Attachment A: Proposed 2023-24 Action Plan - Public Review — Santa Monica City Council, May 9, 2023

Public Review Draft - April 2023
For CDBG and HOME funds received through the
U.S. Department of Housing and Urban Development
City of Santa Monica
2023 - 2024 Action Plan (Proposed)
Annual Action Plan 1
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The 2023-24 Annual Action Plan represents the fourth 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 2023-24 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.

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 Annual Action Plan 2
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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 2023-24 Annual Action Plan and their relation to the objectives listed below, please refer to sections AP-20 (Annual Goals and Objectives) and AP-35 (Projects). The City’s objectives, goals and anticipated outcomes identified in the 2020-24 Consolidated Plan are shown in the following table.
2020-24 Consolidated Plan Goals
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3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

Accomplishments by City Departments and numerous non-profit organizations are submitted to HUD annually via the Consolidated Annual Performance and Evaluation Report (CAPER) and the Integrated Disbursement and Information System (IDIS) following the end of each program year. The list below identifies some of the accomplishments reported on the 2021 CAPER for activities completed through the second year of the current 2020-24 Consolidated Plan. • 638 households supported through the COVID-19 Emergency Rental Assistance Program (CDBG,

CDBG-CV)
• 89 households receiving tenant-based rental assistance (TBRA) to subsidize rental expenses (HOME)
• Home accessibility modifications to 10 units for special needs populations, including the elderly, frail elderly, and persons with disabilities (CDBG)
• Legal services to 1295 low-income program participants to promote access to justice, fair housing, and strengthen communities (CDBG)
• Job training, readiness workshops, and employment to 259 participants (CDBG) • Housing retention and supportive services to 254 formerly homeless individuals in the Continuum of Care program (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 2020-24 Consolidated Plan. The City’s current Citizen Participation Plan was utilized to encourage citizen input as codified in the City’s municipal code. 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 2023-24 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, an advertised public hearing to receive input on the development of the 2023-24 Annual Action Plan was held at the March 16, 2023 meeting of the Recreation and Parks Commission. The 2023-24 Annual Action Plan was made available for a well-advertised 30-day public review period beginning April 5, 2023. The City Council is scheduled to consider formal approval of the 2023-24 Annual Action Plan at its May 9, 2023 meeting. The public hearing and public review period were both noticed in accordance with the Citizen Participation Plan and included official notices in the Santa Monica Daily Press, email notification to local grantees, service providers, neighborhood associations, and Housing and Human Services boards, commissions, and workgroups, and a notice in the April 26, 2023 SaMoNews email blast to over 40K Santa Monica community members. Notices invited participation from Spanish speakers and offered accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies are part of a concerted effort to obtain significant public input during preparation of the plan.

Following HUD’s acceptance of the plan, the 2023-24 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 final remaining program year 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.

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Any comments received to-date are included in the Public Participation attachment to this draft 2023-24 Annual Action Plan. Copies of all public hearing and public review notices to-date are also attached. A final accounting of any comments received at the aforementioned public hearing, during the 30-day public review period, or at the May 9, 2023 Council meeting will be included in the Public Participation attachment to the final, Council-approved Annual Action Plan. Copies of all notices to participate and all input received will be incorporated into the Annual Action Plan prior to final submission to HUD, to the extent possible.

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 2023-24 Annual Action Plan. HHSD staff is currently responsible for administration of Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds and works to ensure a consistent approach to administering projects and progressing towards goals. In addition, HHSD works with public agencies, for-profit, and non-profit organizations that play a part in the provision of affordable housing and community services in Santa Monica.

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

Consolidated Plan Public Contact Information
Community Services Department
Housing and Human Services Division
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1685 Main Street
MS22
Santa Monica, CA 90401
Phone: 310-458-8701
[email protected]
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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))
The City of Santa Monica is one of 88 cities in Los Angeles County and is geographically surrounded by the City of Los Angeles. Santa Monica has maintained 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, and 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 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 and oversees service delivery to low-income seniors and people with disabilities, and homeless individuals on the City’s by-name Service Registry . The City’s approach is aligned with Continuum of Care (CoC) 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. HHSD also supports a community-wide safety net that provides services to youth, families, and low-income households to promote housing stability, economic opportunities, education, and health.

Beginning in 2015, the City has participated in the development and implementation of Los Angeles County’s Homeless Initiative, which recently announced an unprecedented $609.7 million to address homelessness regionwide. Since 2021, the City has convened a Homelessness Resource Coordination Meeting occurring once every two months, bringing together representatives from City and County departments, nonprofit service providers, local business and faith communities, and other key stakeholders to more effectively coordinate resources across the city.

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 Westside Cities Council of Governments (WSCCOG), including the WSCCOG Homelessness Working Group and receives funding via the COG’s Innovations Fund for homelessness prevention and housing efforts. Beginning fiscal year 2023/2024, the WSCCOG will provide funding to members via a multi-year Local Solutions Fund. The City is also a member of the Westside Coalition which is an alliance of 75 organizations, public agencies and faith communities committed to working collaboratively on issues of housing, hunger, and health through service coordination.

