promote fair housing awareness, prevent eviction, provide access to justice, and strengthen communities.

Santa Monica Employment Program (Chrysalis): Provide job training and job placement services to low-income and homeless residents.

Annual Action Plan
2022-23
36 OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Santa Monica Retention Program (St. Joseph Center): 140 Persons Assisted General Community Legal Services (Legal Aid Foundation of Los Angeles):
600 Persons Assisted
Santa Monica Employment Program (Chrysalis): 180 Persons Assisted Location Description Citywide
Planned Activities Santa Monica Retention Program (St. Joseph Center): Provide assertive outreach and intensive case management, homeless prevention, transitional housing, and housing retention services.

General Community Legal Services (Legal Aid Foundation of Los Angeles):

Provide a full range of legal services to low-income residents to promote fair housing awareness, prevent eviction, provide access to justice, and strengthen communities.

Santa Monica Employment Program (Chrysalis): Provide job training and job placement services to low-income and homeless residents. 6 Project Name CDBG: Administration
Target Area Low/Mod Areas; Citywide
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities

2. Provide Safe, Affordable Housing Opportunities

3. Provide Vital Services for LMI & Special Needs

4. Economic Development Opportunities

5. Provide Assistance Homeless Services & Shelters
Needs Addressed Expand/Improve Public Infrastructure & Facilities Preserve & Develop Affordable Housing
Public Services & Quality of Life Improvements
Economic Development Opportunities
Homelessness Housing & Support Services
Fair Housing
Funding CDBG: $248,000
Description Administer the CDBG program in compliance with federal regulations for the 2022 Program Year
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Annual Action Plan
2022-23
37 OMB Control No: 2506-0117 (exp. 09/30/2021)
Location Description N/A
Planned Activities Administer the CDBG program in compliance with federal regulations for the 2022 Program Year
7 Project Name HOME: Tenant-Based Rental Assistance
Target Area Low/Mod Areas; Citywide
Goals Supported 2. Provide Safe, Affordable Housing Opportunities Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $495,750
Description Provide tenant based rental assistance for low-moderate income households
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
Tenant-based Rental Assistance: 25 Households Assisted
Location Description N/A
Planned Activities Provide tenant based rental assistance for low-moderate income households
8 Project Name HOME: Administration
Target Area Low/Mod Areas; Citywide
Goals Supported 2. Provide Safe, Affordable Housing Opportunities Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $65,300
Description Administer the HOME program in compliance with federal regulations for the 2022 Program Year.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the HOME program in compliance with federal regulations for the 2022 Program Year.

Annual Action Plan
2022-23
38 OMB Control No: 2506-0117 (exp. 09/30/2021)
9 Project Name HOME: CHDO Reserve
Target Area Low/Mod Areas; Citywide
Goals Supported 2. Provide Safe, Affordable Housing Opportunities Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $91,950
Description Per regulation 92.300 the City is reserving 15% of the HOME allocation for a Community Housing Development Organization (CHDO).

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Per regulation 92.300 the City is reserving 15% of the HOME allocation for a Community Housing Development Organization (CHDO).

Annual Action Plan
2022-23
39 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The latest HUD data indicate that there are 19 low/mod Block Groups in Santa Monica, distributed among 10 City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block Groups
Geographic Distribution
Target Area Percentage of Funds
Low/Mod Areas 95
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Many of the City's low/mod block groups are predominantly residential, occurring in clusters and/or adjacent to one another. The most prominent grouping occurs in a stretch of low/mod block groups south of the 10 freeway and north of Pico Boulevard. Areas such as these have been areas of concern in the past and emerged in the course of continued examination of available data. These areas are consistently cited in discussions regarding resource allocation and the City remains committed to identifying and funding eligible projects that meet their established needs.

Discussion
The resources available under the 2022-23 Annual Action Plan are limited. The City targets funding according to priority needs throughout the City, with an emphasis on helping the lowest-income households, block groups, and service areas. Depending on the type of need being addressed, resources may or may not be geographically targeted. For example, public services for 2022-23 are not geographically targeted and are instead provided to eligible program participants in such a manner as to provide the greatest level of availability to the widest area possible. On the other hand, assistance to projects that improve public facilities/infrastructure will be undertaken in a specific location within an eligible low/mod income area. A project may only be funded outside of this area if the project primarily benefits low-income households or persons presumed to be low-income, such as adults with disabilities.

