Agenda packet — Santa Monica City Council, March 19, 2024 (part 2 of 3)

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Council’s direction on which equity option to pursue would impact the timeline by which an ordinance and regulations would be available and thus, the timeline by which additional adult-use cannabis retailers could open in the city and resulting future tax revenues.

Based largely on available existing staff and financial resources, staff recommends that an adult-use cannabis ordinance be developed in concert with a Standard Equity option.

This would allow the development of an ordinance that could build in some equity components, would initially include an administrative selection process and would not require additional staffing.

Table 2: Outline of Framework Options for Cannabis Equity Program

ORDINANCE
ONLY

STANDARD EQUITY
(Recommended
Option)

ENHANCED EQUITY
EQUITY

PROGRAM
Adult-use
cannabis
ordinance only
No equity program
Adult-use cannabis
ordinance
Equity program derived
from best general
practices and examples
from other cities informed
by Santa Monica equity
assessment
Adult-use cannabis
ordinance
Equity program with
tailored components
created from
comprehensive Santa
Monica-specific equity
assessment findings
TIMELINE Approx. 12
months
By December
2024
Approx. 12 -18 months
By June 2025
Approx. 24 months and
ongoing
By December 2025 for
initial components but will
require ongoing support
due to likelihood of direct
and technical assistance
EQUITY

ASSESSMENT
Conducted Conducted Conducted

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ORDINANCE
ONLY

STANDARD EQUITY
(Recommended
Option)

ENHANCED EQUITY
COST/

FUNDING
(Can vary
further
depending on
number of
businesses
and level of
oversight
needed)
Approx. $40K for
assessment
Funded by State
Go-Biz Grant –
Type 1
Approx. $40K for
assessment
Funded by State Go-Biz
Grant –Type 1
Approx. $40K for
assessment
Funded by State Go-Biz
Grant – Type 1
• Additional cost for
consultant to develop
enhanced equity program
• Apply for ongoing State
Go-Biz Type 2 grant
funding and future
budget actions by Council
to continue to support
equity program as
necessary

ANTICIPATED

STAFFING
NEEDED
Existing Planning
staff
Existing staff
development of equity
program
Additional
interdepartmental staff
and/or contract staff for
ongoing management of
cannabis program
1 to 2 Full-time staff
dedicated to cannabis
program oversight and
equity applicants.

Depends on number of
cannabis businesses and
desired level of regulatory
oversight
PROCESS Based on zoning
regulations
(First come first
served)
Administrative
Non-selection process
(lottery, first come first
served, etc.)
Discretionary
Selection process (RFP,
etc.)

POTENTIAL

PROGRAM

ELEMENTS
(for
illustrative
purposes
only)
None • Application criteria
specific to equity
applicants
• Fee waivers
• Expedited application
review
• Reduced or eliminate
buffer requirements
• Business development
assistance/mentorship
• Workforce training
• Assistance with accessing
startup capital
• Assistance with
expunging cannabisrelated criminal records
• Utilizing cannabis tax
revenues to fund
community reinvestment
Selection Process
Cities have taken a variety of approaches to the selection and permitting process for cannabis businesses should the community cap the number of outlets in the jurisdiction.

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Application processes may be tailored to provide merit-based ranking or a lottery where appropriate for awarding a specified number of permits, or to provide a quality assurance standard for those business types where there is no such limit. The process may include specific evaluation criteria to ensure that applicants have addressed all requirements before being allowed to move forward to the permitting process. The application process can be designed to accommodate a variety of selection methods:
• Merit based: Applicants are ranked according to their score. Top-ranked applicants are selected to move forward to the permitting process, consistent with the number of permits available.
• Equity: Priority is given to individuals who qualify for the cannabis equity program, as defined by the equity assessment.
• Lottery: All applications scoring above a minimum baseline are entered into a drawing from which applications will be selected at random, consistent with the number of permits available. Those applications selected will be allowed to move forward to the permitting process.
• First come / first served: Applications are reviewed and scored in the order they are received. All applications scoring above a minimum baseline will be allowed to move forward to the permitting process, until the maximum number of permits available has been reached.

Determining the most appropriate process depends upon the number of permits available and the anticipated demand for those permits. Upon Council direction on the framework of the cannabis equity program, staff would develop the regulatory ordinance and then develop the application process.

Locational Zoning Considerations
The State of California’s requirements state that cannabis businesses cannot be located within 600 feet of a “sensitive use”, defined as a school, day care center, or youth center. Local jurisdictions have the authority to increase or decrease the buffer distances and/or expand the definition of “sensitive use”. Prior Council direction was to

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use the State’s buffers from sensitive uses resulting in 426 eligible parcels where cannabis businesses could locate (see Map 1).

Map 1 – Eligible Parcels where Cannabis Businesses could Locate Based on Councildirected 600-foot buffer from Sensitive Uses (State of California baseline requirement) In the June 2023 study session, Council also expressed concern about oversaturation of cannabis businesses and thus directed staff to explore other mechanisms to place a buffer between operators such as a distance or a per-block limit. There is precedent in the zoning ordinance to place locational restrictions on particular land uses such as a limit on the number of restaurants per block (e.g. on Main Street) and also a minimum distance between similar uses (e.g. neighborhood stores in residential areas).

The following table and maps illustrate the potential result of implementing options for distance between operators with an estimate of how many total operators would result

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citywide. The small buffer (i.e. 300 feet between businesses) would mean that there would potentially be more cannabis businesses in the city than would be allowed under the large buffer (i.e. 900 feet).

It is important to note the maps that are the basis for these rough estimates are based on hypothetical locations of potential future cannabis businesses on eligible parcels.

Eligible parcels were determined by setting a 600-foot buffer from sensitive uses per the State of California requirements and as directed by Council. These rough estimates are only for the purpose of informing Council’s policy decision and include the two existing approved locations where medicinal cannabis operators have been authorized to sell adult-use cannabis through an Interim Zoning Ordinance but otherwise do not represent any pending applications.

Table 1: Rough Estimate of Possible Total Number of Operators Based on Possible Options for Distance Between Cannabis Businesses assuming not more than 1 per block
Small
(300’ Buffer)
Medium
(600’ Buffer)
Large
(900’ Buffer)
Potential Maximum Number
of Cannabis Businesses 62 38 29

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Map 2 – Rough Estimation of Highest Potential Number of Operators Citywide Assuming Small 300’ buffer between Cannabis Businesses

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Map 3 – Rough Estimation of Highest Potential Number of Operators Citywide Assuming Medium 600’ buffer between Cannabis Businesses

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Map 4 – Rough Estimation of Highest Potential Number of Operators Citywide Assuming Large 900’ buffer between Cannabis Businesses
Council should provide direction on the following key policy questions regarding additional locational restrictions for cannabis businesses:

1. Should there be an additional buffer around particular sensitive uses in the City?

2. For distances between operators, would Council prefer a small (300’), medium (600’), or large (900’) buffer?

3. In addition to a distance between operators, should there be an additional restriction that states that in no case should there be more than 1 cannabis business per block?
Next Steps

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The following are next steps in the development of the adult-use cannabis program with anticipated timelines for staff to return with an ordinance:
• May – December 2024 - Hire consultant and conduct equity assessment • By December 2024 - Develop cannabis ordinance and administrative guidelines.

Apply for additional Cannabis Equity Grants (Type 1) funding to assist in the development of a cannabis equity program
• Develop cannabis equity program – timeline will depend on Council direction • December 2024/January 2025 – Apply for next round of Cannabis Equity Grants Program (Type 1) for creation of equity program that could also include direct assistance to cannabis businesses
Past Council Actions
Meeting Date Description
06/13/23 (Attachment
B)
Adult-Use Cannabis Study Session
10/24/23 (Attachment
C)
Interim Zoning Ordinance (IZO) authorizing medicinal
cannabis retailers to sell adult use cannabis
Environmental Review
No environmental review under CEQA is required at this time since the purpose of this study session is to receive Council direction and comments. No actions are being undertaken that will result in direct or indirect physical changes in the environment.

Financial Impacts and Budget Actions
There is no immediate financial impact or budget request as a result of the recommended action today. Staff will return to Council if specific budget actions are required in the future.

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Prepared By: Tony Kim, Principal Planner
Approved Forwarded to Council
Attachments:

A. Attachment A - Detailed Summary of Cannabis Programs from Other Cities B. City Council June 13, 2023 - Adult Use Cannabis Study Session (Web Link) C. City Council October 24, 2023 - IZO (Web Link)
D. Written Comments
E. PowerPoint Presentation

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Attachment A
Detailed Summary of Cannabis Social Equity Programs
From Other Cities

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Packet Pg. 349 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

LONG BEACH
Equity Program
• Prepared by City staff in the Office of Equity
• Timeline: Approx. 2 years
• Components
• Fee Waivers
• Reduction of location requirements (i.e. buffers between businesses) • Expedited application and facility plan check review
• Direct technical assistance Business development support ($350K grant/equity applicant)
• Access to application workshops
Detailed Summary of Cannabis Social Equity Programs from Other Cities 2

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Packet Pg. 350 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

LONG BEACH
Adult-Use Ordinance
• Timeline: Approx. 1 year
• Staffing & Resources
• City employees – overseen by Office of Cannabis
Oversight (includes 10 staff) housed in the City
Manager’s Department
• Outreach
• Met with community stakeholder organizations
and groups
• Process
• Applications accepted during application
window, chosen by lottery
• No cap on number of licenses except for
dispensaries
• Dispensaries are capped based on population (32
– all converted from medical) and later added
additional permits for equity applicants (8)
awarded through RFP process.

Equity Assessment
• Prepared by City staff
• Timeline: completed before ordinance was
adopted and took approx. 1 year
• Assessment Components
• Eligibility criteria
Detailed Summary of Cannabis Social Equity Programs from Other Cities 3

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Packet Pg. 351 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

CITY OF LOS ANGELES
Equity Program
• Lottery selection process for verified social equity applicants through eligibility criteria (lottery administered by third party firm)
• City online assistance/learning portal with online courses, digital resources, educational events
• Direct financial assistance through grants and fee waivers/deferrals • Pro/low bono legal services for social equity applicants who have passed a pre-application stage
• Outside vendors provide targeted programming to social equity entrepreneurs (licensing requirements, commercial regulations, business/workforce development, technology education)
Detailed Summary of Cannabis Social Equity Programs from Other Cities 4

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Packet Pg. 352 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

CITY OF LOS ANGELES
Adult-Use Ordinance
• Allows for retail, delivery, cultivation,
manufacturing, testing, and distribution
uses
• License caps on certain uses, including
retail, by Community Plan Area based on
population
• New applications for retail uses currently
only being accepted for social equity
applicants until January 1, 2025
• Retail uses must be a minimum 700’ from
sensitive uses and other retailers
• Cultivation, manufacturing, testing, and
distribution uses must be a minimum 600’
from schools
Equity Assessment
• Prepared by consultant in 2017
• Timeline: Approx. 4 months
• Components
• Cannabis use and arrest data
• Study of penalties and disadvantages of
nonviolent drug convictions
• Public workshop
• Recommended program components including
workforce requirement, technical assistance
program, investment program/fund,
waived/deferred fees, expungement of past
cannabis criminal records, streamlined
permitting, provisional licensing, social equity
program coordinator, education/outreach
Detailed Summary of Cannabis Social Equity Programs from Other Cities 5

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Packet Pg. 353 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

OAKLAND
Equity Program
• Developed by city staff
• Timeline: 3 Months. Developed concurrently with Equity Analysis • Outreach
• Hold ongoing monthly meetings in collaboration with a local equity group for equity applicants • Components
• Phased licensing - At least 4 of the 8 dispensary permits are reserved each year for equity applicants per calendar year
• Equity Incubators – General applicants that provide free rent or real estate to equity applicants are prioritized for next round of permits.
• Operators may apply for a permit and receive conditional approval prior to leasing or purchasing a space.
• Drug offenses excluded from background checks
• Reduced licensing fees
Detailed Summary of Cannabis Social Equity Programs from Other Cities 6

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Packet Pg. 354 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

OAKLAND
Adult-Use Ordinance
• Timeline: Approx. 2 years
• Staffing & Resources
• City employees – overseen by Economic &
Workforce Development Department, Special
Activity Permits Division
• Outreach
• Stakeholder community meetings and online
survey
• Process
• Business permit and dispensary permit
• Dispensaries require a public hearing
• Onsite consumption permit may be granted to
dispensaries in good standing following a public
hearing and evaluative point system
Equity Assessment
• Prepared by City staff
• Timeline: Approx. 3 months
• Assessment Components
• Enforcement history
• Identification of disproportionately affected
communities
• Disparities within cannabis industry
• Revisions to medical cannabis ordinance
• Challenges
• Have a history of large illicit market
Detailed Summary of Cannabis Social Equity Programs from Other Cities 7

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Packet Pg. 355 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

PALM SPRINGS
Equity Program
• Prepared by City Staff with assistance from consultant • Timeline: Started with 3 month pilot program based on other cities, went back and spent 6 months redeveloping/expanding
• Components:
• Tax cuts (50%)
• Technical assistance ($350K grant/equity applicant)
• Fee Waivers (i.e. application review and plan check fees) • Expedited processing
• Application workshops
• Location waivers (i.e. buffers between businesses)
Detailed Summary of Cannabis Social Equity Programs from Other Cities 8

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Packet Pg. 356 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

PALM SPRINGS
Adult-Use Ordinance
• Timeline: Approx. 1 year
• Staffing & Resources
• City employee – overseen by Department of
Special Program Compliance
• Outreach
• Several stakeholder meetings
• Process
• Licenses offered first-come, first-served with no
caps on number
Equity Assessment
• Prepared by Consultants ($40K – grant funded)
• Timeline: Approx. 6 months
• Assessment Components
• Enforcement history
• Identification of disproportionately affected
communities
• Identification, understanding and addressing of
key barriers
• Local cannabis legislative history
• Findings and equity program recommendations
• Challenges
• Determining cap on # of permits due to
fluctuation in population due to tourism
• Classifications of crimes changed over time,
which made data collection difficult
Detailed Summary of Cannabis Social Equity Programs from Other Cities 9

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Packet Pg. 357 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

SAN DIEGO
Equity Program • Prepared by City Staff with assistance from consultant • Timeline: Still being developed • Components • Waiver of location requirements (i.e. buffers between businesses) • Expedited processing Detailed Summary of Cannabis Social Equity Programs from Other Cities 10

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Packet Pg. 358 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

SAN DIEGO
Adult-Use Ordinance
• Timeline: Approximately 1 year
• Staffing & Resources
• City employee – overseen by Cannabis Business
Division
• Outreach
• Several listening sessions with Council members
observing advertised through print/media, website
updates, direct calling to stakeholders and
community organizations, and social outreach posts
• Process
• Discretionary, Licenses offered first-come, firstserved with a cap of 36 citywide and 4 per Council district
Equity Assessment
• Prepared by Consultants and City staff ($75K –
grant funded)
• Timeline: Approx. 20 months
• Assessment Components
• Cannabis market analysis
• Identification of economically and socially
disadvantaged neighborhoods and populations
• Community feedback analysis
• Best practices from other California jurisdictions
• Identification of primary barriers to equity
• Preliminary equity program recommendations
• Challenges
• Interdepartmental review and agreement of
program recommendations resulting from the
assessment
Detailed Summary of Cannabis Social Equity Programs from Other Cities 11

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Packet Pg. 359 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

SAN FRANCISCO
Equity Program
• City developed
• Timeline: Approximately 1 year
• Incorporated into the Adult-Use Ordinance
• Components
• Equity applicants with 100% ownership are prioritized over non-equity applications • No cost to apply for initial permit
• Opportunity to partner with an Equity Incubator business • Legal assistance from Cannabis Law Committee of the Bar Association of San Francisco Detailed Summary of Cannabis Social Equity Programs from Other Cities 12

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Packet Pg. 360 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

SAN FRANCISCO
Adult-Use Ordinance
• Timeline: Approximately 1 year
• Staffing & Resources
• City employee – Office of Cannabis under the City Administrator Department, includes 11 employees • Outreach
• Held public meetings and sent public notices through Cannabis Legalization Task Force. Now have a more permanent task force that advises on legislation.
• Cost
• Approx. $600,000 to fund the staff positions to do the initial work (3 staff members) and create the Office of Cannabis
• Process
• Application window with first-come first-serve based on minimum qualifications with equity applicants prioritized
• Have 6 equity criteria and must meet 3 of the 6 and pass an asset test to be considered an equity applicant
• Equity applicants who own 100% of the business are prioritized most • Once all equity applicants eligible receive permit, then start reviewing general applicants • No cap on permits.
• Medical permitted to convert to adult-use but must make equity commitments with revokable license if fall through on commitments.

Detailed Summary of Cannabis Social Equity Programs from Other Cities 13

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Packet Pg. 361 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

SAN FRANCISCO
Equity Assessment
• Prepared by City staff and community groups
• Timeline: Approx. 6 months
• Assessment Components
• Identification of economically and socially disadvantaged neighborhoods and populations • Historical & legislative context of cannabis policies • Arrest rates and low-income populations
• Identification of primary barriers to enter
• Findings and equity program recommendations
• Challenges
• Challenging and slow to coordinate with local departments to secure necessary data (arrest dates, low-income populations, disadvantaged communities) Detailed Summary of Cannabis Social Equity Programs from Other Cities 14

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Packet Pg. 362 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

CULVER CITY
Equity Program
• None developed
Equity Assessment
• None conducted
Adult-Use Ordinance
• Timeline: Approx. 1 year
• Staffing & Resources
• Task force comprised of City staff and
boards/commission members and contracted
with consultant on ordinance development
($50K) – overseen by Finance Department
• Outreach
• Task force comprised of City staff and
boards/commission members
• Process
• Competitive selection process and CUP required.
• Extra points awarded to minority-, women-, or
veteran-owned businesses during selection
process
Detailed Summary of Cannabis Social Equity Programs from Other Cities 15

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Packet Pg. 363 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

WEST HOLLYWOOD
Equity Program
• None developed
Equity Assessment
• None conducted
Adult-Use Ordinance
• Timeline: Approx. 1 year
• Staffing & Resources
• Contracted consultants, program overseen by
Community Safety Dept and Neighborhood
Business Safety Division
• Outreach
• Stakeholder meetings and surveys
• Process
• Application window with screening process to
review applications with third party reviewer
based on criteria with top 8 candidates selected
• All cannabis business licenses require a hearing
before the Cannabis Commission
• Medical retailers allowed to convert to adult-use
through "legacy" permit but very restrictive (can't
change more than 50% of ownership within first 4
years, can't rebrand, and can't move locations
unless lease is terminated, or else legacy permit is
terminated)
Detailed Summary of Cannabis Social Equity Programs from Other Cities 16

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Packet Pg. 364 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities

EQUITY PROGRAM LESSONS LEARNED

1. Cannabis programs that do not include caps on number of permits benefit the more capitalized businesses and forces equity businesses to partner with more established businesses
• Hard to know if the equity partner actually has control

2. High start-up cost for businesses makes it hard to provide adequate direct funding for equity applicants

3. Requires a lot of staff or consultant to provide hands-on assistance

4. Program funding relies largely on State grants
• State legislation mandates grant funding appropriation which may conflict with equity applicant needs (80% for direct applicants, 10% for staff and 10% for technical assistance) • Program may cease if alternative funding resources are not identified

5. Considering setting aside program revenue for equity programs as an alternative if it is intended to supplant cannabis equity program
Detailed Summary of Cannabis Social Equity Programs from Other Cities 17

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Packet Pg. 365 Attachment: Attachment A - Detailed Summary of Cannabis Programs from Other Cities 1 David Yakobson
From: Tatheer Adnan <[email protected]>
Sent: Tuesday, March 19, 2024 7:49 AM
To: councilmtgitems
Cc: Jesse Zwick; Caroline Torosis
Subject: March 19 Santa Monica City Council Meeting

EXTERNAL
Dear Councilmembers,
Sharing my thoughts on some agenda items below
AGAINST 16J: While concerns about public drug use are valid, many studies examining the impact of needle exchange programs on community safety have failed to find an increase in drug-related crime or disorder following the implementation of such programs. On the contrary, by facilitating the safe disposal of used needles and syringes, SSPs reduce dangerously exposed needles and protect the public and first responders. Needle exchange programs operate within a harm reduction framework at the population health level. They reach people who inject drugs, an often hidden and marginalized population, successfully reducing the transmission of viral hepatitis, HIV, and other infections, and the incidence of opioid overdose deaths through the provision of naloxone. Research also shows that new users of SSPs are five times more likely to enter drug treatment and about three times more likely to stop using drugs than those who don’t use the programs.