The City has the opportunity to expand services addressing homelessness over the next biennial period using two new funding streams, Measure CS and Measure GS, approved by Santa Monica voters in Annual Action Plan 9
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November 2022. The new on-going revenue streams that will be generated through Measures CS and GS will provide the infusion of funds necessary to develop a comprehensive homelessness strategic plan and accelerate the City’s work on addressing homelessness, producing and preserving affordable housing, preventing homelessness, and maintaining clean and safe public spaces. Council has approved a number of priorities under Measure CS funds, including preparation of a comprehensive Homelessness Strategic Plan (HSP), expansion of the City’s homeless multi-disciplinary teams, redesign of the SAMOSHEL interim housing program to accommodate 24/7 intakes, and expansion of the Police Department’s Homeless Liaison Program (HLP). Measure GS will provide resources to produce and preserve affordable housing and prevent homelessness at a scale far beyond the City’s current administration of rental assistance programs, disbursement of Housing Trust Funds to support affordable housing projects, and programs to prevent homelessness. Such a significant level of investment presents a ground-breaking opportunity for the City to embark on implementing the recommendations laid out in the City’s 2022 Homelessness Report. Planning and organizational adjustments can begin as early as FY 2023-24 for what will likely be a multi-year Measure GS implementation strategy.

The City is committed to continuing to work with regionwide partners to develop progressive and compassionate solutions that foster access to appropriate housing and services in every community.

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 (CoC) 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 (LAHSA), 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. 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.

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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 City manages an independent Homeless Management Information System (HMIS) that was initially funded through HUD CoC and is currently supported with local general funds. The City is in preliminary discussions with its current HMIS vendor to transition to LAHSA’s 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. Santa Monica 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
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What section of the Plan was addressed by Consultation? Homelessness Strategy Non-Homeless Special Needs
Community Services
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Commission Meeting and
Discussion
3 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
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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
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
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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.

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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
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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
What section of the Plan was addressed by Consultation? Youth and Families, Childcare Annual Action Plan 18
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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.
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.

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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
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 Assessment of Fair Housing Housing Authority Fair Housing Objectives & Plan Human Services Grant Program Funding Rationale City Coordination of Efforts 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 Homelessness Resource Coordination Meetings City Homelessness Strategy Westside Cities Council of Governments (WSCCOG) meetings Council of Governments (COG) Coordination of Efforts Table 3 – Other local / regional / federal planning efforts Annual Action Plan 20
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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, including the Disabilities Commission, Housing Commission, Human Services Commission, and the Virginia Avenue Park Advisory Board. 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 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 MonicaMalibu 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 County. The Coalition meets monthly to coordinate efforts, including advocacy in the county, state, and federal government.

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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 two remaining program years in the 2020-24 Consolidated Plan.

In order to inform development of this 2023-24 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 a public hearing to receive input on the development of the 2023-24 Annual Action Plan, which was held at the March 16, 2023 meeting of the Recreation and Parks Commission. The 2023-24 Annual Action Plan was subsequently made available for a well-advertised 30-day public review period beginning April 5, 2023. City Council is scheduled to consider formal approval of the 2023-24 Annual Action Plan at its May 9, 2023 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, email notification to local grantees, service providers, neighborhood associations, and Housing and Human Services boards, commissions, and workgroups, and a notice in the April 26, 2023 SaMoNews email blast to over 40K Santa Monica community members. Notices invited participation from Spanish speakers and offered accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies are part of a concerted effort to obtain significant public input during preparation of the plan.

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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
1 Public
Meeting
-Non-English Speaking -
Specify other language:

Spanish
-Persons with disabilities
-Non-targeted/broad
community
Hosted at the March
16, 2023 meeting of
the Recreation and
Parks Commission,
20+ attendees,
including
commissioners,
presenters, and
members of the
public.

Commissioners expressed
general support for uses of
2023-24 CDBG/HOME
funding. Commissioners and
members of the public
posed clarifying questions
about proposed projects,
but provided no feedback
suggesting that any changes
be made. No written
comments were received.

All
questions/co
mments
were
addressed.
www.smgov.net/rp
c
2 Internet
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
Information
regarding Public
Hearings was posted
to posted on the
City's CDBG/HOME
webpage, with
directions on how to
participate and/or
submit public
comment.

No comments were
received
No
comments
were
received
www.santamonica.
gov/communitydevelopmentblock-grant-andhome-investmentpartnershipprograms Annual Action Plan 23
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
3 Newspaper Ad
-Non-English Speaking -
Specify other language:

Spanish
-Non-targeted/broad
community
-Vulnerable Individuals
and Households
Newspaper
advertisements for
the 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.

Any comments received will
be made publicly available
and incorporated into the
final HUD submission.

All
comments
will be
accepted.
www.smdp.com
4 Internet
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
Advertisement for
the 30-Day Public
Review period was
posted to the City's

CDBG/HOME
webpage, with
directions on how to
submit public
comment.

Any comments received will
be made publicly available
and incorporated into the
final HUD submission.

All
comments
will be
accepted.
www.santamonica.
gov/communitydevelopmentblock-grant-andhome-investmentpartnershipprograms Annual Action Plan 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
5 Email Blast
Service
Providers/Community
Groups
Email notice of 30-
Day Public Review
period sent to
Human Services
Grants Program
(HSGP) agencies and
service providers;
select boards,
commissions,
advisory bodies, and
workgroups; Santa
Monica
Neighborhood
Associations
Any comments received will
be made publicly available
and incorporated into the
final HUD submission.