At least 95% of the funds are allocated to projects that meet the low-income limited clientele, low-mod housing, or low-mod area national objectives.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The most notable impediment to affordable housing revolves around the lack of Federal and State resources for affordable housing initiatives, including the development of additional affordable rental housing stock and the lack of funding for new construction and rehabilitation. Insufficient funding for programs and resources to reduce excessive rent or mortgage burdens to qualified persons is also a key factor.

Another barrier to affordable housing in Santa Monica is the high cost of housing created by a demand for housing, both existing and new, which exceeds the current supply. Santa Monica is perceived as a desirable place to live, and has experienced growth in terms of both businesses that wish to operate here and in terms of people who wish to reside here. Despite the recent downturn in the housing market nationally, housing prices, both purchase and rental, remain high, especially for lower income households. In addition, the cost of site acquisition is very high, as are development costs. These factors make housing construction expensive and put affordable housing out of the reach of low-income households.

The Housing Needs Assessment also identified stringent criteria in the mortgage origination process due to the foreclosure crisis, which also is outside the scope and control of City policy. In some instances, issues revolving around personal finances (lack of down payment, credit history, employment history) affect the availability of affordable housing for Santa Monica residents.

One Year Goals for the Number of Households to be Supported Homeless 140
Non-Homeless 780
Special-Needs 5
Total 925
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 25
The Production of New Units
Rehab of Existing Units
Acquisition of Existing Units
Total 25
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
The Santa Monica Housing Authority was consulted during development of the 2020-24 Consolidated Plan development process. It is the intention of the Authority to continue to ensure that its participants in the Housing Choice Voucher, Continuum of Care voucher, and HOME voucher programs are housed in safe and adequate affordable housing.

Actions planned during the next year to address the needs to public housing The City of Santa Monica and the Santa Monica Housing Authority do not own or operate any housing.

In recent years, the City has coordinated with the Housing Authority to evaluate issues and will continue to do so, though the City does not plan to provide funding for any Housing Authority programs or projects. The City currently provides funds for the former Redevelopment Agency vouchers and contributes to staff costs.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The needs of homeless persons and of persons with special needs are complex and require a wide range of specialized services. Numerous agencies are often involved in the care of people experiencing homelessness, providing distinct services such as housing, mental health counseling, employment training, and case work services. A number of activities and services are funded to help the needs of the homeless and other special needs populations. Overall, these services address the high priority of reducing homelessness and the threat of becoming homeless, as well as providing necessary services.

There are several groups that have a higher need for affordable housing and have special housing needs.

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

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

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
As part of the Coordinated Entry System (CES) for Los Angeles County, Santa Monica homeless service agencies are using the county’s VI-SPDAT triage pre-assessment tool. The VI-SPDAT is a well-researched survey instrument being utilized by over 70 communities that assesses an individual’s strengths and challenges in areas of housing, risky behavior, socialization, and wellness (health and behavioral health).

The VI-SPDAT produces a numerical score which indicates the most appropriate intervention for each individual, with low scoring individuals receiving light services and high scoring individuals receiving intensive services up to and including permanent supportive housing. Funding for CES has increased significantly to expand efforts and reach more unsheltered individuals with additional funds from LAHSA to complement investments by United Way of Greater Los Angeles and the Hilton Foundation.

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In addition to participating in CES, Housing and Human Services (HHSD) has partnered with the LA County Homeless Initiative and the Department of Health Services to fund two innovative street outreach teams: HMST (Homeless Multidisciplinary Street Team) and C3 (City, County, Community), both of which are operated by local nonprofit The People Concern. HMST is dedicated to working with the highest utilizers of fire and police services, while the C3 team focuses geographically on the areas most impacted by homelessness, including the downtown area and the beach. These multidisciplinary teams engage individuals with street-based medical and behavioral health interventions to help stabilize behaviors while linking people to mainstream resources. In 2019-20, the C3 teams provided streetbased services to more than 1,400 unduplicated individuals encountered in the Downtown Santa Monica area and the beach. The two Point-in-Time Homeless Counts conducted since the C3 teams were launched recorded reductions of 19% (2019) and 14% (2020) in areas where C3 had been deployed. Since its launch in 2016, HMST permanently housed 90% of the initial 26-client cohort and retained permanent housing for 94% of those housed, all while reducing participant interactions with emergency services. An evaluation of HMST published by RAND Corporation in June 2019 conservatively estimated that HMST yielded cost savings to the City that offset 17 to 43% of the City’s investment in HMST. As part of the CES for Los Angeles County, the teams utilize the VI-SPDAT to prioritize highly vulnerable households for housing placement. Using the City’s HMIS and monthly care coordination meetings, the City works closely with local and regional providers to track the progress of these individuals, assisting with advocacy and resources to remove system and process barriers in order to shorten the length of homelessness. The Downtown Santa Monica Ambassadors work in the same area, also providing outreach and referrals to individuals wherever they may be.