AGAINST 16K: The ordinance will prevent hotel workers from striking. I agree with the fundamental reasons for the strike and support workers’ ability to exercise their First Amendment rights. The right to strike is a fundamental labor right, crucial for workers to negotiate fair pay, safe working conditions, and equitable treatment. Striking is a last resort when other negotiation tactics have failed, and hindering this right undermines the balance of power between employers and employees, potentially leading to exploitative working conditions. Workers in the hospitality industry, particularly in hotels, are often frontline defenders of public health, ensuring clean and safe environments for guests.

Hindering their ability to operate in an environment that just, might be directly compromising public health and safety and discouraging tourist activity.

SUPPORT 16I: Fully support! Cyclists play a vital role in promoting sustainable transportation and fostering a healthier, more vibrant community. It is incumbent upon us to create an environment where cyclists feel safe and respected while navigating our streets. Implementing a cyclist harassment ordinance will not only enhance cyclist safety but also contribute to creating a more inclusive and equitable transportation system for all residents. 7A. I am excited about an equity lens to cannabis licensing and have been considering the logistics around a cannabis licensing program that prioritizes individuals from communities disproportionately impacted by the War on Drugs, such as low-income neighborhoods and communities of color. This program would provide preferential treatment or additional incentives for applicants who meet specific equity criteria, such as residency in designated areas, prior cannabis-related convictions, or demonstration of financial need. Contingent upon defining clear eligibility criteria for equity applicants, comprehensive assistance and mentorship through the licensing process can further ensure that the program reaches those who would benefit from it most. To ensure that cannabis licensing is coupled with protective restrictions, businesses could be required to obtain conditional use permits (CUPs) subject to specific locational criteria and review processes. CUPs can provide the city with additional discretion and oversight to evaluate the compatibility of proposed cannabis businesses with their surroundings (complemented by buffer zones) and address potential concerns raised by stakeholders. To design the program circularly, a portion of the revenue or fees can be funneled into Item 7.A.

March 19, 2024
Item 7.A.

March 19, 2024

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Packet Pg. 366 Attachment: Written Comments (6153 : Cannabis Study Session) 2 community reinvestment initiatives- job training programs, youth education, substance abuse prevention, and economic development in neighborhoods affected by the War on Drugs.

Sincerely,
Tatheer Adnan
Item 7.A.

March 19, 2024
Item 7.A.

March 19, 2024

7.A.d
Packet Pg. 367 Attachment: Written Comments (6153 : Cannabis Study Session) 1 David Yakobson
From: Bijan Khajebag <[email protected]>
Sent: Monday, March 18, 2024 1:27 PM
To: councilmtgitems
Subject: 74 A

EXTERNAL
Dear city council members, cannabis is a stimulant drug which will cause brain injury resulting in paranoia, depression and delusions which have and eventually affects individuals using it, smoking is not a solution to reduce people's anxiety, cannabis creates later or sooner more anxiety which creates more of depression and etc., smoking cannabis is a pathway for other and stronger drugs which we see the user all over the city of Santa Monica and elsewhere, city needs to reduce the smoking shops meaning to influence the drugs dealing with drugs dealing cartel growing in the city of Santa Monica, for the sake of ourselves, our youth and people's health.

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Item 7.A.

March 19, 2024
Item 7.A.

March 19, 2024

7.A.d
Packet Pg. 368 Attachment: Written Comments (6153 : Cannabis Study Session) City Council
Adult-Use Cannabis Social Equity Study Session
March 19, 2024

7.A.e
Packet Pg. 369 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Presentation Overview

1. Refresher on Council Direction for Adult-Use Cannabis

2. What is cannabis social equity?

3. Equity programs from other cities

4. Options for cannabis social equity framework

5. Options for location restrictions

7.A.e
Packet Pg. 370 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Prior Council Direction - June 13, 2023
• Allow adult-use cannabis retail and non-retail uses including consumption lounges
• No cap on number of uses/licenses but explore zoning restrictions to limit the number of businesses
• Allow two medicinal cannabis retailers to sell adult-use cannabis products
• Allow adult-use cannabis uses in non-residential zones and apply State buffers for distance from sensitive uses
• Conduct a cannabis equity assessment and create a cannabis equity program

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Packet Pg. 371 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Purpose
• Since Council's direction in June 2023...
 Adopted IZO to allow two medicinal cannabis retailers to sell adultuse cannabis  Researched peer cities' cannabis equity programs
 Worked with DEI team to secure Cannabis Equity Grants Program for Local Jurisdictions Type 1 Grant
• Tonight
• Seek additional Council direction on social equity framework and zoning locational restrictions
• Not yet creating specific components of an equity program

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Packet Pg. 372 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) What is Cannabis Social Equity?
• Recognize the long-term impact of
the criminalization of cannabis
upon minority communities
• Promote equitable ownership and
employment opportunities in the
cannabis industry
• Decrease disparities and improve
outcome among identified groups
that have been most affected by
the war on drugs

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Packet Pg. 373 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Development of Cannabis Equity Program
Determines
most
impacted
groups
Equity Study
Informed by
findings of
Equity Study
Eligibility
Criteria Priority application +
licensing
Employment
opportunities
Community
reinvestment by
cannabis businesses
Investment of
cannabis tax revenues
Example
Program
Components

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Packet Pg. 374 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Equity Program Challenges
• Predatory/manipulative behavior by non-qualifying applicants taking advantage
• Sunk costs for applicants ultimately unable to obtain a license • Limited staff resources to develop/implement a comprehensive program
• Excessive startup costs and need for capital
• Intense competition for finite number of licenses
• Limited availability of eligible real estate

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Packet Pg. 375 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Peer Cities Summary
Equity
Program
Developed at
Outset or Later
Time to Develop
Ordinance
Time to Develop
Equity Program
Dedicated
Staff/Office
for Program
Type of
Selection
Process
Culver City N/A ~ 1 Year N/A N/A N/A
Long Beach  Later ~ 1 Year ~ 2 Years  RFP
Los Angeles  Later -- --  Lottery
Oakland  Later ~ 2 Years 3 Months 
Non-dispensary
on rolling basis;
dispensary
through lottery
Palm Springs  Later ~ 1 Year 9 Months 
Began with first
come first served
but will likely move
to lottery
San Diego  Later ~ 1 Year In Process  TBD
San Francisco  Later ~ 1 Year ~ 1 Year  First come first served
West Hollywood N/A ~ 1 Year N/A N/A N/A

7.A.e
Packet Pg. 376 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Lessons Learned
Regulatory

1. Establish a limit to number of retail licenses
 Council directed no cap on number of licenses
 Most other jurisdictions with no cap struggled to scale back after overconcentration Process

2. Establish minimum criteria to qualify equity applicants followed by random selection  Council directed exploration of non-discretionary process  Selection process options to be provided with draft ordinance pending Council direction

3. Set aside percentage of permits for equity applicants and prioritize their processing  Ensures share of licenses are available for equity applicants

4. Keep the process simple
 Require background checks and ownership structure transparency  Equity applicant eligibility criteria should not be too broad

5. Develop informational business assistance tools
 Interactive GIS cannabis map to identify existing locations

6. Prohibited or restrict sale of permits
 Ensures continuation of equity program

7.A.e
Packet Pg. 377 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Lessons Learned
Staffing

7. Establish cannabis department
 Provides oversight, enforcement and educational, technical and business assistance to equity applicants
 Requires additional staff and/or consultant support
Permitting

8. Opposition from non-equity operators of equity applicants  Less restrictive locational requirements for equity applicants may result in more desirable areas

9. Consider not providing a vested right to run with the land for cannabis uses  Would not allow future adjustments and limit flexibility of cannabis program implementation

10. Understand nuances of different cannabis operations for each permit type.

7.A.e
Packet Pg. 378 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Cannabis Equity Program Considerations

1. No caps on number of permits
• Benefits more capitalized businesses
• Forces equity businesses to partner with more established businesses  Hard to know if equity partner has control

2. High start-up costs for businesses
• Hard to provide adequate direct funding for equity applicants

3. Requires a lot of hands-on assistance
• Staffing/resource intensive
 May require additional staff, consultants, and/or contract services

4. Program funding relies largely on State grants
• State legislation mandates grant funding appropriation (80% for direct applicants, 10% for staff and 10% for technical assistance
 May conflict with equity applicant needs
 Program may cease if alternative funding is not identified

5. Set aside program revenue to supplant cannabis equity program

7.A.e
Packet Pg. 379 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Options for Cannabis Social Equity Framework
Source: www.veriheal.com

7.A.e
Packet Pg. 380 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Options for Cannabis Equity Approach

ORDINANCE ONLY STANDARD EQUITY ENHANCED EQUITY
EQUITY

PROGRAM
Adult-use cannabis
ordinance only
No equity program
Adult-use cannabis ordinance
Equity program derived from best
general practices and examples from
other cities informed by Santa Monica
equity assessment
Adult-use cannabis ordinance
Equity program with tailored components
created from comprehensive Santa
Monica-specific equity assessment
findings
TIMELINE Approx. 12 months
By December 2024
Approx. 12-18 months
By June 2025
Approx. 24 months / ongoing
By December 2025 for initial components
but will require ongoing support due to
likelihood of direct and technical
assistance
EQUITY

ASSESSMENT
Conducted Conducted Conducted

7.A.e
Packet Pg. 381 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Options for Cannabis Equity Approach

ORDINANCE ONLY STANDARD EQUITY ENHANCED EQUITY

COST / FUNDING
(Can vary further
depending on number
of businesses and level
of oversight needed)
Approx. $40K for
assessment
Funded by State Go-Biz
Grant – Type 1
Approx. $40K for assessment
Funded by State Go-Biz Grant –
Type 1
Approx. $40K for assessment
Funded by State Go-Biz Grant – Type 1
• Additional cost for consultant to
develop enhanced equity program
• Apply for ongoing State Go-Biz Type 2
grant and future budget actions by
Council to continue to support equity
program as necessary

ANTICIPATED

STAFFING
NEEDED
Existing Planning staff Existing staff development of equity program
Additional interdepartmental staff
and/or contract staff for ongoing
management of cannabis program
1 to 2 Full-time staff dedicated to cannabis
program oversight and equity applicants
Depends on number of cannabis
businesses and desired level of regulatory
oversight

7.A.e
Packet Pg. 382 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Options for Cannabis Equity Approach

ORDINANCE ONLY STANDARD EQUITY ENHANCED EQUITY
PROCESS Based on zoning regulations
(First come first served)
Administrative non-selection process
(lottery, first come first served, etc.)
Discretionary selection process
(RFP, etc.)

POTENTIAL

PROGRAM

ELEMENTS
(Illustrative purposes
only)
None • Application criteria specific to
equity applications
• Fee waivers
• Expedited application review
• Reduced or eliminated buffer
requirements
• Business development
assistance/mentorship
• Workforce training
• Assistance with accessing startup
capital
• Assistance with expunging cannabisrelated criminal records • Utilizing cannabis tax revenues to fund
community reinvestment

PEER CITIES

STUDIED
• West Hollywood
• Culver City
• Palm Springs • Long Beach
• San Francisco
• Oakland
• Los Angeles

7.A.e
Packet Pg. 383 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Equity Framework Options

STANDARD EQUITY
+ Prioritizes timing,
cost/resources,
and revenue
-
Doesn't consider
cannabis equity
+ Balances timing,
cost/resources,
revenue, and
cannabis equity
+ Prioritizes cannabis
equity and is based
on Santa Monicaspecific findings
-
Cost/resource
intensive (ongoing)
and takes longer to
develop
Recommended Option
-
Cannabis equity
program is not
based on SantaMonica specific
findings

ORDINANCE ONLY STANDARD EQUITY ENHANCED EQUITY

7.A.e
Packet Pg. 384 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Options for Locational Requirements

7.A.e
Packet Pg. 385 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Locational Restrictions – Eligible Parcels
• Assumes Statedesignated sensitive uses
(school, youth center, day
care center) for buffers

7.A.e
Packet Pg. 386 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Locational Restrictions – Prior Council Direction
• Council concern with oversaturation of cannabis
businesses
• Buffers around sensitive uses
• Can be increased or decreased
• Mechanisms to control number of businesses
• Minimum distance between cannabis businesses
• Limits per block or geographical area

7.A.e
Packet Pg. 387 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Application of Buffers Between Cannabis Uses – 300’
• Assumes State recommended 600’
buffer from sensitive uses (school,
youth center, day care center) for
eligible parcels
• Hypothetical business locations
based on eligible parcels
Small
(300’
Buffer)
Medium
(600’
Buffer)
Large
(900’
Buffer)
Potential
Maximum
Number of
Cannabis
Businesses
62 38 29

7.A.e
Packet Pg. 388 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Application of Buffers Between Cannabis Uses – 600’
Small
(300’
Buffer)
Medium
(600’
Buffer)
Large
(900’
Buffer)
Potential
Maximum
Number of
Cannabis
Businesses
62 38 29
• Assumes State recommended 600’
buffer from sensitive uses (school,
youth center, day care center) for
eligible parcels
• Hypothetical business locations
based on eligible parcels

7.A.e
Packet Pg. 389 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Application of Buffers Between Cannabis Uses – 900’
Small
(300’
Buffer)
Medium
(600’
Buffer)
Large
(900’
Buffer)
Potential
Maximum
Number of
Cannabis
Businesses
62 38 29
• Assumes State recommended 600’
buffer from sensitive uses (school,
youth center, day care center) for
eligible parcels
• Hypothetical business locations
based on eligible parcels

7.A.e
Packet Pg. 390 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Next Steps

7.A.e
Packet Pg. 391 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Next Steps
May – December 2024
Develop
cannabis
equity
program
Hire
consultant
and conduct
equity
assessment
By December 2024
Develop
cannabis
ordinance
and admin
guidelines
Apply for additional
Cannabis Equity
Grant (Type 1)
funding to assist in
development of
cannabis equity
program
2025
Apply for next
round of
Cannabis Equity
Grants Program
(Type 2) for
implementation
of equity
program
Timeline will depend
on Council direction

7.A.e
Packet Pg. 392 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Key Policy Questions
Equity Framework:

1. Determine expansiveness of cannabis equity program – standard or enhanced equity option?
Locational Restrictions:

2. Should there be an additional buffer around particular uses in the City?

3. For distances between operators, would Council prefer small (300’), medium (600’), or large (900’) buffer?

4. In addition to a distance between operators, should there be an additional restriction that states that in no case should there be more than 1 cannabis business per block?

7.A.e
Packet Pg. 393 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Appendix

7.A.e
Packet Pg. 394 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) Selection Process Options
Merit Based:

Applicant are ranked according to their score. Top-ranked applicants are selecting to move forward to the permitting process, consistent with the number of permits available.

Equity:

Priority is given to individuals who qualify for the cannabis equity program, as defined by the equity assessment.

Lottery:

All applications scoring above a minimum baseline are entered into a drawing from which applications will be selected at random, consistent with the number of permits available. Those applications selected will be allowed to move forward to the permitting process.

First Come / First Served:

Applications are reviewed and scored in the order they are received. All applications scoring above a minimum baseline will be allowed to move forward to the permitting process, until the max. number of permits available has been reached.

7.A.e
Packet Pg. 395 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 396 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

Equity Assessment
• Prepared by City staff
• Timeline: completed before ordinance was
adopted and took approx. 1 year
• Assessment Components
• Eligibility criteria

7.A.e
Packet Pg. 397 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 398 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

CITY OF LOS ANGELES
Adult-Use Ordinance
• Allows for retail, delivery, cultivation,
manufacturing, testing, and distribution
uses
• License caps on certain uses, including
retail, by Community Plan Area based on
population
• New applications for retail uses currently
only being accepted for social equity
applicants until January 1, 2025
• Retail uses must be a minimum 700’ from
sensitive uses and other retailers
• Cultivation, manufacturing, testing, and
distribution uses must be a minimum 600’
from schools
Equity Assessment
• Prepared by consultant in 2017
• Timeline: Approx. 4 months
• Components
• Cannabis use and arrest data
• Study of penalties and disadvantages of nonviolent
drug convictions
• Public workshop
• Recommended program components including
workforce requirement, technical assistance
program, investment program/fund,
waived/deferred fees, expungement of past
cannabis criminal records, streamlined permitting,
provisional licensing, social equity program
coordinator, education/outreach

7.A.e
Packet Pg. 399 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 400 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 401 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

PALM SPRINGS
Equity Program
• Prepared by City Staff with assistance from consultant • Timeline: Started with 3-month pilot program based on other cities, went back and spent 6 months redeveloping/expanding
• Components:
• Tax cuts (50%)
• Technical assistance ($350K grant/equity applicant)
• Fee Waivers (i.e. application review and plan check fees) • Expedited processing
• Application workshops
• Location waivers (i.e. buffers between businesses)

7.A.e
Packet Pg. 402 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 403 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 404 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

SAN DIEGO
Adult-Use Ordinance
• Timeline: Approx. 1 year
• Staffing & Resources
• City employee – overseen by Cannabis Business
Division
• Outreach
• Several listening sessions with Council members
observing advertised through print/media,
website updates, direct calling to stakeholders
and community organizations, and social
outreach posts
• Process
• Discretionary, Licenses offered first-come, firstserved with a cap of 36 citywide and 4 per Council district
Equity Assessment
• Prepared by Consultants and City staff ($75K –
grant funded)
• Timeline: Approx. 20 months
• Assessment Components
• Cannabis market analysis
• Identification of economically and socially
disadvantaged neighborhoods and populations
• Community feedback analysis
• Best practices from other California jurisdictions
• Identification of primary barriers to equity
• Preliminary equity program recommendations
• Challenges
• Interdepartmental review and agreement of
program recommendations resulting from the
assessment

7.A.e
Packet Pg. 405 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

SAN FRANCISCO
Equity Program
• City developed
• Timeline: Approx. 1 year
• Incorporated into the Adult-Use Ordinance
• Components
• Equity applicants with 100% ownership are prioritized over non-equity applications • No cost to apply for initial permit
• Opportunity to partner with an Equity Incubator business • Legal assistance from Cannabis Law Committee of the Bar Association of San Francisco

7.A.e
Packet Pg. 406 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

SAN FRANCISCO
Adult-Use Ordinance
• Timeline: Approx. 1 year
• Staffing & Resources
• City employee – Office of Cannabis under the City Administrator Department, includes 11 employees • Outreach
• Held public meetings and sent public notices through Cannabis Legalization Task Force. Now have a more permanent task force that advises on legislation.
• Cost
• Approx. $600,000 to fund the staff positions to do the initial work (3 staff members) and create the Office of Cannabis
• Process
• Application window with first-come first-serve based on minimum qualifications with equity applicants prioritized
• Have 6 equity criteria and must meet 3 of the 6 and pass an asset test to be considered an equity applicant
• Equity applicants who own 100% of the business are prioritized most • Once all equity applicants eligible receive permit, then start reviewing general applicants • No cap on permits.
• Medical permitted to convert to adult-use but must make equity commitments with revokable license if fall through on commitments.