All
comments
will be
accepted.

N/A
6 SaMoNews
Email
Newsletter
Non-targeted/broad
community
The April 26, 2023
SaMoNews email
newsletter included
Notice of the 30-Day
Public Review period.

The newsletter is
distributed to a list of
over 40K subscribers.

Any comments received will
be made publicly available
and incorporated into the
final HUD submission.

All
comments
will be
accepted.
https://mailchi.mp
/santamonica.gov/
welcome-tosamonews-fromcity-of-santamonica561574?e=57329e c396
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
7 Public
Meeting
Non-targeted/broad
community
City Council will
consider formal
approval of the 2023-
24 Annual Action
Plan on May 9, 2023.

Any comments received will
be made publicly available
and incorporated into the
final HUD submission.

All
comments
will be
accepted.
www.santamonica.
gov/topicexplainers/citycouncil
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.

The figures shown in the table below reflect final CDBG and HOME allocations for FY 2023-24. The figure for “Expected Amount Available Remainder of ConPlan” anticipates level funding based on the projected 2023-24 allocation amounts over the lone remaining future year covered by the Consolidated Plan. If there are substantial 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 2023-24 activities proposed for funding:
• 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 2023-24 program year, these funds would be used to increase funding for Tenant-Based Rental Assistance (TBRA) and/or HOME Administration.

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Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount Available
Remainder of
ConPlan: $
Narrative
Annual Description
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total: $
CDBG public -
federal
Acquisition
Admin and Planning
Economic Development
Housing
Public Improvements
Public Services 1,144,558 50,000 334,152 1,528,710 1,144,558

HOME public -
federal
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental rehab
New construction for ownership
TBRA 634,974 40,000 0 674,974 634,974

Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment of CDBG and HOME funds. Even with the use of the City’s Human Services Grants Program funding and local funding committed to the production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from other entities, both public and private. Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this type of matching as well as financial matches.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns two properties that are leased to a local non-profit at below-market rates for the operations of homeless services at the Access Center and the SAMOSHEL emergency shelter. Funds from Measure CS, passed in November 2022, will be used to support redesign of SAMOSHEL. A third Cityowned facility is leased to a non-profit providing services to seniors, including those who are disabled and/or low-income.

Prior to the adoption of the October 2022 Housing Element discussed in more detail below, the City reviewed various City-owned properties and evaluated the sites for potential affordable housing development. The sites represented a range of development potential involving near-term and longterm opportunities, as well as housing production ‘yield’. One particular site was ready for redevelopment, and in January 2021, the City Council selected a developer for 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. During 2022 and 2023, the developer has been meeting with stakeholders and members of the community to receive input about the potential design of the affordable housing and associated services for the supportive housing component.

On October 11, 2022, the City Council adopted the 2021-2029 Housing Element, a State-mandated plan to demonstrate the City’s capacity to accommodate its share of regional housing need at all income levels. In the Housing Element, the City demonstrated capacity for 1,880 homes affordable to lower income households on specific City-owned sites. The sites will be developed with 100% affordable housing through issuance of requests for proposals (RFPs). The first RFP will be issued by June 30, 2023, for development of affordable housing on three City-owned public surface parking lots located at 1217 Euclid Street, 1211-17 14th Street, and 1146 16th Street. The sites are collectively projected to accommodate 130 homes. On March 14, 2023, the City Council declared these sites as exempt surplus land as required by State law.

Discussion
Annual Action Plan 29
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 1. Expand/Improve
Public
Infrastructure/Facilities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Expand/Improve
Public
Infrastructure &
Facilities
CDBG:
$1,050,000
Public Facility or
Infrastructure Activities other
than Low/Moderate Income
Housing Benefit: 7790
Persons Assisted
2 2. Provide Safe,
Affordable Housing
Opportunities
2020 2024 Affordable
Housing
NonHomeless
Special Needs
Low/Mod
Areas
Preserve &
Develop
Affordable
Housing
HOME:
$512,231
Tenant-based rental
assistance / Rapid Rehousing:
25 Households Assisted
3 4. Economic
Development
Opportunities
2020 2024 Non-Housing
Community
Development
Low/Mod
Areas
Economic
Development
Opportunities
CDBG:
$50,000
Businesses Assisted: 5
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
4 5. Provide Assistance
to Homeless Services &
Shelters
2020 2024 Homeless Low/Mod
Areas
Public Services &
Quality of Life
Improvements
Homelessness
Housing &
Support Services
CDBG: $
189,800
Public service activities other
than Low/Moderate Income
Housing Benefit: Estimate 50
Persons Assisted
Table 6 – Goals Summary
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Goal Descriptions
1 Goal Name 1. Expand/Improve Public Infrastructure/Facilities Goal
Description
19th Street Parcel Development - Phase I: Originally purchased using CDBG and General Funds in FY 2019-20, the 2018 19th Street parcel must now be developed into a beneficial community resource informed by engagement with Pico Neighborhood residents within the service area. Phase I development will include grading and preparing the land for general accessibility before installing a communal garden space in a future Phase II.

Virginia Avenue Park Basketball Court Replacement: The VAP basketball courts are a popular and well-utilized resource for Santa Monica youth and families in the Pico Neighborhood. The courts are currently suffering from increasing surface damage due to the elements and normal wear and tear and will soon result in safety hazards for basketball players. If the courts cannot be not resurfaced and repaired, they may face imminent closure.