The City also utilizes first responders as a means of engaging and assessing the needs of homeless individuals. The Santa Monica Police Department maintains a specialized Homeless Liaison Program (HLP) Team of eight officers and a sergeant who work in conjunction with local nonprofits and City departments to identify vulnerable individuals and coordinate services. SMPD also provides training to all patrol officers on safe and appropriate methods for engaging and de-escalating people with mental illness. SMPD has developed the first POST-approved homeless curriculum in the state, which has been offered to sworn and civilian personnel from across the country. The Fire Department is also working to update their electronic records system to include additional homeless assessment questions that can be shared with HHSD and local providers to help connect vulnerable individuals to on-going care after emergency services.

Addressing the emergency shelter and transitional housing needs of homeless persons The City will continue to support over 350 transitional shelter beds in the community with the goal of increasing regional bed capacity through its participation in the Westside Cities Council of Government (WSCCOG). The WSCCOG is a vehicle through which the City champions regional solutions and problem solving in tandem with the leadership of neighboring communities. The WSCCOG is currently developing a housing and services needs assessment.

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The pandemic forced the reduction or decompression of interim housing bed capacity at facilities in Santa Monica and throughout the County, to prevent the spread of COVID-19 among vulnerable populations. During this period, the City utilized repurposed LA County grant funds to procure and install COVID-19 related improvements – including touchless water/soap dispensers and ultraviolet filters - at four interim housing sites in Santa Monica operated by The People Concern. Additional renovations and planned construction were completed on the SAMOSHEL sprung-tent shelter in early 2021. Throughout the pandemic, the City and homeless service providers have partnered with local motel operators to provide emergency non-congregate shelter to people deemed to by high-risk for serious illness if infected by COVID-19.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Many households who become homeless experience episodes of homelessness perhaps once or twice in a lifetime and for periods of less than a year. They are often families, including families with children, and are often homeless because of a particular crisis such as loss of income, eviction, foreclosure, illness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this segment is finding affordable housing.

The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works closely with local and regional providers to track the progress of these individuals into housing, assisting with advocacy and resources to remove system and process barriers in order to shorten the length of homelessness. Care coordination meetings have been conducted virtually via teleconference during the pandemic. The City also maintains a variety of resources to help transition homeless individuals and families into permanent housing, and support them over time. Direct financial assistance is provided for move-in costs (security deposits, moving expenses), basic furniture and rental application fees. Once housed, the care coordination efforts continue to ensure that households do not return to homelessness. City-funded housing programs are required, as part of their contract agreement, to notify the Housing and Human Services Division if tenants are about to be evicted. The City also funds legal services to prevent tenant harassment and discrimination against people who are disabled or have a history of homelessness, and offers emergency rental assistance to prevent eviction.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving Annual Action Plan
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assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

In addition to programs detailed in the Consolidated Plan, actions to address the issues noted above in this Action Plan include:
• Increase the supply of supportive housing for special needs populations • Preserve existing special needs housing and supportive services • Adapt existing housing to meet the needs of special needs populations • Improve access to services for special needs persons
• Promote economic development via job training and job placement • Assist the homeless and those at risk of homelessness with access to permanent affordable housing and supportive services
• Coordinate homeless services and encourage collaboration among providers These programs will address the needs of the homeless population with a range of services that includes emergency shelter, transitional housing, and permanent housing.