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Packet Pg. 407 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 408 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

CULVER CITY
Equity Program • None developed
Equity Assessment • None conducted
Adult-Use Ordinance
• Timeline: Approx. 1 year • Staffing & Resources • Task force comprised of City staff and boards/commission members and contracted
with consultant on ordinance development
($50K)– overseen by Finance Department
• Outreach
• Task force comprised of City staff and
boards/commission members
• Process • Competitive selection process and CUP required. • Extra points awarded to minority-, women-, or veteran-owned businesses during selection
process

7.A.e
Packet Pg. 409 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session)

7.A.e
Packet Pg. 410 Attachment: PowerPoint Presentation (6153 : Cannabis Study Session) City Council
Report
City Council Meeting: March 19, 2024
Agenda Item: 8.A
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Appointment to two unscheduled vacancies on the Disabilities Commission for both terms ending on June 30, 2025 (Continued from 1/23/2024) Prepared By: Xavier Mota, Staff Assistant III
Approved Forwarded to Council
Attachments:

A. List of Applicants

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City of Santa Monica
Boards and Commissions Applicants
Disabilities Commission
Name Application Date
Baroff, Anya
Squire, Paul J.
01/18/2024
02/02/2024
TOTAL APPLICANTS: 2

8.A.a
Packet Pg. 412 Attachment: List of Applicants (6311 : Appointment to two seats on the Disabilities Commission 8.A.(5 mins.)) City Council
Report
City Council Meeting: March 19, 2024
Agenda Item: 11.A
1 of 18
To: Mayor and City Council
From: Heather Averick, Director, Housing and Human Services Department Subject: Award Request for Proposal and enter into Agreement with Hollywood Community Housing Corporation (HCHC) as the Selected Development Team for Affordable Housing on Three City-owned Sites Adjacent to Wilshire Boulevard
Recommended Action
Staff recommends that the City Council:

1. Award RFP #365 to Hollywood Community Housing Corporation (HCHC) for the future development of affordable housing on City-owned property at 1217 Euclid Street, 1211-1217 Fourteenth Street and 1146 Sixteenth Street; and

2. Authorize the City Manager to negotiate and execute an Exclusive Negotiating Agreement with HCHC; and

3. Adopt a finding of no possibility of significant effect on the environment for selection of a development team pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines and find that future development of affordable housing on the Cityowned properties at 1217 Euclid Street, 1211-1217 Fourteenth Street, and 1146 Sixteenth Street is consistent with the certified 6th Cycle Housing Element Environmental Impact Report (State Clearinghouse No. 2020100575).

Summary
The City’s 2021-2029 Housing Element commits the City to developing 100% affordable housing on specific City-owned sites to meet its share of regional affordable housing.

The sites identified in the Housing Element include three surface public parking lots near Wilshire Boulevard and 14th Street. In accordance with the Housing Element, the City released a Request for Proposals (RFP) to evaluate and select a development team qualified to undertake the development of the three sites. An evaluation committee composed of representatives from several City departments and a consultant reviewed

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proposals from nine teams. Staff recommends the City Council selection of a team led by Hollywood Community Housing Corporation (HCHC) based on the team’s overall experience in development, design, operations, and supportive services, including the strength of its proposal for the sites.

After the selection of a development team, the City Manager will execute an Exclusive Negotiating Agreement with the team’s lead developer to provide time for the selected team to complete their due diligence, refine the development proposal, and perform community engagement. Staff will then return to Council for consideration and approval of a ground lease and Disposition and Development Agreement involving the proposed development and the financial terms associated with use of the City-owned property.

Background
On October 11, 2022, the City Council adopted the 2021-2029 Housing Element, a State-mandated plan for meeting the City’s share of regional housing. State law requires that the Housing Element include an inventory of land that demonstrates the City’s capacity to realistically accommodate new housing development at all income levels. To address the City’s shortfall of sites that are suitable for the creation of housing affordable to low-income households, the City has committed to developing 100% affordable housing on City-owned sites identified in Appendix F, Figure F-7 of the Housing Element (Attachment A).

As specified in Housing Element Program 2.E (Attachment B), by June 30, 2027, the City plans to issue at least three requests for proposals (RFPs) for City-owned sites. On December 1, 2022, the Housing Commission provided advisory input to Council (Attachment C) on issuance of an RFP for teams to develop affordable housing on three City-owned surface public parking lots located at 1217 Euclid Street, 1211-1217 Fourteenth Street and 1146 Sixteenth Street (Attachment D). On March 14, 2023, the Council declared the sites as exempt surplus land, allowing the City to move forward with the RFP in accordance with State law (Attachment E). The City issued the RFP (Attachment F) on June 22, 2023.

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The purpose of the RFP is to evaluate the qualifications, experience and capacity of proposer teams. The proposals are intended to illustrate the teams’ understanding of the opportunities and challenges presented by the three sites. Council selection of a development team is the selection of a lead developer and its proposed architect, proposed service provider, and other team members included in the lead developer’s proposal.

The selected team will conduct community outreach to solicit feedback on its development proposal. The selected team will incorporate community feedback to the extent feasible and will present a refined proposal for Council consideration and approval at a later date, as further described in the Next Steps section at the conclusion of this report.

Key Submittal Content and RFP Objectives
The RFP invited development teams to submit information about their qualifications, experience, and financial capacity to undertake and successfully complete an affordable housing development. Among other requirements, and incorporating Housing Commission input, the RFP directed teams to submit supporting narrative demonstrating prior experience with one or more of the following:
• Housing for the proposed priority population of the development • Housing affordable to a variety of income levels from zero to 80% of area median income (AMI), either rental or for-sale (home ownership) • Housing that meets or exceeds all Americans with Disabilities Act requirements
• Design that incorporates sunlight, air circulation, and/or architecture that complements the local aesthetic
The RFP also asked teams to submit designs, financing, and service plans to illustrate the team’s overall approach and thought process toward achieving the City’s affordable housing objectives. Respondents were encouraged to consider and propose approaches to replacing some of the 119 existing public parking spaces across the

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three sites. A component of the RFP was a community involvement plan that described the team’s proposed approach for engaging stakeholders.

Discussion
The City received proposals from nine teams (Attachments H-P). Each proposer team included a lead developer or co-developers and an architect. All teams except for one included a social services provider. The teams included a variety of other partners and consultants, such as general contractor, construction management, financial consultant, property management, and landscape architect. Council selection of a development team is the selection of a lead developer and its proposed architect, proposed service provider, and other team members included in the lead developer’s proposal.

Evaluation Committee
After receipt of proposals, Housing Division staff convened an evaluation committee composed of representatives from five City departments. The committee also included a community development and housing consultant from Harris & Associates, which created a detailed application checklist and project summary sheets for each proposal (Attachment R).

Review of Proposals
The proposals were scored on a scale of 0 to 100, using the criteria in the RFP. The maximum number of points possible under each evaluation criterion were as follows:
• Development and Operational Experience (30 points)
• Financing Analysis and Capacity (25 points)
• Design Experience (20 points)
• Overall Development Concept (15 points)
• Community Involvement Plan (10 points)
The evaluation committee considered the teams’ overall experience building and operating developments similar to the proposed development scale and population, including recent experience with analogous developments. The committee also evaluated the experience of proposed service providers.

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For the financing analysis and capacity criterion, the committee considered the teams’ ability to develop a financially feasible, sustainable, and dynamic project, as well as to build and operate the proposed project in a way that minimizes the City's Housing Trust Fund contribution and leverages diverse resources. Key considerations in scoring included the proposers’ track record obtaining non-City funding sources, such as bank loans, tax credit financing and State housing loans and grants; the amount of City funds projected to fill gaps in financing from outside sources; and the projected development cost per residence. The committee also considered the level of detail in the financing analysis and the thoroughness of financial information provided.

The architect’s demonstrated design experience with successful, completed projects of comparable complexity, scale, and nature was considered for each team’s design experience criterion score.

The committee evaluated the degree to which the proposals presented a thoughtful and feasible response to the components involving affordable housing, resident services (both for the general population and specialized supportive services for formerly homeless residents, if applicable), overall design, and feasibility of replacing public parking. Key factors for the overall development concept criterion included the mix of proposed resident populations (such as senior, large family, small family/individual, formerly homeless), the mix of bedroom counts per residence, and service staffing levels. The committee also considered the thought process behind the proposed designs, including how the design reflected community context and the needs of the proposed resident population.

The committee also considered how the teams addressed the issue of replacement public parking, as well as the potential cost to the City, since there are limited non-City public funds available for construction of replacement public parking. The proposals offered a range of parking scenarios, with most proposing to provide some combination of replacement public parking and private parking (for residents and staff, if applicable). Various types of parking were proposed, including surface parking, above-ground structure, semi-subterranean, and underground parking, including one proposal for underground mechanized parking lifts to maximize parking spaces while

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minimizing the levels of subterranean parking. Proposers cited proximity of public transit, the anticipated need for resident/staff parking based on target population, construction cost, and physical site constraints as contributing factors to their respective parking concepts. A comparison table of parking proposals is presented in the table below.

Parking Proposals
Team
Total
Parking
Spaces
Replacement
Public
Parking
Spaces
Private
Parking
Spaces
Anticipated City
Funding Need
HCHC Base case 105 9* 96 $0
HCHC Alternative
parking scenario 157 43 114 $5,500,000
Cesar Chavez
Foundation/ Step Up
on Second, Inc.
124 46 78 $0
Abode Communities 100 46 54
$7,700,000 (including
$2,450,000 for
replacement public
parking)
Community
Corporation of Santa
Monica
86 40 46 $0
EAH Housing 83 25 58 $0
BRIDGE Housing
Corporation 79 79 0 $2,700,000
Menorah Housing
Foundation 76 76 0 $0
W.O.R.K.S/CTY
Housing, Inc. 34 34 0 $17,214,529**
Housing Diversity
Corporation 0 0 0 $0
*nose-in street parking
**financial model reflects the worst-case scenario where the project is unable to source State Super NOFA Multifamily Housing Program funding
For the community involvement plan criterion, the committee considered the level of detail provided and the depth of outreach to the proposed priority population for the development or organizations serving them (for example, seniors, families, people

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experiencing homelessness). The committee also considered the plans’ approach to including those with barriers to participation, such as language, online access, and disability.

The scores from evaluation committee members were combined to produce an average score for each team, shown in the table below.

Team Total Score
Hollywood Community Housing Corporation (HCHC) 94.9
BRIDGE Housing Corporation 90.8
Abode Communities 85.6
Community Corporation of Santa Monica 82.9
EAH Housing 79.4
Cesar Chavez Foundation/Step Up on Second, Inc. 77.2
Menorah Housing Foundation 71.7
W.O.R.K.S./CTY Housing, Inc. 59.8
Housing Diversity Corporation 39.7
HCHC received the highest overall score from seven out of the nine evaluators and scored highest in all five evaluation criteria categories (except for a tie with the team led by BRIDGE for design experience).

Recommendation
Bidder Recommendation
Best Qualified Person/Firm Best Qualified Vendor or Firm Evaluation Criteria
(include all that apply)
Training/credentials/experience, competence/skill, capacity/ability to perform services promptly, sufficiency of financial/other resources, character/reputation, ability to provide future services as needed and price.

Municipal Code SMMC 2.24.190
Proposals Received
Abode Communities BRIDGE Housing
Corporation
Cesar Chavez
Foundation/Step Up
on Second
Community
Corporation of Santa
Monica
EAH Housing Hollywood Community Housing Diversity Menorah Housing

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Housing Corporation Corporation Foundation
W.O.R.K.S/CTY Housing
RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
6/22/2023 City's Online
Bidding Site Santa Monica Daily Press 114 6/22/2023
Justification to Award
Based on the evaluation criteria, conclusions of the evaluation committee and criteria in SMMC 2.24.190, staff recommends the selection of the team led by HCHC. The committee valued the team’s overall experience, demonstrated capability, and thoughtful, context-specific design proposal. The developer has an extensive track record in building, operating, and managing housing for low-income households and people experiencing homelessness, both of which are among the groups identified in the RFP housing objectives. HCHC’s permanent supportive housing developments include Step Up on Colorado in Santa Monica (also known as the Kaufmann Apartments). HCHC brings to the table valuable experience with developments analogous to the one contemplated in the City’s RFP. HCHC has recently partnered with the City of Los Angeles on two ground lease developments, including one in the pipeline in Venice that is to replace 196 existing public parking spaces in a shared public-private parking facility.

Established in 1989, HCHC began rehabilitating and maintaining affordable housing in Hollywood and adjacent neighborhoods, and developed expertise in creating serviceenriched housing, particularly for persons living with HIV/AIDS. Since then, HCHC has expanded its geographic boundaries and development portfolio to build a range of housing types throughout Los Angeles County. Since its founding, HCHC has developed or rehabilitated 32 buildings with two more under construction and others in pre-development. The organization provides more than 1,200 affordable homes to lowincome families, seniors, people with disabilities, households experiencing homelessness, veterans, individuals and large families. In the last five years, HCHC has completed seven affordable rental buildings totaling 458 residences. Additionally,

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HCHC’s developments under construction and others in pre-development will add nearly 400 additional homes to its portfolio.

Collectively, the team led by HCHC has substantial experience, including in Santa Monica. HCHC’s Executive Director, Sarah Letts, formerly served as Executive Director of Community Corporation of Santa Monica. The People Concern (TPC), the social service partner, was founded in Santa Monica over 60 years ago as Ocean Park Community Center and has a proven track record of providing wrap around supportive services in permanent supportive housing communities, and working locally with extremely vulnerable homeless individuals with complex barriers to housing. TPC has a 92% housing retention rate among the permanent supportive housing residents it serves. The agency provides a variety of comprehensive, integrated services to its participants, including mental health care, wellness programs, income assistance and medical care. As one of the largest homeless and domestic violence service providers in Los Angeles County, TPC supports over 1,750 people in permanent supportive housing apartments and operates ten interim housing facilities across Los Angeles County.

Other key members of the HCHC led team with Santa Monica experience include architecture firm Kevin Daly Architects (kdA), led by Santa Monica Architectural Review Board member Kevin Daly; and general contractor Morley Builders, which has built several affordable housing developments in Santa Monica. HCHC has previously worked with the design and construction team on previous developments, bringing a track record of working successfully as a team.

After the City evaluation committee finalized its scoring of proposals and determined HCHC received the highest score, staff emailed follow-up questions to HCHC so that the organization could elaborate further on specific aspects of its experience and proposal. The questions pertained to previous success in operating housing that mixes permanent supportive housing with affordable housing for the general population; its plan for success in operating a development for the first time with TPC; lessons learned from a project HCHC currently has in predevelopment that replaces public parking;

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community engagement success around permanent supportive housing and reduced parking; past success in obtaining State grant funds for replacing public parking and the prospects for such funds being available for the RFP sites. The questions and HCHC’s responses are provided as (Attachment S).

Proposal - Residential
HCHC’s proposed development would serve multiple populations prioritized in the RFP:
people experiencing homelessness, large families, and small families, including individuals. The proposal includes 87 general affordable residences, 40 permanent supportive housing residences, and three units for property managers. HCHC would serve as property manager for all three sites. TPC would be the lead supportive service provider for the residents living in the development’s permanent supportive housing units, providing intensive case management and connections to outside services as needed. TPC’s services would include a wide array of support interventions including mental health services, crisis intervention, individual therapy, rehabilitation and therapeutic groups, substance abuse services, life skills education, medication management, and benefits assistance. HCHC would provide a full-time on-site resident services coordinator for the remaining low income, general affordable residences.

Examples of HCHC’s services include assessment of tenant supportive service needs and linkages to physical and mental health care, adult day care, legal assistance, and other community resources to support housing stability and financial well-being.

All the permanent supportive housing units would be located on the Euclid Street site, which would also include 24 affordable residences for the general population. HCHC has substantial experience developing communities that incorporate both permanent supportive housing and general affordable units, having opened five such mixedresidency communities in the last five years. In addition, HCHC has provided resident services under a Housing Authority City of Los Angeles (HACLA) Continuum of Care contract for over 20 years in which 112 chronically homeless tenants reside in 10 different sites, the majority of which are mixed general affordable and permanent supportive housing buildings. In the last five years, HCHC reports a housing retention rate above 95% and during the prior 12 months, a housing retention rate over 98%.

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The tables below, excerpted from HCHC’s proposal, summarize HCHC’s proposed bedroom mix, affordability levels, and target population.

HCHC and TPC collaborated on the design proposed in response to the RFP to ensure it would reflect the needs of anticipated residents as well as needs for staff, management, and security. The guiding principle for HCHC’s design is that it is “hidden in plain sight.” The buildings are six stories (on Euclid and Fourteenth) and four stories (on Sixteenth) above grade. The designs balance privacy for residents with views into and out of the properties and respond to existing development surrounding the sites.

The designs break up the massing of the buildings by incorporating substantial landscaping, private balconies, outdoor porches, and communal outdoor space such as

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courtyards, roof decks and gardens. The buildings are designed to maximize fresh air flow into the residences and minimize the need for air conditioning.

Proposal – Parking
HCHC’s proposal illustrates two potential parking scenarios, which are summarized in the table below.