Virginia Avenue Park Community Kitchen (Supplemental): Due to significant increases in construction costs, additional funding is required to complete conversion of the existing kitchen in the Thelma Terry Building at Virginia Avenue Park (VAP) into a licensed commercial kitchen. The kitchen will be used to cater park events generating greater engagement among the Pico Neighborhood community as well as residents citywide. The kitchen will also generate economic growth within the park's service area by acting as a small business incubator for low-moderate income entrepreneurs. Note that this activity was originally funded in the FY 2021-22 Annual Action Plan.
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;
3 Goal Name 4. Economic Development Opportunities
Goal
Description
Launch a Small Business Assistance and Tenant Improvement Program to help expedite an equitable post-pandemic recovery for eligible Santa Monica small businesses
4 Goal Name 5. Provide Assistance Homeless Services & Shelters Goal
Description
Fund eligible Public Services for people experiencing homelessness, provided by an agency awarded funding through the City’s 2023-27 Human Services Grants Program (HSGP)
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Projects
AP-35 Projects – 91.220(d)
Introduction
The development of the Annual Action Plan is informed by meetings and discussions between the staff from the City's Housing and Human Services Division and other City Departments and Divisions, as well as consultation with housing and social service agencies involved in delivering services for vulnerable populations in Santa Monica. Public input was solicited through an advertised 30-day public review period, a public hearing at a City Commission meeting, and an as an item on the City Council's May 9, 2023 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: 19th Street Parcel Development: Phase I
2 CDBG: Virginia Avenue Park Basketball Court Replacement 3 CDBG: Virginia Avenue Park Community Kitchen (Supplemental) 4 CDBG: Small Business Assistance and Tenant Improvement 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
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Proposed 2023-24 capital projects were identified from a pool of unfunded projects that aligned with 2020-24 Consolidated Plan priorities while meeting the greatest current needs. The newly proposed Small Business Assistance and Tenant Improvement Program is included at the direction of City Council in an effort to expedite an equitable post-pandemic recovery for our small businesses. 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 Annual Action Plan 33
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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 impacts of the COVID-19 pandemic continue to result 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. While General Fund revenues are now growing, a sign that our local economy has been recovering, levels are still below what they would have been had the economy not been disrupted by the pandemic. At the same time, while the City’s FY 2023-28 Five Year Financial Forecast showed a strong economic recovery over the past 18 months, it is now showing signs of softening. Adding to the fiscal challenge is the current condition of the General Fund reserves. Strong reserves are necessary to cushion the delivery of services from the impact of emergency expenditures, contingent liabilities, and economic uncertainty. Since 2020, the City has had to program General Fund reserves to deliver essential services during the COVID-19 pandemic as well as to address several significant legal settlement payments. The General Fund non-restricted reserves are now 70% of what they were as of June 30, 2019. Looking ahead, the City is facing some extraordinary, one-time contingent liabilities that further threaten reserve levels. As revenues return, the City will make every effort to allocate funding to address unmet needs in alignment with Council priorities and will continue to identify opportunities for partnership and alternative funding sources to complement the City’s limited resources.

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AP-38 Project Summary
Project Summary Information
1 Project Name CDBG: 19th Street Parcel Development: Phase I Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities Needs Addressed Expand/Improve Public Infrastructure & Facilities Funding CDBG: $500,000
Description The City used a mix of CDBG and General Funds to purchase the 2018 19th Street parcel from the Housing Fund in FY 2019-20, s in order to develop the space into a community benefit. Once fully developed, the space will provide a valuable amenity to the surrounding Pico Neighborhood community, informed by feedback from City commissioners and community members. With the space currently fenced and inaccessible, Phase I development will focus first on activities required to safely open the space for public access before developing and integrating the community garden aspect in a future Phase II.

Location Description 2018 19th Street Land Parcel
Planned Activities Development of land for general accessibility, potentially including activities such as grading, landscaping, connecting utilities, and establishing a physical perimeter. 2 Project Name CDBG: Virginia Avenue Park Basketball Court Replacement Target Area Low/Mod Areas
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Goals Supported 1. Expand/Improve Public Infrastructure/Facilities Needs Addressed Expand/Improve Public Infrastructure & Facilities Funding CDBG: $400,000
Description The VAP outdoor basketball courts are a very popular and well-utilized resources for Santa Monica youth and families in the Pico Neighborhood. The courts are in increasing disrepair and will soon result in safety hazards for basketball players. Resurfacing the courts will allow the courts to remain a safe and accessible amenity for the surrounding community.

Target Date 6/30/2024
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 Virginia Avenue Park (VAP) Basketball Courts Planned Activities Remove and replace basketball court surface; prepare and finish courts for full use. 3 Project Name CDBG: Virginia Avenue Park Community Kitchen (Supplemental) Target Area Low/Mod Areas
Goals Supported 1. Expand/Improve Public Infrastructure/Facilities Needs Addressed Expand/Improve Public Infrastructure & Facilities Funding CDBG: $150,000
Annual Action Plan 36
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Description Due to significant increases in construction costs, additional funding is required to complete conversion of the existing kitchen in the Thelma Terry Building at Virginia Avenue Park (VAP) into a licensed commercial kitchen.