As part of the City’s Human Services Grants Program, homeless agencies and other non-profits are funded to provide post-housing placement retention services, supportive services to build income, health and behavioral health services, legal services, and benefits assistance that enable people to retain their housing. The City has recently expanded efforts to prevent people from losing their housing, especially those who are low-income/fixed income, disabled, elderly and/or living in rent controlled, deed restricted or Section 8 housing. The City's Senior Housing Task Force, a collaborative group of City and County departments and non-profits, meets monthly to identify older adults at imminent risk of losing housing due to unsafe living conditions. These meetings have been conducted via teleconference during the pandemic. The City also has strict tenant harassment laws and provides funding to Legal Aid Foundation of Los Angeles to investigate harassment claims and provide legal representation to lowincome tenants to prevent unlawful evictions. In March 2020, the City was one of the first in the nation to enact a local eviction moratorium to keep renters who had lost jobs or income due to COVID in their homes. In addition, the City maintains a Flexible Funding pool of that can be used for costs associated with eviction prevention. In 2020, the City implemented the COVID Emergency Rental Assistance Program (COVID ERAP) using CDBG and General Funds to provide 638 households economically impacted by COVID with three months’ rent up to $5,000. The City also continued and expanded its Preserving Our Diversity (POD) program, which provides cash-based assistance to low-income, long-term rent control senior households to help them achieve a minimum monthly after-rent income. As of January 2021, 145 low-income senior households have enrolled in POD.

The City also works with the Westside Coalition, comprised of agencies involved with emergency shelter, affordable housing, and supportive services on the Westside of Los Angeles. It meets monthly to coordinate efforts, including advocacy in the county, state, and federal government, as well as Annual Action Plan
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coordination with publicly-funded institutions that may discharge persons into homelessness (such as foster care, youth facilities, corrections programs). City staff coordinates daily with Santa Monica Police Department and the City Attorney’s Office to divert individuals from local jail to available social services and court-based alternative justice options. The City has also created a training curriculum to empower stakeholders to safely and effectively engage with homeless neighbors; videos at www.weare.santamonica.gov provide information for landlords, business owners, and charitable organizations.

The City has very few foster households (12 in 2017) and few children who enter foster care from Santa Monica (38 in 2017). Foster children and their families who live in Santa Monica are eligible for Cityfunded services.

Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The Housing Element of the City’s General Plan recognizes concerns about affordable housing and addresses them through several goals, specifically: identifying programs to assist in the production of affordable units, protecting and rehabilitating affordable units, and providing assistance to low- and moderate-income households and households with special needs. The City continues to monitor, analyze, and address market conditions and governmental factors that may act as barriers to affordable housing.

Though public policies are meant to address the overall needs of citizens, they may cause inadvertent negative effects on certain aspects of the community, which in this case are affordable housing and residential investment. Affordable housing and public and private residential investments are key components to furthering fair housing in any community. In part, to identify these negative effects and further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development (HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall affirmatively further fair housing. The primary tool for communities to identify contributing factors for these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).

In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the leading priorities within the City:

1. Displacement of residents due to economic pressures

2. Impediments to mobility

3. Lack of access to opportunity due to high housing costs

4. Lack of affordable, accessible housing in a range of unit sizes

5. Land use and zoning laws

6. Private discrimination
A list of Medium and Low Priority Contributing Factors to Fair Housing Issues can be viewed in the AFH.

Through the identification, evaluation, and ranking of Contributing Factors to Fair Housing, the City was able to propose four (4) goals with associated strategies to affirmatively further fair housing in Santa Monica. Below is a list of proposed goals (a list of strategies for each goal can be viewed in the 2020 AFH.

Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing Goal 3: Prevent displacement of low- and moderate-income residents Annual Action Plan
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Goal 4: Increase community integration for persons with disabilities Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Governmental restrictions may constrain the production of affordable housing. The City of Santa Monica continues to monitor, analyze, and address as necessary, governmental regulations, land use controls and residential development standards that affect the production and preservation of affordable housing.

Fair housing is crucial to ensuring that persons of all income levels have equal access to housing. HUD requires that jurisdictions receiving federal funds commit to affirmatively further fair housing. According to HUD, a fair housing impediment is considered to be “any action, omission, or decision which has the effect of restricting housing choice or its availability because of race, color, religion, sex, disability, familial status, or national origin.” A key part to affirmatively furthering fair housing is the preparation of an Assessment of Fair Housing Plan, a draft of which was made available to the public for input through March 6, 2020 and approved by the City Council on April 28, 2020. The Assessment of Fair Housing Plan is available at www.santamonica.gov/housing-policy-and-reports.