For the Euclid and Fourteenth Street sites, both the base case and alternative scenarios assume one level of at-grade podium parking accessed through the existing alleys behind the properties, as well as one level of underground parking. In the base case scenario, all of the on-site parking would be reserved for private use, with nine nose-in street parking spaces on Euclid available for the public. Should the City wish to fund an additional level of underground parking at the Euclid and Fourteenth Street sites, the proposal envisions using both the nose-in street parking on Euclid and the at-grade podium parking at sites for public use, reserving the two levels of underground parking for residents. The Sixteenth Street site, which is the smallest of the three sites, would include a semi-subterranean garage in both scenarios, and as in the majority of proposals, was not considered large enough to accommodate replacement public parking.

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With Low-Income Housing Tax Credit funding as the only source of non-City funds available to replace public parking, the proposal illustrates the tradeoffs in terms of potential cost to the City, should the City wish to maximize parking on-site. Use of tax credit funding to pay for public parking would reduce the amount available to pay for the affordable housing, resulting in a financing gap that the City would likely need to fill with Housing Trust Funds.

HCHC’s alternative scenario assumes an extra level of underground parking to accommodate public parking on the ground floor as well as resident parking. In its proposal, HCHC cites other cost drivers associated with replacing public parking onsite, such as additional stairs, elevators, and lobbies for the public and residents.

Excavation and construction of another level of underground parking would therefore increase the development timeline and budget.

It should be noted that both the base case and alternate scenarios in HCHC’s proposal also assume the highest number of resident/private parking spaces among the proposals submitted. HCHC’s parking scenarios estimate the maximum number of spaces that could be accommodated on one and two levels of subterranean parking.

The distribution of parking spaces between public and private uses can shift based on City direction and financial feasibility. The number of public parking spaces to be replaced and how to fund public parking will be a key discussion for HCHC and the City during the due diligence period following execution of the ENA.

HCHC has gained valuable experience over the course of several years working on replacement public parking in a shared public-private facility in Venice. HCHC’s experience could inform its collaboration with the City on such matters as design considerations for balancing resident security with public access and whether the City would operate the garage or whether it would hire a private operator. HCHC team member Morley Builders assisted with cost estimation for the Venice development and would bring its current knowledge about parking construction costs to bear to the proposed development.

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Community Involvement Plan
Should the City Council select HCHC’s development team, HCHC will solicit feedback from the community, the Housing Commission and the City Council. HCHC’s community involvement plan includes outreach to neighboring residents and businesses, and names specific community stakeholder groups, including the Wilshire Montana Neighborhood Coalition and Santa Monica Mid-City Neighbors. HCHC has demonstrated success with neighborhood outreach around permanent supportive housing, citing an example from one of its previous permanent supportive housing developments in which close collaboration with the local neighborhood council resulted in design changes as well as support from the adjacent single-family neighborhood.

Housing Commission Action
Staff agendized the proposed selection of the HCHC development team for Housing Commission consideration and advisory input to Council. At its February 1, 2024 meeting, the Housing Commission passed the following two motions:
“The Housing Commission, in support of increasing affordable home ownership in Santa Monica, would like for the team members to provide specific information about their history with home ownership programming and would like, whatever team that is chosen going forward, to actively incorporate consideration of homeownership opportunities in every part of the process.” “The Housing Commission is lending their support, with caveats that this is based on the information the Housing Commission has in front of them, and that the Housing Commission has unaddressed concerns about the participation of The People Concern, to the development team that staff has recommended.” Affordable Home Ownership
While the RFP did not preclude teams from proposing home ownership on one or more of the sites, all of the teams proposed development concepts reflecting only rental housing. The lack of proposals for for-sale affordable housing is not

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surprising, given the gap between the cost of development and the amount a lower income household could afford. Furthermore, the RFP asked proposers to provide examples and supporting narrative demonstrating prior experience with either rental or for-sale housing affordable to households earning 80% of AMI or less. None of the teams detailed prior experience developing affordable homes for sale. The team led by BRIDGE Housing Corporation referenced for-sale housing in its description of community outreach in 2005-2006 with other development partners on a mixeduse, multi-phase development in San Diego. BRIDGE also listed two home ownership developments in a master plan phase in its pipeline but did not provide targeted income levels or any other information and did not propose home ownership units in its proposal.

Designating one or more of the three City-owned sites for home ownership in the RFP would require the City to take a number of factors into consideration, including the 1) amount of City Housing Trust Fund commitment necessary to achieve financial feasibility, compared to any City funding commitment needed for affordable rental housing feasibility; and 2) identifying a development team with demonstrated expertise in successfully developing affordable home ownership for low-income households.

In the Housing Element, City-owned sites are committed for 100% affordable housing for households earning 80% of AMI or less. The amount of City Housing Trust Fund investment necessary to construct a home ownership development, and to assist lower income households to purchase a home, will be higher per residence than the typical City funding investment necessary for an affordable rental housing development. The primary sources of funding available for affordable housing development are Federal and State tax credit financing programs. Tax credit financing typically provides a substantial portion of the funds for construction of an affordable housing development.

For City-funded affordable rental developments that have been constructed since 2022, tax credit financing funded the majority of total development costs on average.

However, tax credit financing programs are limited to affordable rental housing. The Multifamily Housing Program is another commonly used program that is limited to rental housing. There are State programs that allow funds to be used for home ownership

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developments, but since the City has not previously participated in such programs, the extent to which State programs could cover the total costs of a home ownership development has not been determined. Furthermore, specific expertise is required to obtain construction financing for affordable homes for sale, prequalify low-income buyers, and sell affordable homes.

The People Concern
The People Concern has a long track record of working with the City of Santa Monica, the City and County of Los Angeles housing authorities and County Department of Health Services and County Department of Mental Health to provide a wide array of services for people experiencing homelessness, including permanent supportive housing. TPC supports over 1,750 people in permanent supportive housing apartments, with a 92% housing retention rate among the supportive housing residents it serves. As part of the team’s proposal, TPC provided information about its experience as the lead service provider at permanent supportive housing developments at 32 sites in Los Angeles County for over 30 years, which includes partnerships with affordable housing developers such as A Community of Friends, Linc Housing, and Meta Housing. TPC is the proposed service provider for three out of the top four scoring development teams that responded to the RFP. The HCHC team’s proposal included a copy of a summary report to County Department of Health Services of survey results from tenants receiving services from TPC in permanent supportive housing. Responses indicated that tenants feel they are receiving helpful, respectful, and culturally sensitive treatment and responses. An Information Item provided to Council in 2021 compiling audits and inspections of TPC operations and facilities is provided as (Attachment T).

Next steps
Following consideration and selection by Council of a development team, staff will prepare an Exclusive Negotiating Agreement (ENA) for City Manager and development team execution. The ENA will enumerate the scope and timing of the community outreach process, which is anticipated to span approximately three months and allow for public input into the design and development plan. Staff anticipates returning to

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Council with a final development proposal for consideration and approval in the first quarter of 2025.

Past City Council Actions
03/14/2023 Adoption of resolution declaring 1217 Euclid Street, 1211- 1217 Fourteenth Street and 1146 Sixteenth Street as exempt surplus land in accordance with the Surplus Land Act
10/11/2022 Adoption of 2021-2029 Housing Element
Environmental Review
Selection of a development team and executing an ENA for affordable housing on Cityowned properties would have no possibility of significant effect on the environment, and therefore, is exempt pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines. Additionally, the issuance of an RFP for development of affordable housing on City-owned properties located near Wilshire Boulevard and 14th Street was analyzed as part of the 2021-2029 6th Cycle Housing Element Environmental Impact Report (EIR) [SCH No. 20212269242021] that was certified by Council on October 12, 2021, with an Addendum to the EIR approved on October 11, 2022. Development of affordable housing on City-owned properties implements a portion of that 6th Cycle Housing Element, and is consistent with the Housing Element EIR. Therefore, no further CEQA review is necessary.

Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action. Staff will return to Council if specific budget actions are required in the future. Staff estimates that the potential parking revenue loss due to the closure of Parking Lots 7, 8 and 12 would be approximately $0.2 million annually. Following Council selection of a development team, staff would return to Council with proposed business terms associated with the proposed development, including terms for disposition of City land, and any required investment of Housing Trust Funds or other City resources.

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Prepared By: Natalie Verlinich, Housing Manager
Approved Forwarded to Council
Attachments:

A. Housing Element _Appendix F_Figure F-7
B. Housing Element Program 2.E
C. Housing Commission Meeting Minutes, December 1, 2022 D. Euclid, Fourteenth St. and Sixteenth St. Sites
E. Adoption of Resolution Declaring Surplus Properties - March 14, 2023 Staff Report (Web Link)
F. 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP G. City of Santa Monica Housing Trust Fund Plan
H. Housing Element_Appendix B_Housing Needs Assessment
I. Abode Communities Proposal
J. BRIDGE Housing Corporation Proposal
K. Cesar Chavez Foundation_Step Up on Second Proposal
L. Community Corporation of Santa Monica Proposal
M. EAH Housing Proposal
N. Hollywood Community Housing Corporation Proposal
O. Housing Diversity Corporation Proposal
P. Menorah Housing Foundation Proposal
Q. W.O.R.K.S._CTY Housing Proposal
R. Harris & Associates Summary of Proposals
S. Follow-Up Questions and Answers, Hollywood Community Housing Corporation T. Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item)
U. Oaks Initiative Disclosure Form
V. Levine Act Disclosure Form
W. Written Comments
X. PowerPoint Presentation

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F- City of Santa Monica 2021-2029 Housing Element 19
Figure F-7 City-Owned SSI Sites
Address Parcel Nos. GP Designation Zoning Existing Use
Existing Base
Allowable
Density or FAR
Proposed
Density
with
Program

2.E
Land Area
(sf)
Unit
Capacity
with
Program

2.E
Other Info
1146 16th St 4281005900 Low Density
Residential R2
Public parking
lot 8 behind
Café Zella
1 unit/2000 sf
or 4 units
(whichever
less)
150
units/acre 7,500 26 No leases – parking is
City operated
1217 Euclid St 4282004900
Medium
Density
Residential
R3 Public parking
lot 7
1 unit/1500 sf
or 5 units
(whichever
less)
150
units/acre 15,000 52 No leases– parking is City operated 1217 14th St

4282003900 Medium
Density
Residential
R3

Public parking
lot 12 behind
Petco

1 unit/1500 sf
or 5 units
(whichever
less)
150
units/acre
15,000
52 No leases– parking is
4282003901 City operated
Main St between
Ocean Park Blvd
and Kinney St
4288009900
High Density
Residential R3/R4
Public parking
lots 9, 10, and 11
on Main St
(excludes
alleys)
1 unit/1500 sf
or 5 units
(whichever
less)
150
units/acre 167,388 577
No leases– parking is
City operated; but
replacement parking
will be necessary
(Coastal Zone)
4288010900
4288014901
4288011900

4288012902
4288013905
4288015901
1333 4th St

4291011909
Bayside
Conservation BC
Bank of
America; Chase
bank

2.25 FAR 150
units/acre 52,489 181
Bank of America’s
lease ends in 2026 and
Chase Bank has
requested to extend
their lease to 2026 and
terminate alongside
the BofA lease.
4291011910
1324 5th St

4291011900
Neighborhood
Village NV Public parking
lot 27 2.25 FAR 150
units/acre 52,470 181 No leases– parking is
City operated 4291011901
4291011902

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Packet Pg. 431 Attachment: Housing Element _Appendix F_Figure F-7 (6210 : Wilshire RFP) Address Parcel Nos. GP Designation Zoning Existing Use
Existing Base
Allowable
Density or FAR
Proposed
Density
with
Program

2.E
Land Area
(sf)
Unit
Capacity
with
Program

2.E
Other Info

4291011903
4291011904
4291011905
4291011908
1318 4th St

4291012900
Bayside
Conservation
BC

Parking
Structure 3 2.25 FAR 150
units/acre 30,000 104
City Council
authorized exclusive
negotiation
agreement on
1/22/2022 with EAH for
development of
affordable housing;
Demolition began
March 2022
4291012901
2500 Olympic

4268013919
Conservation
Arts Center
CAC

Bergamot Arts
Center1

1.0 FAR 150
units/acre 205,000 707
Property Management
Agreement until April
2027. City has annual
leases with 30
businesses (expiring
12/31) that will be
renewed each year
until redevelopment
4268014900
Total Estimated Capacity
1,880
1 The 205,000 sf land area accounts for half of the Bergamot Arts Center parcel being occupied by an existing leased R&D building which precludes housing development on this portion of the site

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Packet Pg. 432 Attachment: Housing Element _Appendix F_Figure F-7 (6210 : Wilshire RFP) 27 City of Santa Monica | 2021 - 2029 Housing Element
Program
No Program Objective Timing

2.E Commit To The Production Of Affordable Housing On City-Owned/Publicly- Owned Land The City shall commit City-owned sites for the production of 100% affordable housing, with consideration of other community-serving purposes, including, but not limited, to green space, place making, and/or community-serving commercial and revenue generating uses.

The City shall plan for a minimum of 1,880 affordable housing units across available City-owned sites, which are located throughout the City, as shown in Figure F-6, Appendix F, which may include, but shall not be limited to, rezoning actions in the LUCE, Specific Plans, and/or Zoning Ordinance amendments.

Amendments to maximize affordable housing development potential on City-owned sites, and any subsequent development of those sites will be guided through a public process, including engagement of community stakeholders. At least three RFPs shall be issued for city-owned sites identified on the Suitable Sites Inventory to accommodate at least 1,880 affordable units. The first RFP for a city-owned site shall be issued by June 30, 2023. Subsequently, the City shall issue an RFP by June 30, 2025, and June 30, 2027 accounting for existing constraints on city-owned sites such as existing leases as shown in Figure F-6, Appendix F. Following the regular process for production of affordable housing on city-owned land, at the conclusion of the RFP process, the City will select a developer partner for each city-owned site with the intent to develop each site for 100% affordable housing. The developer would negotiate a ground lease with the City, process any necessary loans through the City’s local Housing Trust Fund, and concurrently process the Planning entitlements for the project through a ministerial process. The timeframe from selection of a developer to issuance of building permits typically takes approximately 24-30 months. As has been done in the past, the City will use a variety of tools to facilitate 100% affordable housing development, including but not limited to:
• Facilitate appropriate zoning and process to support 100% affordable housing • Substantially reduced or free ground rent, the City will • Providing funding through local housing trust fund
• Support applications for other funding sources for affordable housing (e.g. low-incomehousing tax credits, grants, State funding, Federal funding) • Support measures that are not housing constraints to generate and allocate tax revenue for the acquisition and development of deed-restricted affordable housing Further, the City will continue to assess appropriate City-owned properties for the development of affordable housing, or in some cases may consider the most appropriate disposition of City properties to nonprofit developers for the development of affordable housing.

Prioritize affordable
housing production on
city-owned land.

June 30, 2023
and Annual
Ongoing

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Packet Pg. 433 Attachment: Housing Element Program 2.E (6210 : Wilshire RFP) @cityofsantamonica santamonica.gov
@santamonicacity

MINUTES

HOUSING COMMISSION

REGULAR MEETING

MEETING LOCATION

VIA TELECONFERENCE
Thursday, December1, 2022
6:00 P.M.

Call to Order
Chair Gray called the meeting to order at 6:00 p.m.

Roll Call
The following persons were recorded in attendance by the Recording Secretary:

Present: Commissioner Hilton, Commission Hamilton, Commissioner Gomez, Commissioner Borresen, Vice Chair Marasco, Chair Gray

Absent: Commissioner Evarts
Also present: Ayala Scott (Senior Development Analyst), James Kemper (Housing Program Manager), Noe Mendoza (Staff Assistant III)

1. Special Agenda Items
a. Commissioner Announcements
b. Commissioner Reports

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Packet Pg. 434 Attachment: Housing Commission Meeting Minutes, December 1, 2022 (6210 : Wilshire RFP) @cityofsantamonica santamonica.gov
@santamonicacity

2. Consent Calendar: All items will be considered and approved in one motion unless removed by a member for discussion
Chair Gray would like to pull September and October Minutes for discussion Commissioner Hilton would like to pull September Minutes for discussion a. July 21, 20220 Minutes
b. August 4, 2022 Minutes
c. September 1, 2022 Minutes
i) Chair Gray does not remember inviting Douglas Sloan
ii) 4b should state that Commission Hilton made the motion, and not Commissioner Hamilton
iii) Typo on meeting date (year)
iv) Commissioner Hilton would like his motion for 4b to be include “remove or reword”
d. October 6, 2022 Minutes
i) Include in brackets for item 5b that the letter was discussed ii) Will provide Commissioner Hilton’s motion verbatim for item 5b e. November 10, 2022 Minutes
Motion to accept 2a,2b, and 2e
Ayes: Commissioner Hilton, Commissioner Hamilton, Commissioner Gomez, Commissioner Borresen, Vice Chair Marasco, Chair Gray
Noes:

Abstain:

Absent: Commissioner Evarts

5. Staff Administrative Items
a. Presentation by Ayala Scott (Senior Development Analyst). Discussion and possible action providing advisory recommendation(s) to City Council regarding authorization of a request for proposal (RFP) for the development of affordable housing on City-owned property near Wilshire Boulevard and 14th Street (1217 Euclid Street, 1211-1217 Fourteenth Street and 1146 Sixteenth Street)

11.A.c
Packet Pg. 435 Attachment: Housing Commission Meeting Minutes, December 1, 2022 (6210 : Wilshire RFP) @cityofsantamonica santamonica.gov
@santamonicacity
Vice Chair Marasco Motions:

To ensure the design, construction and administration of affordable housing on the three aforementioned sites, that is
1) economically diverse, with tenants whose incomes are zero to 80% AMI but mostly below 60%. AMI
2) supports primarily families of two or more people
3) fully accessible to disabled people
4) conducive to its tenants thriving
5) contributes to housing stability,
The Housing Commission recommends that the successful RFP shows demonstrated competency in and previous success with diverse and extremely low and low income households, disabled people, families of two or more people, and previous projects that meet or exceed all ADA requirements, and design that enhances the quality of life of its tenants, including things like sunlight and air circulation with architecture that complements the local aesthetic
and priority given to parties who are willing and are able to dedicate one of the sites or part of the one of the sites to a demonstration of affordable home ownership.

Further, the Housing Commission strongly recommends advertising this RFP widely to attract the most diverse pool of applicants possible, including unconventional fora.

Second by Commissioner Gomez
Ayes: Commissioner Hamilton, Commissioner Gomez, Commissioner Borresen, Vice Chair Marasco, Chair Gray
Noes: Commissioner Hilton
Abstain:

Absent: Commissioner Evarts

6. Housing Commission Member Discussion Items
a. Commissioner Hilton on Proposition R (1990) affordable housing: Intent, history, including household incomes, community benefit.

Adjournment
Chair Gray adjourned the meeting at 9:42 p.m.