The kitchen will be used to cater park events generating greater engagement among the Pico Neighborhood community as well as residents citywide. The kitchen will also generate economic growth within the park's service area by acting as a small business incubator for low-moderate income entrepreneurs. Note that this activity was originally funded in the FY 2021-22 Annual Action Plan.

Location Description Thelma Terry Building at Virginia Avenue Park (VAP) Planned Activities Supplemental funding for the conversion/renovation of the existing kitchen in the Thelma Terry Building at Virginia Avenue Park (VAP) into a licensed commercial kitchen. 4 Project Name CDBG: Small Business Assistance and Tenant Improvement Program Target Area Low/Mod Areas
Goals Supported 4. Economic Development Opportunities
Needs Addressed Economic Development Opportunities
Funding CDBG: $50,000
Description Launch a Small Business Assistance and Tenant Improvement Program to help expedite an equitable postpandemic recovery for eligible Santa Monica small businesses Target Date 6/30/2024
Annual Action Plan 37
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Estimate the number and
type of families that will
benefit from the
proposed activities
5 businesses assisted
Location Description Eligible small businesses citywide Planned Activities Provide funding and resources for small business technical assistance and tenant improvements 5 Project Name CDBG: Public Services
Target Area Low/Mod Areas
Goals Supported 5. Provide Assistance Homeless Services & Shelters Needs Addressed Public Services & Quality of Life Improvements Homelessness Housing & Support Services
Funding CDBG: $189,800
Description Fund eligible Public Services for people experiencing homelessness, provided by an agency awarded funding through the City’s 2023-27 Human Services Grants Program (HSGP) Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the
proposed activities
50 Persons Assisted
Location Description Eligible low-mod income Santa Monicans Citywide.

Planned Activities Fund eligible Public Services for people experiencing homelessness, provided by an agency awarded funding through the City’s 2023-27 Human Services Grants Program (HSGP) 6 Project Name CDBG: Administration
Target Area Low/Mod Areas
Annual Action Plan 38
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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: $238,910
Description Administer the CDBG program in compliance with federal regulations for the 2023 Program Year Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the
proposed activities
N/A
Location Description N/A
Planned Activities Administer the CDBG program in compliance with federal regulations for the 2023 Program Year 7 Project Name HOME: Tenant-Based Rental Assistance
Target Area Low/Mod Areas
Goals Supported 2. Provide Safe, Affordable Housing Opportunities Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $512,231
Annual Action Plan 39
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Description Provide tenant based rental assistance for low-moderate income households Target Date 6/30/2024
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
Goals Supported 2. Provide Safe, Affordable Housing Opportunities Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $67,497
Description Administer the HOME program in compliance with federal regulations for the 2023 Program Year.

Target Date 6/30/2024
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 2023 Program Year. 9 Project Name HOME: CHDO Reserve
Target Area Low/Mod Areas
Annual Action Plan 40
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Goals Supported 2. Provide Safe, Affordable Housing Opportunities Needs Addressed Preserve & Develop Affordable Housing
Funding HOME: $95,246
Description Per regulation 92.300 the City is reserving 15% of the HOME allocation for a Community Housing Development Organization (CHDO).

Target Date 6/30/2024
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 41
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The latest HUD data indicate that there are 19 low/mod Block Groups in Santa Monica, distributed among 10 City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block Groups
Geographic Distribution
Target Area Percentage of Funds
Low/Mod Areas 95%
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Many of the City's low/mod block groups are predominantly residential, occurring in clusters and/or adjacent to one another. The most prominent grouping occurs in a stretch of low/mod block groups south of the 10 freeway and north of Pico Boulevard. Areas such as these have been areas of concern in the past and emerged in the course of continued examination of available data. These areas are consistently cited in discussions regarding resource allocation and the City remains committed to identifying and funding eligible projects that meet their established needs.

Discussion
The resources available under the 2023-24 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 2023-24 will likely not be 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 specific locations within eligible low/mod income areas. 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 commensurate with the scale of the need, 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 50
Non-Homeless
Special-Needs
Total 250
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 Annual Action Plan 43
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Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
The Santa Monica Housing Authority (SMHA) was consulted during development of the 2020-24 Consolidated Plan development process. Although the SMHA does not own or operate any public housing, the SMHA does administer several rental housing voucher programs, and it is the intention of the Authority to continue to ensure that its participants in the Housing Choice Voucher, Continuum of Care voucher, Emergency Housing voucher, HOME voucher, and Veterans Affairs Supportive Housing 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 public housing.

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, including City-funded agencies, are involved in the care of people experiencing homelessness, providing distinct services such as housing, mental health counseling, employment training, and case management 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. City-funded multidisciplinary teams combine street outreach, medical provision and behavioral healthcare with case management support and housing navigation services, with the goal of meeting immediate needs while connecting participants to long-term housing resources. Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely to face housing instability 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 additional 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 use the VI-SPDAT triage pre-assessment tool to assess an individual’s strengths and challenges in areas of housing, risky behavior, socialization, and wellness (health and behavioral health). The VISPDAT indicates the most appropriate intervention, with low scores indicating a need for light services and high scores indicating a need for more intensive services up to and including permanent supportive housing.