The City of Santa Monica’s Consumer Protection Unit in the City Attorney’s Office takes an active role to ensure fair housing opportunities are enforced. The Consumer Protection Unit has two primary responsibilities: Enforcing local, state, and federal laws to assure that consumers are treated fairly and lawfully; and investigating complaints involving charges of discrimination based on race, age, children, marital status, sex, sexual orientation, national origin, disability, religion, or infection with AIDS. The Consumer Protection Unit also educates tenants, landlords and the real estate community on fair housing laws, provides mediation services, and conducts community outreach throughout the year.

The City’s Rent Control Board also monitors evictions and advises Santa Monica tenants of their rights.

Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to assure that tenants are not discriminated against by building owners. Other agencies, such as the Santa Monica Housing Authority, Legal Aid Foundation of Los Angeles, California Department of Fair and Equal Housing, and HUD also offer assistance to persons with fair housing issues.

New housing developments subsidized by federal funding must have an Affirmative Fair Housing Marketing Plan, which sets the steps that developers or property managers must take to reach out to various populations during property rental or sale. The Marketing Plan specifically targets potential tenants, underrepresented minorities, economically disadvantaged populations, and low-income homebuyers to better integrate them into the community. Market factors that tend to restrict affordable housing production are high land costs, high construction costs, and the availability of financing. To help mitigate the high cost of housing development in Santa Monica, the City’s has Annual Action Plan
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historically provided a program to make “gap” financing available for affordable housing projects.

However, with the 2012 dissolution of redevelopment agencies in California as a result of State legislative action, Santa Monica’s ability to provide such gap financing has been effectively eliminated.

Santa Monica is exploring strategies for creating a new, dedicated funding source to replace the significant funding for affordable housing previously available from the Santa Monica Redevelopment Agency. The Housing Element of the City’s General Plan recognizes the concerns mentioned here and addresses them through seven goals, specifically identifying programs to assist in the production of affordable units, protection and rehabilitation of affordable units, and the provision of assistance to low and moderate income households and households with special needs.

Discussion:

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AP-85 Other Actions – 91.220(k)
Introduction:

The City is committed to addressing the needs of underserved populations in the community and fully understands that to efficiently leverage CDBG funds, it is necessary to mitigate obstacles low-income families face in securing financial opportunities, affordable housing, and the safety of their homes.

Actions planned to address obstacles to meeting underserved needs The continued growth of regional needs for homeless services and housing retention is the greatest challenge to meeting underserved needs. Significant ballot measures in LA County, LA City and City of Santa Monica were passed by voters in 2016 and 2017 to increase the resources available to tackle this problem via boosting affordable housing production and increase funding for services. However, available funding remains insufficient to meet these growing needs, especially as LA County projected a $70.9 million drop in Measure H (Homeless Initiative) sales tax revenues in FY2020-21. To overcome this significant challenge, locally, the City will increase efficiencies by facilitating more collaboration with other agencies and organizations, and identifying more opportunities to leverage funds. Additionally, the City, through a grant provided by United Way, produced a training curriculum to increase capacity of staff at local businesses and other community members to engage with homelessness as an issue and on a person-to-person basis. The City is also supporting the convening of a community homelessness steering committee to organize the work to address homelessness with stakeholders beyond staff at the city and local non-profits.

Regionally, the City will continue to participate in working groups to strategize the application of these new resources to fund the critical services proposed in the City and County of LA homeless strategies, adopted in February 2016. The plans provide the blueprint to increase the supply of affordable housing, expand the availability of housing options, coordinate services and housing systems, and improve economic opportunities for low-income households. To the extent possible, the City will apply its leadership in this area to support these efforts by sharing best practices, providing technical assistance, and helping to activate other communities in being accountable for local needs to activate other communities in being accountable for local needs. City staff have remained active participants in the Westside Cities Council of Governments (WSCCOG) Homelessness Working Group. This regional collaborative remains committed to working with a variety of public and private entities to develop strategies that equitably distribute homeless services and affordable housing across the region.