11.A.c
Packet Pg. 436 Attachment: Housing Commission Meeting Minutes, December 1, 2022 (6210 : Wilshire RFP) @cityofsantamonica santamonica.gov
@santamonicacity
Attest: Approved:
_______________________ _______________________
(Name) (Name)
Secretary Chair

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Packet Pg. 437 Attachment: Housing Commission Meeting Minutes, December 1, 2022 (6210 : Wilshire RFP) 1217 Euclid Street (Parking Lot 7)
Parcel size: approximately 15,000 square feet
Housing Element projected capacity: 52 residences
Existing parking spaces: 49
Adjacent uses: Retail, restaurant, other commercial, multifamily. The site is bordered to the north by a 10-space surface lot serving businesses fronting Wilshire, as well as by a partially vacant commercial building that formerly housed Performance Bicycle and its parking garage. It is bordered to the south by a 10-unit apartment building.

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Packet Pg. 438 Attachment: Euclid, Fourteenth St. and Sixteenth St. Sites (6210 : Wilshire RFP) 1211-1217 14th St. (Public Parking Lot 12)
Parcel size: approximately 15,000 square feet
Housing Element projected capacity: 52 residences
Existing parking spaces: 49
Adjacent uses: Banks, retail, restaurant, other commercial, commercial parking, multifamily. The site is bordered to the north by a four-space surface parking lot serving businesses fronting Wilshire, as well as by a commercial building that houses Unleashed by Petco. It is bordered to the south by a four-unit multifamily property. A 52-space paid surface lot for Bank of America and Video and Audio Center customers lies across the alley to the east.

Not a City
lot

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Packet Pg. 439 Attachment: Euclid, Fourteenth St. and Sixteenth St. Sites (6210 : Wilshire RFP) 1146 16th Street (Public Parking Lot 8)
Parcel size: approximately 7,500 square feet
Housing Element projected capacity: 26 residences
Existing parking spaces: 21
Adjacent uses: Restaurant, commercial, multifamily. The site is bordered to the north by a duplex and to the south by a restaurant and a partially vacant strip mall with a 9-space surface parking lot. The parking lot for the former MacMall and mattress store lies across the alley to the west.

Not a City
lot

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Packet Pg. 440 Attachment: Euclid, Fourteenth St. and Sixteenth St. Sites (6210 : Wilshire RFP)

CITY OF SANTA MONICA
1217 EUCLID STREET, 1211-1217 FOURTEENTH STREET,
1146 SIXTEENTH STREET AFFORDABLE HOUSING

DEVELOPMENT REQUEST FOR PROPOSALS

REQUEST FOR PROPOSALS
Housing Division
RELEASE DATE: June 22, 2023
DEADLINE FOR QUESTIONS: July 21, 2023
RESPONSE DEADLINE: September 15, 2023, 3:00 pm

APPROVED FOR ADVERTISEMENT
CITY CONTACT:

Ayala Scott

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Packet Pg. 441 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
Table of Contents

1. Introduction

2. Term

3. Scope of Work

4. Questions and Answers

5. Vendor Questionnaire

6. Evaluation Criteria

7. Award Process

8. Terms & Conditions
Attachments:

A - 2021-2029_Housing_Element_Program_2.E
B - 2021-2029_Housing_Element__Appendix_F_Figure_F-7
C - Housing_Element_Appendix_B_Housing_Needs_Assessment D - Housing_Trust_Fund_Plan
E - Housing_Trust_Fund_Guidelines
F - Site_maps
G - Assessor_maps
H - Santa_Monica_Housing_Authority_Administrative_Plan_2023-2024 I - Proposer Checklist
J - PSA Contract Template
K - Prevailing Wage Job Acknowledgement

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Packet Pg. 442 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
1 INTRODUCTION

1.1 Summary
For more than four decades, Santa Monica residents and voters have supported the preservation and production of affordable housing as a core local value. As market pressures have affected the affordability of housing in Santa Monica, the community has continued to support the urgency and need for more affordable housing. Creating more affordable housing is a key strategy for maintaining economic diversity and affordability in Santa Monica.

On October 11, 2022, the Santa Monica City Council adopted the 2021-2029 Housing Element, a State-mandated plan for meeting the City’s share of regional housing needs.

State law requires that the Housing Element include an inventory of sites that demonstrate the City’s capacity to realistically accommodate housing at all income levels. To address the City’s shortfall of sites that are suitable for the creation of housing affordable to lower income households, the City has committed to developing 100% affordable housing on City-owned land, as provided in Housing Element Program 2.E (Attachment A).

The Housing Element identifies the City-owned sites with the highest potential for affordable housing. These include three City public surface parking lots at 1217 Euclid Street, 1211-1217 Fourteenth Street, and 1146 Sixteenth Street. As shown in Housing Element Appendix F, Figure F-7 (Attachment B), these three sites are estimated to accommodate a total of 130 residences. The City seeks creative conceptual proposals from proven development teams to build affordable housing on these sites.

The purpose of this RFP is to evaluate the qualifications, experience and capacity of proposer teams. Staff will evaluate and recommend a development team to the City Council, which will select a development team. The conceptual proposals will illustrate the teams’ qualifications as applied to the three sites, with the final development proposal to be determined by the community outreach process after Council selects a team.

Housing Objectives for the Development
The affordable housing objectives for the development at 1217 Euclid Street, 1211-1217 Fourteenth Street, and 1146 Sixteenth Street include:
• The sites should collectively accommodate the 130 total homes estimated in the Housing Element for these three sites. If the number of homes projected in the Housing Element is not feasible or optimal for the proposer’s development concept, proposer(s) should explain why and propose an alternative.

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Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
• The affordable housing will serve one or more of the groups identified in the Housing Element as having greater difficulty accessing housing in Santa Monica (Attachment C) or that are prioritized in the most recently adopted City Housing Trust Fund Plan (Attachment D). These include Santa Monicans experiencing homelessness, seniors, persons living with disabilities, large families, and small families (including individuals), single-parent households, and households living in poverty.
• All residences in the proposed developments must serve residents earning no more than 80% of area median income (AMI), subject to long-term income eligibility and affordability covenants.
• All residents must be referred from a City-maintained list of prospective applicants, with a priority for those who live or work in Santa Monica.

The developments should be cost-effective and minimize City Housing Trust Fund investment. The City’s Housing Trust Fund Guidelines are provided as Attachment E.

1.2 Background
The Neighborhood
The scattered sites (shown in Attachments F and G) consist of three (3) public surface parking lots located near Wilshire Boulevard between Euclid Avenue and Sixteenth Street, at the convergence of the City’s Wilmont and Mid-City neighborhoods. This segment of Wilshire Boulevard includes the UCLA Health Santa Monica campus and neighborhood-serving commercial uses such as restaurants, cafes, beauty salons, banks, a market, gym, and a post office. There are also retailers such as Vons, Rite Aid, Unleashed by Petco, Ulta Beauty and Target that occupy larger commercial spaces on Wilshire Boulevard. Several commercial properties on Wilshire Boulevard are vacant.

The areas surrounding Wilshire Boulevard generally feature multifamily developments of four to ten residences, though there are a few developments with more units on larger lots. There are several affordable housing developments in the area, including a 40-unit senior residence building near 10th Street and Broadway that opened in 2021.

An application was submitted in 2022 for a 34-residence 100% affordable development near 19th Street and Wilshire Boulevard. Other uses in the neighborhood include Lincoln Middle School and Lincoln Child Development Center.

The commercial uses on Wilshire Boulevard are generally one or two stories, while residential developments in the area are generally two or three stories. Medical buildings associated with UCLA Health, located on Fifteenth and Sixteenth streets, Wilshire and Arizona Avenue, are substantially taller than the other uses in the area.

Street parking is available at metered spaces on Wilshire Boulevard. Metered and unmetered street parking is available on the surrounding streets, subject to time restrictions and/or permit requirements. In addition to the three (3) City parking lots that

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Packet Pg. 444 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
are the subject of this RFP, off-street parking is provided by surface lots or structures that are accessory to the commercial and residential uses.

Regional roadway access to the area is provided from the Santa Monica Freeway (Interstate 10), located approximately 0.7 miles to the south of the site. Fixed-transit access is provided by the Exposition Light Rail Line, with the 17th Street/Santa Monica College station less than one mile to the south. Rapid and local bus service in the vicinity is provided by Metro and the Big Blue Bus.

The Sites
Responses to this RFP must include concepts for all three sites to maximize competitiveness for non-City sources of funding, achieve economies of scale in construction, and provide flexibility for locating replacement public parking.

Site Locations
1217 Euclid Street (Parking Lot 7)
The approximately 15,000-square-foot site is located between Wilshire Boulevard and Arizona Avenue. It is accessible via Euclid Street to the west and a midblock alley to the east. The lot contains 49 parking spaces. It is bordered to the north by a 10-space surface lot serving businesses fronting Wilshire Boulevard, as well as by a partially vacant commercial building that formerly housed Performance Bicycle and its parking garage. It is bordered to the south by a 10-residence apartment building.
1211-1217 Fourteenth Street (Parking Lot 12)
The approximately 15,000-square-foot site is located between Wilshire Boulevard and Arizona Avenue. It is accessible via Fourteenth Street to the west and a midblock alley to the east. The lot contains 49 parking spaces. It is bordered to the north by a four-space surface parking lot serving businesses fronting Wilshire Boulevard, as well as by a commercial building that houses Unleashed by Petco. It is bordered to the south by a four (4) residence multifamily property. A 52-space paid surface lot for Bank of America and Video and Audio Center customers lies across the alley to the east. 1146 Sixteenth Street (Parking Lot 8)
The approximately 7,500-square-foot site is located between Wilshire Boulevard and California Avenue. It is accessible via a midblock alley to the west and Sixteenth Street to the east. The lot contains 21 parking spaces. It is bordered to the north by a duplex and to the south by a restaurant and a partially vacant strip mall with a 9-space surface parking lot.

Planning and Zoning Information
The 2021-2029 Housing Element includes goals and policies to guide the City’s strategy for housing its residents at all income levels. The Housing Element includes programs and policies to implement the following goals:

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Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

1. Production of new housing that is sustainable, innovative, safe and resilient, appropriate with the surrounding neighborhood, offers opportunities for active and healthy living, including walking and biking, and increases equitable housing opportunities.

2. Housing production for all income categories including for the community’s workforce and most vulnerable communities.

3. Preservation of the existing supply of housing and prevent displacement of existing tenants.

4. A community that provides equitable housing access to all neighborhoods.

5. Housing for persons experiencing homelessness.

6. Provision of housing assistance and supportive programs and services to extremely low-, very low-, low-, and moderate-income households and households with special needs, families, seniors, and the homeless.

7. Eliminate housing discrimination on the basis of race, color, religion, sex, gender, gender identity, gender expression, sexual orientation, age, marital status, national origin, ancestry, familial status, income level, source of income, disability, veteran or military status, genetic information, or other such characteristics.

As provided in the Housing Element, the City has adopted corresponding amendments to the Zoning Ordinance that are required to accommodate the estimated realistic capacity for affordable housing on City-owned sites. The sites’ residential capacity as projected in the Housing Element is shown in the table below. Conceptual proposals must demonstrate how they will accommodate a total of 130 estimated homes for households up to 80% of AMI across the three sites, although deeper affordability levels may be considered. If the number of homes projected in the Housing Element is not feasible, proposer(s) should explain why and propose a feasible alternative.

Site Estimated capacity in Housing Element for homes
affordable to low income households (earning up to 80%
AMI)
1217 Euclid Street 52
1211-1217 Fourteenth Street 52
1146 Sixteenth Street 26
The developments on City-owned sites will be subject to a ministerial review process and design review. As the sites that are the subject of this RFP are not located within

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Packet Pg. 446 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
the Coastal Zone, proposed developments will not require a Coastal Development Permit from the California Coastal Commission.

Land Ownership
The City will maintain ownership of the land and offer a long-term ground lease to the developer. The housing created must remain affordable for the longest of a) the length of the ground lease term; b) as long as the site is developed with a residential use; or c) 55 years.

Governing documents
The ground lease will be subject to City Council approval. Depending on the exact nature of the proposed development, it may also be governed by a development review permit, development agreement, or disposition and development agreement.

CEQA
The developments will be subject to a ministerial review process and statutorily exempt from CEQA.

Other Uses
Depending on the populations targeted, additional amenities and services (community room, exercise facility, homework center, etc.) may also be considered. Due to the sites’ location on mostly residential streets, public-serving ground floor commercial uses would not be appropriate to include in conceptual proposals.

Parking
Respondents to this RFP should illustrate approaches that would replace some or all of the public parking in their proposals. Proposals should describe any site, cost, or design constraints that inform the replacement parking proposal. Proposals should also consider the need for residential parking based on the anticipated needs of the priority population.

1.3 Contact Information
Any inquiries or requests regarding this procurement should be submitted via OpenGov. Other City officers, agents, employees or representatives do not have authority to respond on behalf of the City. Contact with unauthorized City personnel during the selection process may result in disqualification.

Ayala Scott
Senior Development Analyst
1685 Main Street
Santa Monica, CA 90401
Email: [email protected]
Phone: (310) 458-2200 Ext: 5116

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Packet Pg. 447 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
Department:

Housing Division
Department Head:

Danielle Noble
Acting Director Community Services

1.4 Timeline
Proposal Calendar
The following is a list of key dates:

Release Project Date June 22, 2023
Question Submission Deadline July 21, 2023, 3:00pm
Question Response Deadline August 4, 2023, 3:00pm
Proposal Submission Deadline September 15, 2023, 3:00pm 2 TERM
The City of Santa Monica, (referred to hereafter as “the City”) is inviting proposals from qualified persons or firms for an initial term of 0, with 0 for renewal of 0 each, to be exercised at the City’s sole discretion.
3 SCOPE OF WORK
Insert detailed statement/scope of work and deliverables including reporting requirements. List the criteria that must be met and that will be used to score and evaluate the proposals.

3.1 Priority Populations
Proposers must demonstrate how they will serve one or more of the City’s priority populations as described in the most recently adopted City Housing Trust Fund Plan (Attachment D) and/or populations identified in the Housing Element as having greater difficulty accessing housing in Santa Monica (Attachment C). These include Santa Monicans experiencing homelessness, seniors, persons living with disabilities, large

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Packet Pg. 448 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
families, small families (including individuals), single-parent households, and households living in poverty. The RFP will not prescribe specific numbers of homes for these populations. Developers would be required to use a City-managed waitlist to fill vacancies.

Permanent Supportive Housing (PSH)
Proposals are not required to include PSH. If proposed, PSH residences must be:
o Made available to households earning below 30 percent of Area Median Income who experience multiple barriers to housing stability. o Deeply affordable with rents subsidized so that a tenant pays no more than 30 percent of household income towards rent, even when tenants have limited or no income. Therefore, tenants without income would initially not be required to pay rent, though they should be provided with benefits enrollment assistance (i.e. SSI, GR) or job-placement and training assistance to help increase income.
o Supported by a flexible array of comprehensive services that are marketed and made available to all PSH tenants, with tenant participation being voluntary. Each tenant must have access to an array of services including, but not limited to, case management, medical services, mental health services, substance use treatment, employment and life skills counseling, eviction prevention programs, social and recreational events, benefits enrollment assistance, and tenant advocacy. However, a lease may not be terminated solely because a tenant chooses not to participate.

PSH proposers must include a supportive services plan in partnership with either a homeless service provider that is under contract with the County, or with another source of similar services. The supportive services plan should at minimum include a funding strategy, agency partners and roles, MOU or letter of support with partners, staffing plan, services on-site, services off-site, schedule of on-site staff, steps before beginning eviction, and coordination services with the County and/or local providers.
o The service provider(s) must have at least five years’ experience providing services to proposed homeless populations in supportive housing. See the Housing Authority’s Administrative Plan (Attachment H) for information on how the City prioritizes homeless populations in the Continuum of Care and Emergency Housing Voucher programs. The service provider(s) must be in good standing with the Los Angeles County Department of Health Services and must have a demonstrated track record producing successful client outcomes. The development is expected to provide on-site office space to the providers of or liaisons to the array of services described in the proposer’s supportive services plan.

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Packet Pg. 449 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

3.2 Submission Instructions
Criteria
Submit proposals that emphasize criteria outlined in the Evaluation Criteria (Section 6).

Submittal Content

1. Cover Letter
The cover letter shall serve as an Executive Summary of the major points contained in the proposal and must be signed by a principal or officer authorized to represent and commit on behalf of the firm(s). Cover letters should be no more than two (2) single-spaced pages and shall include the name, address, phone number and email address of the proposer’s lead contact person.

2. Development Team Information
Lead Developer Information:

1. State the official name, address, and the names and titles of the proposer’s principals.

2. Indicate the form of legal entity (e.g., individual, limited partnership, nonprofit corporation, general partnership, joint venture, for-profit corporation, limited liability company, etc.) and any relationship the development organization may have with a parent corporation, subsidiaries, joint ventures, or other entities.

3. Experience working within the region and in Santa Monica specifically.

4. Submit one copy of the proposer’s Articles of Incorporation, partnership, or other business organizational documents (as appropriate) filed with the California Secretary of the State. Organization must be in good standing and authorized to do business in California.

Development Team:

1. Provide the name, title, address, telephone and fax number, email address, and resumes for key development team members such as the developer(s), service provider(s), architects and designers, and other team members who will play a key role in the development and operation of the project. Please provide an organization chart that identifies key contacts and the relationship between team members.

2. For each firm included in the development team, provide examples and supporting narrative demonstrating prior experience with one or more of the following:
▪ Housing for the proposed priority population
▪ Housing affordable to a variety of income levels from zero to 80% AMI (either rental or for-sale)

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Packet Pg. 450 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
▪ Housing that meets or exceeds all Americans with Disabilities Act requirements
▪ Design that incorporates sunlight, air circulation, and/or architecture that complements the local aesthetic

3. If on-site services will be provided, include information demonstrating the proposed service provider’s experience in producing successful outcomes with the proposed priority population for the development. Such data may include, but not be limited to, client satisfaction survey results and/or thirdparty program evaluation.

3. Development and Services Concept

1. In narrative form, provide a description of the overall vision, housing concept (including affordability targets), feasibility of replacing public parking, and development program. Include a summary of uses and floor areas. The submittal should include statements indicating how the development concept satisfies the housing objectives and conditions specified in Section 1.1 of the RFP. Responses to this RFP must include concepts for all three sites.

2. If on-site services will be provided, include a general description of the on-site location where services will be provided, the name of the organization(s) that will provide the services, a conceptual service plan from the partner organization(s), and a funding strategy for the services. If PSH is proposed in the development concept, each proposal must include a letter of intent with any service partner identified.

3. If PSH is proposed, RFP respondents must include a supportive services plan in partnership with either a homeless service provider that is under contract with the County, or with another source of similar services. The supportive services plan should at minimum include a funding strategy, agency partners and roles, MOU or letter of support with partners, staffing plan, services onsite, services off-site, schedule of on-site staff, steps before beginning eviction, and coordination services with the County and/or local providers.