The City also funds two street engagement 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 on the geographic areas most impacted by homelessness, including the downtown area and the beach.

These teams engage individuals with street-based medical and behavioral health interventions to help Annual Action Plan 46
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stabilize behaviors while linking people to resources and housing. In support of these efforts, City Council approved use of Measure CS funds to adda third C3 Team to cover the remainder of the city and will begin operating in FY23-24. In calendar year 2022, the multidisciplinary teams made 10,454 contacts with people experiencing homelessness and provided direct medical or psychiatric services to 883 participants. In 2022, these teams placed 40 people into interim housing and 19 into permanent housing. 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 coordination meetings, the City works closely with local and regional providers to track the progress of these individuals, providing advocacy and resources in order to shorten the length of homelessness. The Downtown Santa Monica Ambassadors also support the multidisciplinary teams, providing outreach and referrals to individuals wherever they may be.

In addition, the City utilizes first responders to engage and assess the needs of homeless individuals. The Santa Monica Police Department (SMPD) maintains a specialized Homeless Liaison Program (HLP) Team of nine 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 (Peace Officer Standards and Training)-approved homeless curriculum in the state, which has been offered to sworn and civilian personnel from across the country.

The Santa Monica Fire Department contains a Community Response Unit (CRU), an alternative crisis response team to better serve the unique needs of vulnerable populations including seniors and people experiencing homelessness. The unit is designed to quickly assess, treat, and transport patients to emergency rooms. For less urgent 911 calls, the CRU has the latitude to spend more time on scene with those in need, make connections, and help get them to the right resources. The CRU participates in local care coordination meetings with City staff, County partners, and local and regional service providers. In November 2022, the Housing and Human Services Division (HHSD) helped launch a three-month pilot with WISE & Healthy Aging (a local senior services provider) and the CRU to target a small group of seniors who are frequent users of the 911 system and are at high risk for eviction or premature institutionalization. The City is seeking funding to bring on a case manager who will provide assessments and service referrals, strengthening the CRU’s work.

Addressing the emergency shelter and transitional housing needs of homeless persons While the City continues to support over 250 year-round interim housing beds in the community, shelter capacity has fluctuated due to COVID outbreaks at interim housing facilities and subsequent reduced capacity. The City continues to support efforts to increase 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. In addition, the City Planning and Housing and Human Services Divisions will coordinate in FY 2023/2024 to update land use regulations and standards for specific uses to ensure Low Barrier Navigation Centers are permitted and regulated in accordance with state law. Council has identified the Annual Action Plan 47
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redesign of the SAMOSHEL interim housing program as a priority, and has supported the use of Measure CS funds for this initiative The redesign will accommodate 24/7 intakes, giving additional options for after-hours intake and facilitating first responder transports for people experiencing homelessness and non-urgent behavioral health issues.

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 to support the moving process, including 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 at risk for eviction. The City also funds legal services to prevent eviction, address tenant harassment and discrimination against people who are disabled or have a history of homelessness, and offers emergency rental assistance to prevent eviction.

In 2021, under the American Rescue Plan, the Department of Housing and Urban Development (HUD) allocated 104 Emergency Housing Vouchers (EHVs) to the City to be issued to people experiencing or at risk of homelessness. The City prioritized its allocation of EHVs to exit people in local shelter programs and unsheltered individuals referred by City-funded street engagement teams into permanent housing with supportive services. Households with EHVs are prioritized for permanent housing through the City’s Below Market Housing waitlist. As interim housing beds become available, City staff are working closely with SMPD, SMFD and the City’s multidisciplinary street teams to refer vulnerable individuals from our streets, parks, and open spaces to available shelters, housing navigation resources, and/or permanent Annual Action Plan 48
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housing opportunities.

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

Actions to address the issues noted in this Action Plan include:
• Increase the supply of and access to supportive housing and supportive services for special needs populations
• Promote economic development via the provision of technical assistance and tenant improvements
• 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 As part of the City’s Human Services Grants Program, homeless services 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 continues to support 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 to identify older adults and people with disabilities at imminent risk of losing housing and collaborate on solutions to keep them housed in the appropriate level of care. The City also has strict tenant harassment laws and hosts regular tenant/landlord forums.

The City also provides funding to Legal Aid Foundation of Los Angeles to investigate harassment claims and provide legal representation to low-income tenants to prevent unlawful evictions. In anticipation of COVID-19 tenant protections lifting, City Council approved additional funding to LAFLA to launch a Right to Counsel program in 2021, as well as new and expanded case management and paralegal services in 2022 In addition, the City maintains a Flexible Funding pool that can be used for costs associated with eviction prevention. The City also continued 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 for basic needs. As of March 2023, 204 low-income senior households had enrolled in POD.

In light of the COVID-19 pandemic, the City has implemented a number of strategies to help prevent evictions. In March 2020, the City was one of the first nationally to enact a local eviction moratorium to keep renters who had lost jobs or income due to COVID in their homes. Also in 2020, the City Annual Action Plan 49
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implemented the COVID Emergency Rental Assistance Program (ERAP) using CDBG and General Funds to provide 638 households economically impacted by COVID with three months’ rent up to $5,000. In summer 2021, staff created an enhanced outreach campaign to inform renter residents and property owners about the State COVID-19 Rental Assistance program, Housing is Key. Since outreach began in August, an estimated 1,400 additional applications were submitted by Santa Monica residents. The program closed on March 31, 2022; approximately 1,800 Santa Monica households were served with an average assistance of $15,000 and $28,150,675 total funds paid.