Actions planned to foster and maintain affordable housing The City places great emphasis upon seeing that decent, safe affordable housing is available for lowincome residents to the extent possible. The City also believes that rehabilitation of rental housing units is a high priority, as this effort keeps people in affordable housing and, especially for extremely lowincome and elderly homeowners, may serve to prevent homelessness. Homeless activities, ranging from Annual Action Plan
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providing emergency shelter to preventing homelessness receive a high priority. Thus, the City will focus on multiple efforts including rental assistance, rental rehabilitation, new rental construction (using local, non-federal funds), as well as home modifications to accommodate persons with special needs and in many instances prevent homelessness.

Actions planned to reduce lead-based paint hazards
Since inception of the CDBG program, all homes older than 1978 scheduled for rehabilitation activities receive lead-based paint testing to determine the extent of lead hazards, and where appropriate, remediated in conjunction with the rehabilitation. Any lead found was addressed by interim controls and abatement through covering and/or painting.

The City will also continue to take the following actions this program year to meet lead-based paint requirements:
• Report incidents of lead-poisoning to the Los Angeles County Health Department • Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines • Develop and distribute lead-based paint reduction and abatement information to all landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as to community groups
• Work cooperatively with its nonprofit housing providers and community health organizations to provide educational material and identify potential sources of lead poisoning in City-assisted affordable housing projects
• Apply housing quality standards to inspections of Section 8 units and assess risks of exposure to lead based paint for households with children six years of age and under • Address blight in individual buildings by eliminating specific conditions that present health and safety hazards to the public
• Provide lead-based paint testing and remediation to existing single- and multi-family units, targeting low and moderate income households. While the health department formerly provided reports on lead-based hazards to the City, that data is no longer made available to housing authorities
Actions planned to reduce the number of poverty-level families The City’s anti-poverty strategy is part of a coordinated effort to create jobs and improve the local economy. CDBG provides core funding for critical basic needs including health, housing, and employment because the creation of economic opportunities is not an isolated solution to alleviating poverty. The City works with community partners to identify educational, life skills and training needs and provide opportunities for self-empowerment that will enable low- and moderate-income residents to become and continue to be self-sufficient and economically independent. These programs have an immediate impact on primary needs of the low-income population and the causes of poverty. The City Annual Action Plan
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will continue to implement the anti-poverty strategy outlined in the Consolidated Plan. This includes continued prioritization of housing and homeless programs per HUD requirements, as well as other programs that address the following:
• Pre-vocational and job readiness skills training including assessment and assistance with applications, resumes, job-seeking skills, and work performance standards • Job development and placement for temporary and permanent employment opportunities with businesses, industry, and government
• Apprenticeships and training linkages with skills center and other vocational resources • Educational enrichment, skill-building, and parental support to encourage children and youth to be healthy, succeed in school, avoid gang activity, and prepare for productive adulthood • Youth skill-building and development to design innovative and creative alternatives to criminal involvement, youth violence, isolation, and loss of opportunities for growth • Legal services to include brief service and full representation in landlord/tenant matters, public benefits assistance, immigration, discrimination, consumer affairs, and other critical legal aid • Domestic violence intervention and prevention that offers counsel and advice, immediate assistance in obtaining restraining, stay-away and other protective orders, and critical support services to victims of domestic violence
• Independent living skills and assistance and peer counseling to ensure full self-sufficiency and independence among the elderly and people with disabilities • Childcare subsidies (infant, preschool and elementary) and assistance to working parents • Free health care and supportive service assistance to extremely low, very low, and low- income Santa Monica residents including vital assistance to those with HIV/AIDS The City continues to implement its Living Wage Ordinance, which requires all contractors with service contracts greater than $54,200 to pay their employees a living wage. The living wage is updated annually. For FY 2021-22 the living wage was set at $17.64 per hour.

Additionally, the City continues to leverage other federal, state, and local funds to assist homeless and near homeless households with rental assistance, housing search and placement, and legal and credit repair services. The City also encourages the continuing efforts of the Santa Monica Housing Authority, which administers the Section 8 vouchers within the City and the Section 8 Family Self Sufficiency (FSS) program (which teaches employment and self-sufficiency skills to low income families with children).

Actions planned to develop institutional structure
See response below
Actions planned to enhance coordination between public and private housing and social service agencies
The City has identified gaps in institutional structure for implementing the Consolidated Plan and ways Annual Action Plan
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to enhance coordination among housing agencies and social service providers. These gaps included a lack of sufficient resources and the need for better information dissemination and sharing among agencies and organizations that provide services. As noted in section PR-10 of the Consolidated Plan, the City has been proactive in addressing these gaps and undertaken a number of specific actions to overcome these gaps.