4. Provide a conceptual site and floor plan illustrating proposed site and building configurations, number of residences and bedroom sizes, target populations, amenities and services for residents, service provider space (if applicable), and bicycle, pedestrian, and vehicular circulation and access points.

5. Include a preliminary schedule of performance outlining the estimated time for each step and phase (if appropriate), including a summary timeline or other similar graphic representation of the development process. The schedule should recognize the time involved in finalizing the Disposition and Development Agreement (DDA) if necessary, receiving project entitlements, designing the project, financing the project, starting and completing construction, lease negotiations, marketing and final occupancy.

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Packet Pg. 451 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

2. a.
b.
c.
i.

C. 4. Community Involvement Plan
Describe a plan and overall approach for engaging residents, neighborhood organizations, target populations (including potential future residents of the proposed development), and other interested stakeholders and individuals in providing feedback on the project, as well as how the development team will address community feedback on the development. The community involvement plan must detail an approach to reaching stakeholders who have barriers to engaging with traditional outreach methods, including but not limited to language, online access, and disability. At a minimum, the plan must include at least one (1) community workshop open to the public prior to finalizing design drawings for submittal to the Community Development Department. The workshop must be noticed to residents and businesses within 500 feet of each of the three sites, as well as widely publicized in the community.

5. Financing Strategy

1. Provide a conceptual construction period sources and uses of funds statement and a permanent sources and uses of funds statement for the proposed scope of development broken down by use (i.e. residential, replacement public parking).

2. Provide an annotated development pro-forma that identifies the direct construction costs, the indirect construction costs, and the construction period financing costs for the proposed scope of development. The information must include preliminary estimates of the contractor-related costs; developer fees; and any payments proposed to be made to parties related to the development team. The development will be subject to the California state prevailing wage rates.

3. Provide a summary of notes that will assist the City in understanding the assumptions applied in the financial analysis.

4. Provide the following operating pro forma information:
▪ Estimates of income, operating expenses and debt service payments for the project at stabilized occupancy.

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Packet Pg. 452 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
▪ A conceptual cash-flow projection for the project for the 55-year period following the project’s full buildout and achievement of stabilized occupancy. The projection should identify payments anticipated to be made to the tax credit partner (if applicable), debt service payments on any City assistance to the project, and the ground lease payments.

Describe the assumptions applied in the projections.

5. Based on information provided in the sources and uses of funds statements, clearly set forth the following information:
▪ Construction loan underwriting terms; and
▪ Permanent loan underwriting terms.

6. Describe any responsibilities and/or obligations that the team is proposing that the City accept.

7. Describe any anticipated rental subsidies for the development.

8. Identify any financial contingencies that the team is imposing on the proposal being offered to the City.

9. Identify the proposed repayment structure for any requested City financial assistance.

10.Identify the proposed ground-lease term, structure and payment schedule being proposed.

11.Financing timeline.

12.Services to be offered and budget with sources.

6. Development Team’s Financial Capacity and Experience

1. The most recent audit, including the management letter, review or compilation financial statement prepared by an independent accounting firm in accordance with generally accepted accounting principles. The Financial Capacity Materials should be submitted for the team member(s) that will be held responsible for the project financing and ground lease obligations imposed on the transaction. The Financial Capacity Materials must cover a three-year period ending no earlier than 2020.

2. Complete portfolio of developments, including current developments and developments in the pipeline. Highlight developments that are analogous to the project being proposed.

3. Complete portfolio of partnerships and financing for supportive services, including current partnerships and partnerships in the pipeline.

4. Demonstrated experience obtaining the funding sources identified in the sources and uses of funds statement required in Financing Strategy item #5a.

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Packet Pg. 453 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

5. List of developments that have successfully competed for 9% tax credits.

6. Receipt and administration of federal housing subsidies.

7. Identification of the outstanding recourse and non-recourse debt, including repayment terms for the team member(s) that will be financially responsible for the proposed project.

8. Identification of any non-performing loans including the outstanding balance and duration of the delinquency for the team member(s) that will be financially responsible for the proposed project.

9. Identification of any loans or financial obligations that the team member(s) that will be financially responsible for the proposed project have defaulted on during the last five years.

10.Any legal actions taken against developer in the last five years, including fair housing violations.

3.3 Developer Agreement
The final agreement to develop the site between the team and the City will be in the form of a Ground Lease. Depending on the nature of the proposed improvements, a DDA may also be necessary. Additionally, if rental subsidies are anticipated, a contract for the rental subsidies would be required.
4 QUESTIONS AND ANSWERS
Vendor Queries Due
Questions must be submitted online in the “Q&A” tab. The City will only accept or respond to questions submitted through the online vendor portal. 5 VENDOR QUESTIONNAIRE

5.1 Proposal*
*Response required

5.2 Letter of Transmittal*
Please upload your letter of Transmittal as a PDF here. Make sure to include the following items.

A. Identify the submitting organization;

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Packet Pg. 454 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
B. Identify the name, title, telephone and fax numbers, and e-mail address of the person authorized by the organization to contractually obligate the organization; C. Identify the name, title, telephone and fax numbers, and e-mail address of the person authorized to negotiate the contract on behalf of the organization; D. Identify the names, titles, telephone and fax numbers, and e-mail addresses of persons to be contacted for clarification;
E. Be signed by the person authorized to contractually obligate the organization; F. Acknowledge receipt of any and all amendments to this RFP. *Response required

5.3 Qualifications*
Provide a brief summary of your company’s history, its capabilities, and its recent relevant experience (last five years). Also, describe your demonstrated experience with similar projects and qualification including professional licenses and certifications. *Response required

5.4 Key Personnel*
Describe the project team composition and include resumes of key personnel. Proposed members should be available for ninety (90) days from the proposal due date. The City must be promptly notified of any changes in key personnel prior to award. *Response required

5.5 References*
List a minimum of three (3) references for whom comparable services were provided to in the last five (5) years. Include the name of the firm, name of the contact, telephone number of the contact, email address of contact (if available), brief description of the services provided and your firm’s role, and the start and completion date. *Response required

5.6 Project Work Plan*
Describe your understanding of the project and approach. Include deliverables, milestones, assumptions, and identify potential risks that could delay the project. List any resources you expect the City to provide.
*Response required

5.7 Cost Proposal*
Provide a proposed total fee outlining the proposal and identify the hourly fee schedule for all personnel to be involved in the project. The hourly rates should include fringe benefits, indirect costs and profit. The Consultant should also indicate what percentage of the scope of work is expected to be completed by each individual or pay classification

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Packet Pg. 455 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
included in fee proposal. Additionally, if applicable, a schedule of reimbursable expenses should be included.
*Response required

5.8 Other Required Responses

5.8.1 Business License Requirements
WHO NEEDS A BUSINESS LICENSE?

1. Is this vendor physically located in the City of Santa Monica? Yes (Vendor must have a City of Santa Monica business license - contact the Business License unit for the appropriate forms. Skip question 2 & continue to “ADDITIONAL REQUIREMENTS” section below)
No (Continue to the next question)

2. Does this vendor physically come into the City of Santa Monica to conduct business and/or make deliveries?
Yes(Vendor must have a City of Santa Monica Out-of City Business License. contact the Business License unit for the appropriate forms. Continue to “ADDITIONAL REQUIREMENTS” section below)
No(STOP, no license needed)
ADDITIONAL REQUIREMENTS:

If this vendor is located in or comes into the City of Santa Monica to conduct business, in addition to having a CITY OF SANTA MONICA BUSINESS LICENSE, they will be required to have insurance (see agreement for descriptions).

The business license documentation is only required from the successful Proposer.

5.8.2 Notice Regarding Disclosure of Contents of Documents* All responses to this Request for Proposal (RFP) accepted by the City of Santa Monica (City) shall become the exclusive property of the City. All proposals accepted by the City shall become a matter of public record and shall be regarded as public, with the exception of those elements of each proposal which are defined by the contractor as business or trade secrets and plainly marked as "Trade Secret", "Confidential" or "Proprietary". Each element of a proposal which a contractor desires not to be considered a public record must be clearly marked as set forth above, and any blanket statement (i.e. regarding entire pages, documents or other non-specific designations) shall not be sufficient and shall not bind the City in any way whatsoever. If disclosure is required or permitted under the California Public Records Act, or otherwise by law, the

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Packet Pg. 456 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
City shall not in any way be liable or responsible for the disclosure of any such records or part thereof.
☐ Please confirm
*Response required

5.8.3 Oaks Initiative*

CITY OF SANTA MONICA OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS AND OTHERS SEEKING

DISCRETIONARY PERMITS, CONTRACTS, OR OTHER BENEFITS FROM THE CITY

OF SANTA MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. The Oaks Initiative requires the City to provide this notice and information about the Initiative’s requirements. You may obtain a full copy of the Initiative’s text from the City Clerk.

This information is required by City Charter Article XXII—Taxpayer Protection. It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after the official votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of Santa Monica.

All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees. Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12-month period.

In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form. This information must be updated and supplied every 12 months. • OAKS_INITIATIVE_FORM.pdf
• OAKS_INITIATIVE_FORM-Exampl...
*Response required

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Packet Pg. 457 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

5.8.4 Living Wage Ordinance Certification*

CITY OF SANTA MONICA LIVING WAGE ORDINANCE
Certification for Providers of Services to the City of Santa Monica (Fiscal Year 22/23 – July 1, 2022 through June 30, 2023)

TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
The City of Santa Monica Municipal Code Chapter 4.65, Living Wage Ordinance (LWO), establishes a Minimum Wage of $18.17 per hour for certain employees of contractors providing services to the City where services exceed $54,200 or more and requires that contractors also provide the same health care and other benefits to employees’ same sex spouses and domestic partners as are provided to other employees’ spouses.

An employee covered by the LWO is any person who does not actually work as a manager, supervisor, or confidential employee, and who is not required to possess an occupational license.

The Living Wage Ordinance applies the services sought pursuant to this bid and bidders are required to prepare and return the Living Wage Certification Form. If the bidder is selected, the bidder must maintain payroll records that include, at minimum, the full name of each employee providing services under the contract, job classification and rate of pay. Bids that fail to include Certification Forms may be considered nonresponsive and excluded from further consideration.

Please prepare the following certification if you are a contractor engaging in a contract for services with the City of Santa Monica in excess of $54,200.

Your signature on this certification grants the City permission to review any and all payroll books and records and any company documents pertaining to the benefits offered to employees to assure your compliance with the LWO during the term of the contract.

Please direct any questions to:

City of Santa Monica Finance Department
Attention: Living Wage Compliance Section
1685 Main Street, Mail Stop 09
Santa Monica, CA 90401
You can also contact staff regarding living wage ordinance questions by e-mail at [email protected] or by phone 310-458-8281.
• FY22-23_Living_Wage_Certifi...
*Response required

5.8.5 Certificate of Compliance*
Please upload your completed Certificate of Compliance document here. • Certification_of_Compliance...

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Packet Pg. 458 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
*Response required

5.8.6 Non-Discrimination Policy, Debarment Certification & NonCollusion Declaration* Please download the below documents, complete, and upload. • Proposal_Forms_(10).pdf
*Response required

5.8.7 Prevailing Wage Requirement*
• Prevailing_Wage.pdf
*Response required
6 EVALUATION CRITERIA
No. Evaluation Criteria Scoring Method Weight (Points)

1. Development and Operational
Experience
The team must possess strong
qualifications and experience in
the successful development and
operation of affordable housing of
comparable complexity and scale,
including leveraging diverse
funding sources, and
management of affordable and/or
permanent supportive housing
and resident services.

Points Based 30
(30% of Total)

2. Financing Analysis and
Capacity
The proposal must demonstrate
an ability to construct and operate
an affordable housing
development that minimizes the
City’s Housing Trust Fund
contribution, leverages diverse
resources, and will be financially
feasible and sustainable for at
least 55 years.

Points Based 25
(25% of Total)

11.A.f
Packet Pg. 459 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

3. Design Experience
The team must demonstrate
design experience with
successful, completed projects of
comparable complexity, scale,
and nature.

Points Based 20
(20% of Total)

4. Overall Development Concept
The proposal must demonstrate a
thoughtful and feasible response
to the affordable housing,
resident services, overall design,
and feasibility of replacing public
parking.

Points Based 15
(15% of Total)

11.A.f
Packet Pg. 460 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

5. Community Involvement Plan
The proposal must include a plan
for engaging residents,
neighborhood organizations,
target populations (including
potential future residents of the
proposed development), and
other interested stakeholders and
individuals in providing feedback
on the project. The plan must
describe how the development
team will address community
feedback on the development.

The community involvement plan
must detail an approach to
reaching stakeholders who have
barriers to engaging with
traditional outreach methods,
including but not limited to
language, online access, and
disability. At a minimum, the plan
must include at least one (1)
community workshop open to the
public prior to finalizing design
drawings for submittal to the
Community Development
Department. The workshop must
be noticed to residents and
businesses within 500 feet of
each of the three sites, as well as
widely publicized in the
community.

Points Based 10
(10% of Total)
7 AWARD PROCESS

7.1 Selection
The City of Santa Monica, through either the City Council or the City Manager (or his designee) has the sole authority to select the consulting firm and reserves the right to reject any and all proposals. The City reserves the right to approve or reject all subconsultants and engineers proposed to be retained by the prime consultant. Upon signing of the agreement, no change in proposed personnel or sub-consultants can be made without the City’s review and written authorization.

11.A.f
Packet Pg. 461 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
By submitting a response to this RFP, prospective consultants waive the right to protest after award or seek any legal remedies whatsoever regarding any aspect of this RFP.

The City reserves the right to select any number of finalists. In addition, the City reserves the right to issue written notice to all prospective consultants of any changes in the RFP terms or proposal submission schedule, should the City determine in its sole and absolute discretion that such changes are necessary.

The City reserves the right to request additional information from any proposing consultant and to reject any and all proposals. All original work products, including computer files, shall remain the property of the City.

The City reserves the right to retain an expert to evaluate the proposing consultant’s work or qualifications at all stages in the selection process. Additionally, any contract entered into will be subject to termination at any stage if in the judgment of the City, such termination is in the best interest of the City. In the event such decision is made, appropriate written notice would be given before any termination and the consultant would be compensated on a pro-rata basis for work performed.

The responsible proposer whose proposal is the most advantageous to the City, taking to consideration all the evaluation factors will be recommended for the contract award.

Notwithstanding the Evaluation Team’s selection, the City reserves the right to award this RFP and the resultant Contract in any manner it deems to be in the best interest of the City and make the selection based on its sole discretion. The City is the sole and exclusive judge of quality and compliance with proposal specifications in any of the matters pertaining to this RFP.

7.2 Contract Award and Execution
Selection of a proposer with whom the City enters into contract negotiations with, or a recommendation of an award by the Evaluation Committee or any other party, does not constitute an award of Contract. Once the City formally awards the contract, the successful consultant will be notified to enter into an agreement. If the selected consultant does not enter into the agreement, the City will begin negotiations with the second highest ranking proposing consultant.

Please review all contract forms prior to submitting a proposal. The City of Santa Monica intends to use these forms as the baseline agreements with the successful consultant. The City will not entertain proposals to make material changes to the contract form once the project has been awarded. If you wish to request changes to the contracting forms, you must do so during the proposal process. In addition, the City requires compliance with several other policies and ordinances, proposing consultants will need to complete these Exhibits and submit with their Proposal.

The RFP document and the successful proposal response, as amended by agreement between the City of Santa Monica and the successful consultant, will become part of the contract documents. Additionally, the City of Santa Monica may verify the successful

11.A.f
Packet Pg. 462 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
consultant’s representations that appear in the proposal. Failure of the successful consultant to perform as represented may result in elimination of the successful consultant from further negotiation or in contract cancellation or termination.

No oral explanation or instruction of any kind or nature whatsoever given before the award of a contract to a consultant shall be binding. The City of Santa Monica shall not be bound, or in any way obligated, until the City has awarded the contract and all documents have been executed. The proposing consultant may not incur any chargeable costs prior to final contract execution.
8 TERMS & CONDITIONS

8.1 Best Qualified Person Or Firm
The award, if any, will be made to the best qualified person or firm(s). In evaluating whether a proposer(s) is (are) the best qualified person or firm(s) pursuant to the Santa Monica Municipal Code, City staff may utilize some or all of the following criteria:

A. The training, credentials and experience of the person or firm; B. The demonstrated competence, ability, capacity and skill of the person or firm to perform the contract or provide the services;
C. The capacity of the person or firm to perform the contract or provide the service promptly, within the time specified, and without delay; D. The sufficiency of the person’s or firm’s financial and other resources; E. The character, integrity, reputation and judgment of the person or firm; F. The ability of the person or firm to provide such future service as may be needed; G. The price which the person or firm proposes to charge, including whether the price is fair, reasonable and competitive; and
H. Any other factor which will further the intent set forth in Section 608 of the City Charter.

The City shall have absolute discretion in determining the applicability and weight or relative weight of some or all of the criteria listed above and is not required to select the lowest monetary proposer.

8.2 Receiving Time / Late Proposals
It is the responsibility of proposer to see that their proposal is submitted with sufficient time to be received by the City prior to the proposal closing time. The receiving time in the City Office will be the governing time for acceptability of proposals.

11.A.f
Packet Pg. 463 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
Late proposals are not accepted.

8.3 Acceptance of Conditions Governing this RFP
Submission of a proposal constitutes acceptance of the Evaluation Factors contained in this RFP.

8.4 Incurring Cost
Any cost incurred by the proposer in preparation, transmittal, presentation of any proposal or material submitted in response to this RFP shall be borne solely by the proposer.

8.5 Prime Consultant Responsibility
Any agreement that may result from the RFP shall specify that the prime consultant is solely responsible for fulfillment of the agreement with the City. The City will make agreement payments only to the prime consultant.

8.6 Sub-consultants
Use of sub-consultants must be clearly explained in the proposal, and major subconsultants must be identified by name. Prime consultants shall be wholly responsible for the entire performance whether or not sub-consultants are used.

8.7 Amended Proposals
A proposer may submit an amended proposal before the deadline for receipt of proposals. Such amended proposals must be complete replacements for a previously submitted proposal and must be clearly identified as such in the transmittal letter. City personnel will not merge, collate, or assemble proposal materials.

8.8 Proposer’s Rights to Withdraw Proposal
Proposers will be allowed to withdraw their proposals at any time prior to the deadline for receipt of proposals. The proposer must submit a written withdrawal request signed by the proposer’s duly authorized representative addressed to the City Contact.

8.9 Proposal Offer Firm
Responses to this RFP, including proposal prices, will be considered firm for ninety (90) days after the due date for receipt of proposals or sixty (60) days after receipt of a best and final offer, if one is requested.

11.A.f
Packet Pg. 464 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

8.10 Best and Final Offer
The City reserves the right to request Best and Final Offers from any or all proposers.

This will be the only opportunity to amend or modify proposals based on feedback from the City. Information from competing proposals will not be disclosed to other proposers prior to submission of a Best and Final Offer.