The 2022 General Adjustment (GA) of 6% increase for rent-controlled units was the highest increase since 1990. As many renter households in Santa Monica are experiencing financial hardships resulting from the impacts of the global pandemic and are already known to be rent-burdened, an increase of this magnitude was expected to lead to greater housing instability in the community. In response, the City of Santa Monica developed a rent relief program, the Rent Control Adjustment Relief (RCAR) Program, and an Eviction Protection Ordinance for qualifying tenants who need more time to pay the increased rent.

The RCAR Program provides relief equivalent to a 3% rent increase over a 12-month period to be paid directly to the property owner/manager in a single lump sum.

The first RCAR application period was open from August 29 to September 19, 2022. This includes payments to severely-rent burdened Housing Choice Voucher (HCV) holders. The City re-opened the RCAR application period on a limited basis from December 12, 2022, to January 11, 2023, to include residents who received their rent increase notice after the original September 19th deadline or who did not apply for the first round of RCAR due to extenuating circumstances. As of April 2023, the City had issued 480 payments at a total sum of $305,789.

The City also works with the Westside Coalition, comprised of agencies involved with emergency shelter, affordable housing, and supportive services. It meets monthly to coordinate efforts, including advocacy in county, state, and federal governments as well as coordination with publicly-funded institutions that may discharge persons into homelessness (e.g., foster care, youth facilities, corrections programs). City staff coordinates with SMPD 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.

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

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

Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing Goal 3: Prevent displacement of low- and moderate-income residents Goal 4: Increase community integration for persons with disabilities 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 Public Rights Division (formerly Consumer Protection Unit) in the City Attorney’s Office takes an active role to ensure fair housing opportunities are enforced. The Public Rights Division 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 HIV. The Public Rights Division also educates tenants, landlords and the real estate community on fair housing laws, provides referrals to mediation services, and conducts community outreach throughout the year.

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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 historically provided a program to make “gap” financing available for affordable housing projects. In November 2016, Santa Monica voters adopted Measures GSH and GS to provide a local, ongoing revenue source through a transaction and use tax, to fund nonprofit affordable housing development.

In November 2022, Santa Monica voters adopted Measure GS to provide another local, ongoing revenue source through a property transfer tax, to fund homeless prevention and affordable housing programs.

The Housing Element of the City’s General Plan recognizes the role of land use regulations in housing development and has reduced regulatory barriers and streamlined development approval processes to facilitate 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 by increasing affordable housing production and funding for services. At the beginning of 2023, after declaring a local emergency on homelessness, the Board of Supervisors unanimously approved a $609.7 million budget for the Los Angeles County Homeless Initiative for fiscal year 2023-24, the largest investment in any given year to date to prevent and address homelessness. The Board also approved an additional $76.9 million to expand housing and services that the County provides in collaboration with local cities, as well as for innovative new programs. Some of The City will identify opportunities to leverage these funds to address local needs through its participation in the Westside Cities Council of Governments WSCCOG), and will collaborate with partner agencies and organizations to identify more opportunities to leverage funds. To increase the effectiveness of regional coordination, the City convenes a Homelessness Resource Coordination Meeting every two months, bringing together City and County departments, local hospitals, service providers, community leaders, and other key stakeholders.

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 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.

The City also has the opportunity to expand services addressing homelessness over the next biennial period using two new funding streams, Measure CS and Measure GS, approved by Santa Monica voters in November 2022. The new on-going revenue streams that will be generated through Measures CS and GS will provide the infusion of funds necessary to develop a comprehensive homelessness strategic plan and accelerate the City’s work on addressing homelessness, producing and preserving affordable housing, preventing homelessness, and maintaining clean and safe public spaces. Council has approved Annual Action Plan 54
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a number of priorities under Measure CS funds, including: preparation of a comprehensive Homelessness Strategic Plan (HSP), expansion of the City’s homeless multi-disciplinary teams, redesign of the SAMOSHEL interim housing program to accommodate 24/7 intakes, and expansion of the Police Department’s Homeless Liaison Program (HLP). Measure GS will provide resources to produce and preserve affordable housing and prevent homelessness at a scale far beyond the City’s current administration of rental assistance programs, disbursement of Housing Trust Funds to support affordable housing projects, and programs to prevent homelessness. Such a significant level of investment presents a ground-breaking opportunity for the City to embark on implementing the recommendations laid out in the City’s 2022 Homelessness Report. Planning and organizational adjustments can begin as early as FY 2023-24 for what will likely be a multi-year Measure GS implementation strategy.

Addressing the behavioral health needs of vulnerable residents has been identified as a significant unmet need in the community. In October 2022, the City entered into a contract with Initium Health to lead the Behavioral Health Feasibility Study to assess the needs of all populations in Santa Monica including those experiencing homelessness. Initium Health is currently in phase one of a three phase study which includes: facilitating a community engagement process, developing a behavioral health strategy and operational/financial feasibility assessment for a behavioral health center, and conducting a behavioral health center feasibility assessment. The Community Engagement Process started in January and will solicit feedback from various stakeholders including city departments, commissions, community members, consumers, neighborhood associations, private and public health and human service providers, and members of the City Council. Initium Health will host three Community Listening Sessions in May which will align with “Mental Health Awareness Month” and be held during the day and evening and in different parts of the City to ensure comprehensive community feedback. In addition, the Providence Saint John’s Development Agreement was adopted with community benefits including ten units of deed-restricted affordable housing and a significant financial investment of at least $10 million to support the City’s behavioral health initiatives.