The City will continue to work with other agencies and departments in several areas including social services, lead abatement, and mental health services, and will continue to seek to establish new relationships with the private sector to accomplish economic and community development activities.

The City also currently coordinates housing and services for homeless and formerly homeless households through monthly Chronic Homeless Project case conferencing meetings, led by Housing and Human Services with representatives from all City-funded homeless programs, County Mental Health and SMPD. The Senior Housing Task Force is also enhancing coordination between housing and social service agencies and allowing for early intervention to prevent housed older adults from becoming homeless due to complications of cognitive decline. Policy coordination occurs through formal quarterly meetings with Human Services and Housing Authority staff, in addition to frequent informal communications to collaborate on shared program participant issues.

Also, the City will encourage the efforts of the Santa Monica Housing Authority which administers the Section 8 vouchers within the City.

Discussion:

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

The City currently uses various administrative mechanisms to monitor progress of HUD-funded projects and activities that are under its control and jurisdiction. The goal is to ensure that Consolidated Plan and Annual Action Plan activities are carried out in a timely manner in accordance with federal regulations and other statutory or regulatory requirements. The City's primary monitoring goals are:
• Provide technical assistance to grant administrators and staff • Ensure activities are carried out in compliance with federal, state, and local requirements • Identify deficiencies and promote corrections in order to improve the City’s ability to adhere to the Consolidated Plan objectives and annual goals
City staff participate in quarterly meetings and communicate with subrecipients as needed to discuss project or program progress.

All Requests for Proposal (RFPs) and contracts are reviewed carefully to ensure compliance with HUD and local requirements for program delivery, financial management, procurement, personnel matters, and other such requirements. Subrecipients are required to enter into agreements that specify objectives, scope of work, applicable timelines, performance targets, budget, federal, state, and local regulatory requirements, and monitoring and reporting requirements.

In addition, the City may undertake activities through the City’s Capital Improvement Program (CIP), which funds the acquisition, expansion or rehabilitation of land, buildings, and other major infrastructure. Projects included in the CIP budget exceed $50,000 and involve public works construction.

During project implementation, subrecipients are required to submit periodic reports detailing progress toward objectives, problems and/or resolution to meeting goals, and quantitative participation data by ethnicity, income, and household status. Periodic reports and payment requests are reviewed for compliance with the project agreement, budget consistency, and documentation of expenditures.

Subrecipients are advised of any procedural errors and/or ineligible activities, and provided with technical assistance as needed.

Upon project completion, project sponsors are required to submit completion reports identifying program/project accomplishments, including number of persons or households served, ethnicity, and income level.

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The City and subrecipients shall comply with participant eligibility requirements for CDBG funded projects as detailed in 24 CFR Subpart C of the HUD Regulations and 24 CFR Part 92 for HOME projects.

The City or subrecipients collect income verification documentation at the time of intake and at least annually while the participant is receiving CDBG-funded services or during project construction.

Projects are subject to performance and financial monitoring during implementation or following completion. Priority for monitoring engagements may be given to high-risk programs.

Affordable housing development projects must submit annual compliance reports throughout the period of required affordability. Reports are designed to ensure continued compliance with federal regulations, affordability and use restrictions, and other requirements as specified in project loan documents. In addition, all HOME and CDBG-assisted projects will be subject to periodic on-site inspections to ensure continued compliance with federal housing quality standards.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $40,000

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
0 3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 0 Total Program Income $40,000
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 95.00% Annual Action Plan
2022-23
56 OMB Control No: 2506-0117 (exp. 09/30/2021)
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

HOME program resources are as follows:
• The estimated 2022-23 HOME allocation of $613,000.
• Estimated Program income of $40,000 from loan repayments from affordable housing developments originally funded with HOME.
• Repayments: None, see below.
• Recapture funds in local account: None, see below.