8.11 Living Wage Requirement
Any agreement issued as a result of this Request for Proposal may be subject to the City’s Living Wage Ordinance, Santa Monica Municipal Code Chapter 4.65 (LWO), and its implementing regulations.

8.12 Disclosure of Proposal Contents
All proposals are subject to the provisions of the California Public Records Act, California Government Code section 6250 et seq., and any information submitted with a response is a public record subject to disclosure, unless a specific exemption applies.

8.13 Notice Regarding Disclosure of Contents of Documents All responses to this Request for Proposal (RFP) accepted by the City of Santa Monica (City) shall become the exclusive property of the City. All proposals accepted by the City shall become a matter of public record and shall be regarded as public, with the exception of those elements of each proposal which are defined by the contractor as business or trade secrets and plainly marked as "Trade Secret", "Confidential" or "Proprietary". Each element of a proposal which a contractor desires not to be considered a public record must be clearly marked as set forth above, and any blanket statement (i.e. regarding entire pages, documents or other non-specific designations) shall not be sufficient and shall not bind the City in any way whatsoever. If disclosure is required or permitted under the California Public Records Act, or otherwise by law, the City shall not in any way be liable or responsible for the disclosure of any such records or part thereof.

8.14 No Obligation
This RFP in no manner obligates the City to the eventual rental, lease, purchase, etc., of any goods or services offered until a valid written agreement is executed by the City and the selected proposer.

8.15 Termination
This RFP may be canceled at any time and any and all proposals may be rejected in whole or in part when the City determines such action to be in the best interest of the City of Santa Monica.

11.A.f
Packet Pg. 465 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals

8.16 Sufficient Appropriation
Any agreement awarded for multiple years as a result of this RFP may be terminated if sufficient appropriations or authorizations do not exist. Such termination will be effected by sending written notice to the selected proposer. The City’s decision as to whether sufficient appropriations and authorizations are available will be accepted by the selected proposer as final.

8.17 Errors and Restrictive Specifications
If a proposer discovers any ambiguity, conflict, discrepancy, omission, or other error in the RFP, the proposer should immediately notify the City Contact designated in Section I, B. Without disclosing the source of the request, the City may issue a written addendum to clarify the ambiguity, or to correct the problem, omission, or other error.

If prior to the submission date, a proposer knows of or should have known of an error in the RFP but fails to notify the City Contact of the error, the proposer shall submit their proposal at his, her or its own risk, and, if awarded an agreement, shall not be entitled to additional compensation or time by reason of error or its later correction.

8.18 Legal Review
The City requires that all proposers agree to be bound by the General Requirements contained in this RFP.

8.19 Governing Law
This RFP, and any agreement entered into pursuant to this RFP, are governed by the laws of the State of California.

8.20 Oral Changes and Basis for Proposal
Proposers may not rely upon oral explanations. All changes and addenda will be issued in writing. Only information supplied by the City in writing through the City’s Contact, or in this RFP should be used as the basis for the preparation of proposals.

8.21 Agreement Terms and Conditions
The agreement between the City and the selected proposer(s) will follow the format specified by the City and contain the terms and conditions set forth in Exhibit A, Professional Services Agreement. However, the City reserves the right to negotiate with a successful proposer the final provisions or provisions in addition to those contained in this RFP. The contents of this RFP, as revised and/or supplemented, and the successful proposal will be incorporated into and become part of the agreement.

11.A.f
Packet Pg. 466 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
Should a proposer object to any of the City’s terms and conditions, as contained in this Section or in Exhibit A, that proposer must propose specific alternative language in his, her, or its proposal. Proposer must provide a brief discussion of the purpose and impact, if any, of each proposed changed followed by the specific proposed alternate wording. The City may or may not accept the alternative language. General references to the proposer’s terms and conditions or attempts at complete substitutions are not acceptable to the City and may result in disqualification of the proposer.

8.22 Proposer’s Terms and Conditions
Proposers must submit with the proposal a complete set of any additional terms and conditions that they expect to have included in an agreement negotiated with the City.

8.23 Proposer Qualifications
The City may make such investigations as necessary to determine the ability of the proposer to adhere to the requirements specified within this RFP.

8.24 Right to Waive Minor Irregularities
The City reserves the right to waive minor irregularities and the right to waive mandatory requirements, provided that all of the otherwise responsive proposals fail to meet the same mandatory requirements and/or doing so does not otherwise materially affect the procurement. This right is at the sole discretion of the City.

8.25 Change in Agreement or Representatives
The City reserves the right to require a change in the selected proposer or representatives if the assigned representatives are not, in the opinion of the City, meeting its needs adequately.

8.26 City Rights
The City reserves the right to award the proposal to separate proposers on any of the services as set forth in the proposer’s proposal. It is further understood that if the proposer to whom any recommended award is made fails to enter into an agreement with the City, award may be made to the next best qualified person or firm, who shall be bound to perform as if she, he or it received the award in the first instance.

8.27 Right to Publish
Throughout the duration of this procurement process and agreement term, potential proposers, and proposers, must secure from the City written approval prior to the release of any information that pertains to the potential work or activities covered by this

11.A.f
Packet Pg. 467 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
procurement or the subsequent agreement. Failure to adhere to this requirement may result in disqualification of the proposer or termination of the agreement.

8.28 Ownership of Proposals
All documents submitted in response to the RFP shall be become the property of the City of Santa Monica and are subject to the provisions of the California Public Records Act, as described in Section II. A. 11. herein.

8.29 Agreement Award
Proposal will be evaluated by a committee comprised of City staff and may include outside consultants (the “Evaluation Committee”). The Evaluation Committee will make an award recommendation to City staff. City Council may give approval of the agreement and/or direct staff to negotiate the final terms and execute the agreement.

This agreement shall be awarded to the proposer or proposers whose proposal is best qualified, taking into consideration the evaluation factors set forth in the RFP. The most qualified proposal may or may not have received the most points or be the lowest cost proposal. Proposers will be notified when the award is being made or an award recommendation goes to the City Council for approval.

8.30 Protest Deadline
All parties wishing to file a protest shall comply with the procedures set forth in Santa Monica Municipal Code section 2.24.260 found here. Proposer may file a written protest with the Director of Finance no more than seven calendar days following the posting of award recommendation on the City’s online vendor portal website.

Protests received after the deadline will not be accepted.

8.31 Records and Audits
The Consultant shall maintain such detailed records as may be necessary to demonstrate its performance of the duties required by this Agreement, including the date, time and nature of services rendered. These records shall be maintained for a period of three years from the date of the final payment under this Agreement and shall be subject to inspection by City. The City shall have the right to audit any billings or examine any records maintained pursuant to this Agreement both before and after payment. Payment under this Agreement shall not foreclose the right of City to recover excessive and/or illegal payments.

8.32 Enforcement of Agreement/Waiver
A party's failure to require strict performance of any provision of this Agreement shall not waive or diminish that party's right thereafter to demand strict compliance with that or any other provision. No waiver by a party of any of its rights under this Agreement

11.A.f
Packet Pg. 468 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica
Housing Division
Request for Proposals
1217 Euclid Street, 1211-1217 Fourteenth Street, 1146 Sixteenth Street Affordable Housing Development Request for Proposals
shall be effective unless expressed in writing and signed by the party alleged to have granted the waiver. A waiver by a party of any of its rights shall not be effective to waive any other rights.

11.A.f
Packet Pg. 469 Attachment: 1217 Euclid St., 1211-1217 14th St., 1146 16th St. RFP (6210 : Wilshire RFP) City of Santa Monica Housing Division
Housing Trust Fund Plan
(effective through 2021)
1 On July 24, 2018, the Santa Monica City Council approved the following initial Housing Trust Fund Plan (Plan) effective concurrently with the 2013-2021 Housing Element cycle:

1. The City should endeavor to enter into Housing Trust Fund (HTF) spending commitments for affordable housing production and preservation totaling at least $15 million to $18 million during each fiscal year. The City should endeavor to further increase HTF spending commitments when there are opportunities to maximize the use of HTF resources by leveraging non-City funding (such as tax credits), implementing construction technologies to achieve significant cost savings, or developing affordable housing on City-owned land. In evaluating the cost efficiency of prospective HTF investments, the City should consider the number of bedrooms produced (i.e., number of people served) in addition to the number of residences produced.

2. A priority goal of the Plan is to ramp up the Preserving Our Diversity (“POD”) local rent subsidy program to a range that requires a commitment of no more than $2 million per fiscal year in HTF funds. No actual expansion of the POD program will occur unless and until a detailed plan for doing so is proposed by City staff, vetted by the Housing Commission, and approved by the City Council. Any portion of the potential $2 million in annual HTF funding that is not actually used for the POD program in any particular fiscal year shall remain available for commitment in future fiscal years to other Plan priorities.

3. A priority goal of the Plan is to provide permanent housing in Santa Monica for those among the population of homeless persons that the City Council determines the City should take responsibility to permanently house in the City. This should include “Santa Monicans” who are homeless. Subject to further refinement, this group is deemed to include those persons on the Santa Monica Homeless Registry as of the

11.A.g
Packet Pg. 470 Attachment: City of Santa Monica Housing Trust Fund Plan (6210 : Wilshire RFP) City of Santa Monica Housing Division
Housing Trust Fund Plan
(effective through 2021)
2 date the Plan is adopted who are not already in permanent housing. The City should look to leverage as much as possible federal funds, State funds, County funds, other City funds, or private funds, to accomplish this goal.

4. The remainder of the HTF funds spent each fiscal year should be used to create new affordable housing units for seniors, for physically and mentally challenged persons, for large families, and for small families (including individuals). Unless one or more unusually advantageous opportunities dictate a different result, a goal of the Plan is to provide roughly equal HTF funding support for affordable housing targeted to each of these four populations over the life of the Plan. The equal funding support determination shall take into account HTF funding committed during the entire lifetime of the 2013-2021 Housing Element, even if it occurred prior to the adoption of the Plan.

The equal funding support determination also shall take into account HTF funding committed to the POD program (which is for senior housing) and to permanently housing Santa Monicans who are homeless (who may be members of any of the four populations).

5. The City’s existing affordable housing programs generally provide the highest preference to persons displaced without fault from their existing homes in Santa Monica, and provide the next highest preference to persons who either already live in Santa Monica or who work full-time in Santa Monica. The two goals of the Plan identified in paragraphs #2 and #3 above, however, only serve persons who already live in Santa Monica. The City recognizes that the daily efforts of low income workers are particularly critical to the businesses (including hotels, restaurants, and retail stores) that generate the sales and use taxes supporting the HTF through Measures GS and GSH, as well as the sales and use taxes and transit occupancy taxes that fund a substantial portion of the City’s budget. City staff therefore is directed to develop, in

11.A.g
Packet Pg. 471 Attachment: City of Santa Monica Housing Trust Fund Plan (6210 : Wilshire RFP) City of Santa Monica Housing Division
Housing Trust Fund Plan
(effective through 2021)
3 consultation with the Housing Commission, a proposal to increase—to the extent it is necessary and feasible to do so in order to maintain an overall equal preference for affordable housing opportunities in the City—the preference in other HTF funded projects for low-income Santa Monica workers.

6. City staff is directed to develop as soon as possible, in consultation with the Planning and Housing Commissions, a proposal to adjust the AHPP program that applies outside of the Downtown Community Plan. The proposal shall be based on a feasibility study, and shall take into account past and projected future production of housing through inclusionary zoning and HTF funded projects, as well as the quantified objectives in the Housing Element and the requirements of Proposition R.

11.A.g
Packet Pg. 472 Attachment: City of Santa Monica Housing Trust Fund Plan (6210 : Wilshire RFP)

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11.A.h
Packet Pg. 473 Attachment: Housing Element_Appendix B_Housing Needs Assessment (6210 : Wilshire RFP)

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11.A.h
Packet Pg. 481 Attachment: Housing Element_Appendix B_Housing Needs Assessment (6210 : Wilshire RFP) Date: May 20, 2021
To: Mayor and City Council
From: Lane Dilg, Interim City Manager
Subject: Audit and Inspection Summary – The People Concern Introduction
This Information Item transmits the following related to The People Concern’s local and regional programs: (1) other government entities’ fiscal and program monitoring reports, (2) Department of Mental Health client survey reports, and (3) Department of Public Health inspections and permits.

Discussion
Concerns regarding The People Concern (TPC) were originally addressed in the March 22, 2019 Information Item - Response to SAMOSHEL Complaints. Program monitoring reports and inspections completed by the responsible government entities, including surveys of program participants, demonstrate that the complaints the City has received are not an indication of widespread problems, rather, they reflect the negative experiences of a small group of individuals that have been shared frequently.

Copies of audits, inspections, and client-survey results conducted by other government entities are provided as Attachment A. The documents reflect 14 unique audits by 7 government entities with no unresolved findings. In addition, the LA County Department of Mental Health (DMH) conducts regular surveys of clients in interim housing programs. In FY19-20, DMH surveyed 195 individuals across all TPC interim housing programs:
• 94% agreed that the living environment is clean and free of bugs and pests, with an additional 5% somewhat agreeing.

Information Item

11.A.t
Packet Pg. 482 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • 95% agreed that staff responds to their concerns, with an additional 3% somewhat agreeing.
• 93% agreed that they would return to the shelter if they needed shelter again, with an additional 4% somewhat agreeing.

Specifically, DMH surveyed 14 individuals at SAMOSHEL:
• 79% agreed that the living environment is clean and free of bugs and pests, with an additional 21% somewhat agreeing.
• 100% agreed that they had positive interactions with staff. • 100% agreed that they would return to the shelter if they needed shelter again.

The LA County Department of Public Health Environmental Health Division (DPH) is responsible for routine and surprise inspections of all interim housing facilities and commercial kitchen facilities. Since 2018, DPH has also been tasked with conducting annual inspections of county-adopted standards of interim housing and issuing annual permits to interim housing facilities. Recent inspections and current valid permits for all TPC interim housing facilities in Santa Monica are included in Attachment A, pages 67-122. In addition, DPH posts all inspections on their website at:
https://ehservices.publichealth.lacounty.gov/index.jsp
Prepared By: Margaret Willis, Housing and Human Services Administrator Attachment A: Audit documentation

11.A.t
Packet Pg. 483 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Date of
Monitoring
Name of Funder Program/Site Monitored Fiscal or Progam Year Being Audited Outcome Page # 1 4/27/2019 DHS Westside C3, Downtown C3, E6 Programmatic/Fiscal - FY 18-19 No Findings - only technical suggestions2 2 6/23/2020 DHS Westside C3, Downtown C3, E6 Fiscal - FY 19-20 No Findings4 3 8/26/2020 DHS Westside C3, Downtown C3, E6 Programmatic - FY 19-20 No Findings - only technical suggestions5 4 6/18/2019 HCIDLA Sojourn Programmatic and Fiscal FY 18-19 No Findings7 5 2/27/2020 HCIDLA Sojourn Programmatic and Fiscal FY 19-20 No Findings 11 6 10/27/2020 HCIDLA Sojourn Programmatic/Fiscal - FY 20-21 No Findings 15 7 8/3/2020 CDBG/LACDA Sojourn Programmatic FY 19-20 No Findings 18 8 2/13/2020 HCIDLA Village (For Village City Lease) Programmatic - FY 19-20 Request to add fire extinguishers/updated insurance/wage determination in files - Resolved in FY20-21 report 20 8a 11/16/2020 HCIDLA Village (For Village City Lease) Programmatic - FY 20-21 No Findings - noted corrected FY19-20 items (extinguishers / insurance / wage determination) 29 9 8/18/2020 DMH IHP Cloverfield Programmatic FY 20-21 Client Satisfaction Survey Results - NOTE Public Health inspection conducted and permit issued for FY20-21 31 10 12/3/2020 DMH IHP Cloverfield Programmatic FY 20-21 Client Satisfaction Survey Results 32 11 8/7/2020 DMH IHP Cloverfield Programmatic FY 19-20 SUMMARY Client Satisfaction Survey Results 33 12 10/27/2020 DMH IHP Cloverfield Programmatic FY 20-21 Client Satisfaction Survey Results 36 13 2/25/2021 DMH IHP Cloverfield Programmatic FY 20-21 Client Satisfaction Survey Results 37 14 2/24/2021 DMH IHP SAMOSHEL Programmatic FY 20-21 Client Satisfaction Survey Results 38 15 8/7/2020 DMH IHP SAMOSHEL Programmatic FY 19-20 SUMMARY Client Satisfaction Survey Results 39 16 2/18/2021 DMH IHP Turning Point Programmatic FY 20-21 Client Satisfaction Survey Results 42 17 8/7/2020 DMH IHP Turning Point Programmatic FY 19-20 SUMMARY Client Satisfaction Survey Results 43 18 8/7/2020 DMH IHP Village Programmatic FY 19-20 SUMMARY Client Satisfaction Survey Results 46 19 9/11/2020 DMH IHP Village Programmatic FY 20-21 Client Satisfaction Survey Results 49 20 3/3/2020 DMH IHP Village Programmatic FY 19-20 No Findings 51 21 10/3/2019 EHAP Village Programmatic FY 19-20 No Findings 56 22 2/13/2020 LAHSA Lodge/CES/Operation Healthy Streets Programmatic and Fiscal FY 18-19 Findings Cleared 58 23 8/15/2019 HUD Santa Monica Dual Diagnosis (Housing) Programmatic and Fiscal FY 18-19 No Findings 59 24 3/26/2021 DPH Cares Sojourn Fiscal FY 20-21 No Findings 66 Public Health Reports Type Outcome Page #
Turning Point Interim Hsg Interim Housing License Valid until 6/30/21 67 SAMOSHEL Interim Hsg Interim Housing License Valid until 6/30/21 68 SAMOSHEL Kitchen Kitchen Health Permit Valid until 6/30/21 69 Cloverfield Interim Hsg Interim Housing License Valid until 6/30/21 70 Cloverfield Kitchen 2nd fl Kitchen Health Permit Valid until 6/30/21 71 Cloverfield Kitchen 1st fl kitchen Health Permit valid until 6/30/21 72 Access Center Food Inspection Inspection 1/31/21 - Grade A 73 Cloverfield Food Inspection Inspection 5/7/19 - Grade A 102 Cloverfield Interim Housing Inspection Inspection 5/7/19 - No Action Required 104 SAMOSHEL Food Inspection Inspection 2/12/19 - Grade A 108 SAMOSHEL Interim Housing Inspection Inspection 2/12/19 - No Action Required 111 SAMOSHEL Interim Housing Inspection Inspection 10/24/19 - No Action Required 115 SAMOSHEL Food Inspection Inspection 10/24/19 - Grade A 119 SAMOSHEL Interim Housing Inspection Inspection 3/9/21 - No Action Required 122 1 11.A.t
Packet Pg. 484 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 :
2 11.A.t
Packet Pg. 485
Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 3 11.A.t
Packet Pg. 486
Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) June 23, 2020
John Maceri, Executive Director
Lamp Inc., DBA Lamp Community
526 San Pedro Street
Los Angeles, CA 91103
SUBJECT: FINANCIAL REVIEW FOR CONTRACT -WORK ORDERS
049-HFH-ICMS, 085-HFH-ICMS & 097-HFH-ICMS INTENSIVE CASE

MANAGEMENT SERVICES, STREET-BASED FOR HOUSING FOR HEALTH FOR FISCAL YEAR 2019 – 2020 - COMPLIANT
Dear Mr. Maceri,
The Los Angeles County Department of Health Services - Housing For Health – Street-based Engagement Program conducted a financial review of the above referenced agreement on 06-23-20. The review verified billable expenditures for claim period: March 2020 for Work Order 049-HFH-ICMS and April 2020 for Work Orders 085-HFH-ICMS and 097-HFH-ICMS. TPC’s financial documentation requested reconciled the amount billed and paid by DHS.