In addition to existing programs such as the multidisciplinary street outreach teams and the SMFD Community Response Unit, the City is partnering with the LA County Department of Mental Health (DMH) to address non-violent mental health crisis calls for service. In these instances, a therapeutic transport van staffed with behavioral health professionals and people with lived experience will be deployed, either alongside first responders or independently. An ongoing statewide behavioral health workforce shortage has delayed the staffing and launch of the Therapeutic Transport Program in Santa Monica and other planned locations throughout the County. Once operational, this program is intended to be available 24/7 to address non-violent, mental health-related service calls. This is not an exclusive service for people experiencing homelessness. This will be a resource that expands the City’s ability to meet the unique needs of those in a mental health crisis in real-time.

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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. Homeless activities, ranging from providing emergency shelter to preventing homelessness receive a high priority. Thus, the City will focus on multiple efforts including rental assistance, 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 and report any findings to HUD on a quarterly basis
• 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 Annual Action Plan 56
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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 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, 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 • Wrap-around assertive case management for vulnerable youth and their families, including access to flexible funds for emergency situations and homeless prevention 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 2023-23 the living wage was set at $18.17 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.

Actions planned to develop institutional structure
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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 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 and people with disabilities from becoming homeless. 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. Housing and Human Services Division staff also attend regular case-conference meetings with affordable housing and service providers to support vulnerable clients at risk of eviction.

The Santa Monica Housing Authority participates in meetings with The People Concern to better communicate regarding rules, regulations, and procedures related to Continuum of Care voucher, Emergency Housing Voucher, and HOME voucher programs and update the staff of The People Concern on the status of their referrals for these programs.

The City will continue supporting the efforts of the Santa Monica Housing Authority in the administration of all its voucher programs.

Discussion:

Identify any specific economic development initiatives included in the jurisdiction's Comprehensive Economic Development Strategy (CEDS). If the jurisdiction does not have a CEDS, please describe other local/regional plans or initiatives that impact economic growth.

The City does not have a stand-alone Comprehensive Economic Development Strategy (CEDS). Rather, Annual Action Plan 58
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Santa Monica’s economic development efforts are led by the Community Development Department (CDD). CDD facilitates new investment and encourages economic activity consistent with the City’s adopted land use policies, as articulated in the City’s comprehensive and holistic Santa Monica Land Use and Circulation Element (LUCE) and in the City’s Downtown Community Plan (DCP). Both the LUCE and the DCP provide a long-term framework for implementing the City’s economic development goals and establish criteria for periodically assessing how well the community’s goals are being met and if adjustments to the policies are necessary. Specific ED initiatives include providing support to four business improvement districts and a property-based assessment district, the implementation of the citywide Buy Local Santa Monica campaign in partnership with the City’s business community and leasing of City-owned property to support local business activity.

Please describe City initiatives/provider partnerships aimed at narrowing the digital divide through the provision of broadband internet service and aimed at narrowing the digital divide.

The City of Santa Monica launched its Digital Inclusion Pilot in November 2015, with the goal of connecting 100% of its multi-tenant affordable housing buildings in several phases. Currently approximately 20% of the affordable housing buildings are connected. Residents are provided free internet in the Community Rooms available for K-12 afterschool programs, and adult technology trainings sponsored by non-profit groups in the evenings. For residents requesting residential service to their housing units, the very affordable $48/month Gigabit broadband service is provided after completion of a basic network troubleshooting course provided by the City. The goal is to facilitate interest in technology with a basic level of networking education while reducing network support costs for low-level support incidents. Currently over 100 households are paying subscribers, and over 500 households are served annually with the City’s free Community Room services.

Please describe City initiatives/agency partnerships that support the management of flood prone areas, public lands or water resources, and emergency management agencies.

The City of Santa Monica’s Office of Emergency Management routinely collaborates with multiple organizations and jurisdictions through their Operational Area partnership program. To mitigate flood risk, whether related to rainfall, dam failures, or coastal flooding, the partnership program is convened to discuss new and existing hazards within the region, and specifically to address hazards which can impact multiple jurisdictions. Through these partnerships, robust emergency planning allows for the organization to address waterways or spillways through the city, and conduct emergency response exercises to address new and ongoing concerns associated with flood prone areas.

Through regular hazard identification and mitigation efforts conducted by the City, the organization routinely discourages the new development of structures in locations which can destroy natural barriers or increase the hazard vulnerability of the city due to development in high-hazard areas. The City’s emergency management division is tasked with routinely updating plans to address changes within the community and identify new flood risk within the region.

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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 regular 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 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 50,000

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

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 0 Total Program Income 50,000
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 95.00% Annual Action Plan 61
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

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

HOME program resources are as follows:
• The 2023-24 HOME allocation of $634,974.
• 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

Santa Monica City CouncilMay 9, 2023

Santa Monica City Council
May 9, 2023