These funds will be used towards HOME Admin and TBRA as described in AP-35 Projects. The City does not use HOME funds in any other manner than those described in Section 92.205

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

Not applicable. The City does not use HOME funds for homebuyer activities

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

The City does not use HOME funds for homebuyer activities. When HOME funds are used to acquire residential rental property dedicated as affordable housing, the City applies its Housing Trust Fund Guidelines, which require 55 years of affordability.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

Not applicable. The City does not use HOME funds to refinance existing debt. The HOME TBRA program provides rental subsidies for households whose income is at or below 60% AMI up to 24 months or longer with an extension and if funding is available. Targeted populations include tenants at-risk of losing their housing and becoming homeless (such as rent burdened households), seniors, persons living with permanent disabilities, and persons experiencing homelessness. The program is managed by the Santa Monica Housing Authority (SMHA) and operated with guidance from the SMHA Administrative Plan. Required lease terms are specific to HOME regulations. Further details about the TBRA program can be obtained from SMHA staff at 310-458-8743.

CITY OF SANTA MONICA
Low & Moderate Income Block Groups
Santa Monica is an exception city. Low & Moderate Income Areas are defined by census block groups with 45.37% or more of the population considered low/moderate.

CDBG law authorizes an exception for grantees with few or no areas in which 51% of the residents are low and moderate income to be able to undertake area benefit activities.

Santa Monica is an exception city. Low & Moderate Income Areas are defined by census block groups with 45.37% or more of the population considered low/moderate.

CDBG law authorizes an exception for grantees with few or no areas in which 51% of the residents are low and moderate income to be able to undertake area benefit activities.

CITY OF SANTA MONICA
Percent of Low & Moderate Income by Block Groups

PUBLIC PARTICIPATION

CITY OF SANTA MONICA

SUMMARY OF PUBLIC COMMENTS AND INPUT
2022-23 ANNUAL ACTION PLAN
Public Hearing – February 28, 2022 (Social Services Commission) Commissioners expressed general support for proposed uses of funding. There were no public requests to speak. One written comment was received and is attached herein.

Public Hearing– March 19, 2022 (Virginia Avenue Park Advisory Board) A commissioner inquired about eligible uses of CDBG/HOME funds, the project selection process, and the viability of funding for affordable housing projects. The commissioner also expressed general support for proposed uses of funding. There were no public requests to speak. One written comment was received and is attached herein.

Public Hearing – April 26, 2022 (City Council Meeting)
Any input from Council or comments from the public will be incorporated here in the final 2022-23 Annual Action Plan
30-Day Public Review (begin April 6, 2022)
Any comments received will be incorporated here in the final 2022-23 Annual Action Plan.

From: Mathew Millen <[email protected]>
Sent: Monday, February 28, 2022 10:08 AM
To: HumanServices Mailbox <[email protected]> Subject: CDBG & HOME meeting 2/28 Social Service Commission Mathew L.Millen
Attorney at Law
10880 Wilshire Blvd. Suite 1050
Los Angeles, CA 90024
(310)470-8071
February 28, 2022
Comments to Social Service Commission
CDBG and Home Investment Partnership Act Funds
To Whom It May Concern:

My client is a native of Mexico, a veteran of the United States Army, and a naturalized US Citizen who wishes to remain anonymous due to fear of harassment by SMRR apparachiks My client is opposed to the City use of CDBG and HOME funds in violation of State and Federal Fair Housing Law, specifically Health and Safety Code Section 8899.50 and Health and &Safety Code Section 34313 “Except where there existed on September 15, 1945, contracts for financial assistance between a housing authority and the Federal Government, no low-rent housing or slum-clearance project shall be developed, constructed, or owned by an authority after September 15, 1945, except after consultation with the school district in which the project is located, and until the governing body of the county or city in which it is proposed to develop, construct, or own the project, proves it by resolution.”

1. HOME funds should be used to encourage home ownership for minorities-convert CCSM projects to condos and sell the units to the tenants.

2. Stop the segregation of low income minorities in the historically segregated Pico Neighborhood

3. Implement H&S Code 8899.50 by a moratorium on low income housing in the Pico Neighborhood, no development of Regional Social Services in the Pico Neighborhood and restrict development of low income housing to the area between Wilshire and San Vicente Blvd to implement Affirmatively Furthering Fair Housing, H&S 8899.50

4. Stop funding Regional Social Services that attract the homeless from everywhere and fund programs that help Santa Monica school children eradicate the “achievement gap”.

5. Implement H&S Code 34313 by requiring a City Council vote for City funded low income housing projects and homeless housing and homeless shelters.

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