Results of Financial Review: DHS staff reviewed two budget line items; Client/Member Expenses and Purchasing Medical and Substance Use EXODUS for 049-HFH-ICMS; Client/Member Expenses and Telephone/Communications for Work Order 085 and Client/Member Expenses and Office Supplies for Work Order 097- HFH-ICMS. At the time of the review, there were no findings to report. All expenditures were properly supported by TPC’s financial records and billed accordingly to the approved budgets for fiscal year 2019-2020.

We thank you and your staff for your assistance and cooperation during the financial review.

Thank you,
Tracy Williams
Program Manager
Susan Spinelli, LCSW
Director, Street-based Engagement
cc: Julie DeRose
Shari Lachin
Ciara DeVozza
Robyn Kupferman
Zachary Coil
Savanah Walseth
Los Angeles County
Board of Supervisors
Hilda L. Solis
First District
Mark Ridley-Thomas
Second District
Sheila Kuehl
Third District
Janice Hahn
Fourth District
Kathryn Barger
Fifth District
Christina R. Ghaly, M.D.

Director
Hal F. Yee, Jr., M.D., Ph.D.

Chief Medical Officer
Housing for Health
238 E. 6th Street
Los Angeles, CA 90014
Tel: (213) 833-5356
Fax: (213) 482-3395
www.dhs.lacounty.gov
To ensure access to high-quality,
patient-centered, cost-effective
health care to Los Angeles County
residents through direct services at
DHS facilities and through
collaboration with community and
university partners. www.dhs.lacounty.gov
DocuSign Envelope ID: 4A259719-659A-4D42-BEAC-2CB2441101B7 4 11.A.t
Packet Pg. 487 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 8/26/2020
John Maceri, Executive Director
LAMP Inc., DBA LAMP Community
526 San Pedro Street
Los Angeles, CA 91103
RE: PROGRAM REVIEW OF CONTRACT /SHSMA WORK
ORDER 049-HFH-ICMS, WORK ORDER 085-HFH-ICMS & 097-HFH-ICMS,

INTENSIVE CASE MANAGEMENT SERVICES, STREET-BASED SERVICES FOR HOUSING FOR HEALTH FOR FISCAL YEAR 2019-2020 – COMPLIANT Dear John Maceri,
The Los Angeles County Department of Health Services (DHS) conducted a programmatic and administrative review of the above referenced agreement on August 13, 2020. LAMP staff members Julie DeRose, Brooke Slusser, Ciara DeVozza, Shari Lachin, Zack Coil, Kevin Simms, Sarah Higgins, Rowena Royan, Victor Araujo, Chantal Peete, Lynnette Williams, Belen Arredondo and Brian Hardgrave (City of Santa Monica) participated in the program review process. This review covered the Statement of Work and other contract sections related to performance goals and quality management.

Results from the Personnel Review: DHS Staff reviewed five personnel files randomly selected from each SHSMA Work Order, 049-HFH-ICMS, 085-HFH-ICMS and 097-HFHICMS for all staff listed under contract number H-705414. At the time of the review, there were no findings to report.

Results of the Agency Monitoring Review: DHS staff completed an Agency Monitoring Review for SHSMA Work Orders 049-HFH-ICMS, 085-HFH-ICMS and 097- HFH-ICMS. At the time of the review, there were no findings to report.

Results of Programmatic Review: DHS staff reviewed ten client files randomly selected from SHSMA Work Orders 049-HFH-ICMS, 085-HFH-ICMS and 097-HFHICMS in HMIS Clarity. At the time of the review, there were no findings to report.

LAMP’s client files contained the necessary documentation on file to support measurable objectives and program activities as stipulated in the Statement of Work.

Technical Assistance and Recommendations for Work Order No. 049-HFH-ICMS, 085-HFH-ICMS and 097-HFH-ICMS:

As discussed with the LAMP’s team at the exit conference, there were areas identified that could be strengthened. Please see below recommendations.

Please ensure progress notes are actively entered in HMIS/Clarity for all services provided including all attempts made to locate clients. The goal is to demonstrate the ongoing role the outreach teams have with the clients they serve. The fluidity of recorded services and all attempts made support our system’s flow for continuity of care as well as decrease duplication of services.

Work Orders 049-HFH-ICMS, 085-HFH-ICMS and 097-HFH-ICMS:

1. It is crucial that the point of contact is updated every 90 days in HMIS/Clarity to ensure all clients remain in the system’s queue to access housing opportunities.

2. Ensure clients’ files in HMIS are closed after more than 90 days of Los Angeles County
Board of Supervisors
Hilda L. Solis
First District
Mark Ridley-Thomas
Second District
Sheila Kuehl
Third District
Janice Hahn
Fourth District
Kathryn Barger
Fifth District
Christina R. Ghaly, M.D.

Director
Hal F. Yee, Jr., M.D., Ph.D.

Chief Deputy Director, Clinical Affairs
313 N. Figueroa Street, Suite 912
Los Angeles, CA 90012
Tel: (213) 240-8101
Fax: (213) 481-0503
www.dhs.lacounty.gov
Housing For Health
238 East 6th Street
Los Angeles, CA 90014
Main: 213-833-5350
To ensure access to high-quality,
patient-centered, cost-effective
health care to Los Angeles County
residents through direct services at
DHS facilities and through
collaboration with community and
university partners.
. www.dhs.lacounty.gov
DocuSign Envelope ID: 5D3BE89E-015B-47B9-95D8-8D862FE184CD 5 11.A.t
Packet Pg. 488 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) inactivity for quality control purposes.

3. It is also crucial for the Date of Engagement to be entered in HMIS/Clarity when a Client accepts outreach services and/or receives their first non-contact only service.

4. A Current Living Situation Assessment must be completed each time and note and service is entered into HMIS.

Agency Monitoring Review:

We thank you and your staff for your assistance and cooperation during the programmatic review. DHS commends LAMP for its dedication and commitment to providing quality intensive street-based engagement and case management services to homeless participants.

If you have any questions or need additional information, please contact Susan Spinelli at 818-800-6670.

Thank you,
Tracy M. Williams
Program Manager
Chris Tower
Program Manager
Susan Spinelli, LCSW
Director, Street-based Engagement
cc: Shari Lachin
Julie De R
Ciara DeVozza
Robyn Kupferman
Zachary Coil
DocuSign Envelope ID: 5D3BE89E-015B-47B9-95D8-8D862FE184CD 6 11.A.t
Packet Pg. 489 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 7 11.A.t
Packet Pg. 490 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

PROGRAM OPERATIONS DIVISION

MONITORING AND PROGRESS REPORT

DOMESTIC VIOLENCE/HUMAN TRAFFICKING SHELTER OPERATIONS

GENERAL INFORMATION
CONTRACTOR: OCEAN PARK COMMUNITY CENTER (OPCC)
PROGRAM DVSO: TRANSITIONAL DATE OF
SITE VISIT 5/29/2019

CONTRACT NUMBER CONTRACT
TERM 07/01/2018 – 06/30/2019

CONTRACTOR

ADDRESS CONFIDENTIAL

TELEPHONE
NUMBER
EMAIL
ADDRESS [email protected]

CONTRACTOR

STAFF PRESENT AT
TIME OF VISIT:

Norma Miller, Diana Grant and Belen Arredondo

VISIT CONDUCTED
BY Sandra Cervantes, Program Analyst and Kaye Brindley, Intern

REPORT PREPARED
BY: Sandra Cervantes

DESCRIPTION OF PROJECT
The City-funded Domestic Violence Shelter Operations (DVSO) Transitional Shelter (TS) Program is exclusively for survivors of domestic violence and their families and offer an individualized case-managed plan of services that will ensure their safety, and over the longer term, will motivate and equip them with appropriate skills and self-knowledge to support themselves and their families independent of the abuser.

The transitional shelter program shall provide safe and secure shelter and supportive services for 90 days or beyond with the primary focus of helping survivors of domestic violence develop the tools to gain selfsufficiency, secure permanent independence from the abuser, develop personal stability and improve their economic opportunities.

PURPOSE OF SITE VISIT
This is a regularly scheduled quarterly site visit of your agency’s DVSO transitional shelter program to observe contract compliance, and terms and conditions of the contract including applicable City policies, directives and procedures; and, to review ongoing program services/activities, conduct client file reviews, and collect client satisfaction surveys.

During this site visit files of clients that had achieved the Decreased Isolation, Increased Awareness and Maintained/Increased Income outcomes were reviewed for documentation. 8 11.A.t
Packet Pg. 491 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

MONITORING REVIEW
I. Administrative Review
YES NO

1. Agency insurance are current

2. Current approved budget is in place

3. Invoices are submitted monthly

4. Program reports are submitted monthly

5. Agency attends DV Alliance meetings
II. Fiscal Review
Expenditures Compared with Spending Plan
The table below reflects cumulative expenditures through March 2019 compared with the 12-month spending plan in your agency’s budget.

Jul 2018 Aug 2018 Sept 2018 Oct 2018 Nov 2018 Dec 2018
Plan: $20,593 $20,593 $16,309 $20,593 $20,593 $20,593
Actual: $0 $0 $52,284.49 $22,061.02 $18,644.60 $24,916.59 Jan 2019 Feb 2019 Mar 2019 Apr 2019 May 2019 Jun 2019
Plan: $20,593 $20,593 $20,593 $20,594 $20,594 $20,594
Actual: $20,421.95 $17,593.37 $0 $0 $0 $0
III. Program Performance Review
OPCC’s performance as of 3/31/2019:

PROGRAM GOALS
Reporting Period: 07/01/2018 – 3/31/2019 ANNUAL
GOAL ACTUAL YTD %
# UNDUPLICATED CLIENTS TO BE
SERVED 44 35 80%

PROGRAM OUTCOMES
Reporting Period: 07/01/2018 – 3/31/2019 ACTUAL YTD %

1. 80% of unduplicated clients will increase awareness & knowledge of resources
32 91%

2. 65% of unduplicated clients participate in activities leading to increased social support 32 91%

3. 50% of adult clients will maintain and/or increase total income 8 62% IV. Customer File Review
Contract compliance requirements mandate that specific documents of program eligibility, outcome verification and case notes be maintained in each customer file. Substantiating documentation is also required to be included in case files to verify that services were provided to participants. A summary of our review is provided below:
9 11.A.t
Packet Pg. 492 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) A total of 13 client files were randomly selected and reviewed for contract compliance.

The files reviewed contained all eligibility documents that included intake and self-certification forms, a service plan prepared for the client with a list services provided and case notes.

The purpose of the site visit was to review and verify documentation for decreased isolation, maintained/increased income, and increased awareness outcomes. A total of 32 unduplicated clients met the increased awareness outcome and 32 met the decreased isolation outcome. Of the 35 unduplicated clients served to date, 8 adult clients had maintained and/or increased their income.

Out of the 13 client files reviewed, 7 families that exited during this period went on to live in stable housing. The remaining 6 families still reside in the shelter.

ISSUES AND CONCERNS
HCID staff discussed agency staff concerns about availability of permanent stable housing for clients.

Agency staff were concerned lack of availability impacts their outcomes but most importantly, their ability to serve additional clients. Despite the agency’s advocacy to assist clients with housing, the affordable housing shortage impacts their ability to successfully transition clients. HCID staff assured the agency they are aware of these barriers and agreed to include a method of tracking these barriers in the data collection system currently in development.
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Packet Pg. 493 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 11 11.A.t
Packet Pg. 494 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 12 11.A.t
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Packet Pg. 497 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) October 27, 2020
John Maceri, Executive Director
The People Concern
2116 Arlington Avenue, Suite 100
Los Angeles, CA 90018

MONITORING AND PROGRESS REPORT OF THE DOMESTIC VIOLENCE SHELTER OPERATIONS (DVSO)

TRANSITIONAL PROGRAM FOR THE PEOPLE CONCERN AGREEMENT
This letter transmits the results and recommendations of the monitoring review of your agency conducted by your Housing + Community Investment Department (HCIDLA) Domestic Violence Shelter Operations Program Analyst on Thursday, August 27, 2020.

The purpose of the site visit was to examine the implementation of your agency’s City-funded DVSO program and assure that it meets the requirements of your City Agreement, including applicable City polices, directives and procedures, and provide technical assistance.

This report is not a comprehensive assessment of all areas/components of your agency’s DVSO program because HCIDLA’s monitoring methodology requires only that a representative sample of items/transactions in each program area be reviewed. It is your responsibility to assure that systems, programs, and outcomes comply with program regulations, and City policies. Therefore, any deficiencies or findings identified in a subsequent review, such as an audit, are the responsibility of your agency.

We thank you and your staff for your ongoing collaboration. Should you have any questions regarding this report, please contact your assigned Program Analyst, Maria Lopez at [email protected].

Veronica McDonnell
Chief Management Analyst
Attachments: Monitoring and Progress Report
c: Central Files
Program Analyst
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Packet Pg. 498 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

PROGRAM OPERATIONS DIVISION

MONITORING AND PROGRESS REPORT

DOMESTIC VIOLENCE SHELTER OPERATIONS

GENERAL INFORMATION
CONTRACTOR: THE PEOPLE CONCERN

PROGRAM TRANSITIONAL SHELTER DATE OF
SITE VISIT 8/27/2020

CONTRACT NUMBER CONTRACT
TERM 07/01/2020 – 06/30/2021

CONTRACTOR

ADDRESS CONFIDENTIAL

CONTRACTOR

STAFF PRESENT AT
TIME OF VISIT:

TuLynn Smylie, Teresa McDonough, Belen Arredondo, Yeison Gonzalez, Erika Zapata

VISIT CONDUCTED
BY Maria C. Lopez and Sandra Cervantes, Program Analysts

REPORT PREPARED
BY: Sandra Cervantes

PURPOSE OF A MONITORING REVIEW
This monitoring review is an opportunity to go over your agency’s DVSO emergency and transitional shelter programs and to observe contract compliance, and terms and conditions of the contract including applicable City policies, directives and procedures; and, to review ongoing program services/activities.

MONITORING REVIEW
I. Administrative Review
YES NO

1. Agency insurance are current

2. Current approved budget is in place Pending HCID approval

3. Invoices are submitted monthly Pending budget approval

4. Program reports are submitted monthly

5. Agency attends DV Alliance meetings
16 11.A.t
Packet Pg. 499 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Agency staff were reminded to provide 40 Hour Domestic Violence Training certificates to their Program Analyst for any new hires interacting with clients.

II. Fiscal Review
Fiscal review for this period included updates for this contract year. The agency was reminded to continue to submit monthly invoicing for all contracts in order to meet timeliness standards.

CSBG CARES
Program staff provided an overview on CSBG CARES and address any pending questions prior to budget proposal submissions. Additional guidance will be provided.

HCID Monitor is pending budget approval of DVSO and CSBG budgets submitted; therefore, no expenditures are yet allowed.

III. Program Performance Review
HCID staff reviewed the annual program goal with the agency, indicated below:

PROGRAM GOALS
Reporting Period: 07/01/2020 – 6/30/2021 ANNUAL GOAL
# UNDUPLICATED
CLIENTS TO BE SERVED 44
IV. Customer File Review
No file reviews were conducted for this initial monitoring review. This monitoring review aimed to establish contract expectations and address any issues prior to future reviews, particularly to acquaint recent hires with program requirements. A review of the annual goal of 44 unduplicated clients was verified. HCID monitors informed agency contract outcomes remained the same for this contract year.

New and revised documents to be included in client files were introduced to agency staff prior to issuing directives. Changes to the 2020 Intake were reviewed with staff to alert of updates to the income guidelines and ethnicity question, and a forthcoming requirement to provide the Child Support form to CSBG-funded clients was presented to address any concerns and questions prior to issuing a directive.

Data collection methods, namely, Bitfocus Clarity as the prescribed data system and supplemental spreadsheets were reviewed. Per contract requirements, client information for the month prior continues to be due on the 15th of each month. Such information will be used to assess monthly numbers, compile demographic reports, and assist HCID Monitors during future file review.

HCID Monitor informed agency staff the next monitoring review will be conducted virtually to ensure contract compliance and follow State public health advice. Appropriate notice will be provided to the agency ahead of time to allow for preparation.

HCID staff did not review client files. HCID staff will review client files during the next site visit.

ISSUES AND CONCERNS
No issues or concerns to report.
17 11.A.t
Packet Pg. 500 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 1 From: Jeffrey Badre <[email protected]>
Sent: Monday, August 3, 2020 8:03 AM
To: Robyn Kupferman; Belen Arredondo
Cc: Vanessa Estella; Elena Quon
Subject: RESULTS: Monitoring for The People Concern's CDBG-funded FY2019-20: Domestic Violence Crisis Shelter Services
Importance: High
Good Morning Robyn and Belen,
As part of our responsibility to the U.S. Department of Housing and Urban Development (HUD) to ensure compliance with the Community Development Block Grant (CDBG) regulations, I conducted a modified Programmatic Monitoring Review on July 31, 2020 of your FY19‐20 Community Development Block Grant (CDBG) funded project:

Project Name
System and Public Service Panel, as well as a sampling of client files provided. Based upon the review of the information provided, I found that the National Objective of providing services to clients who are presumed low‐and moderate‐ income was met.

Thank you for your work on these CDBG‐funded project.

If you have any questions, please contact Ms. Vanessa Estella who is copied on this email.

Sincerely,
Jeffrey Badre, Contract Manager
Community & Economic Development Division - Grants Management Unit Los Angeles County Development Authority
700 W. Main Street
Alhambra, CA 91801
Phone: (626) 586-1719
Fax: (626) 943-3838
www.lacda.org
Disclaimer: PLEASE NOTE: This e‐mail and any attachments, contains information that is, or may be, covered by electronic communications privacy laws, and is also confidential, private, privileged and proprietary in nature and is 18 11.A.t
Packet Pg. 501 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 2 solely transmitted for the purposes of the intended recipient(s). If the reader of this message is not an intended recipient, or if this message has been inadvertently directed to your attention, you are hereby notified that you have received this message and any attached document(s) in error and that any review, dissemination, distribution, or copying of this message is strictly prohibited. If you have received this message in error, please notify us immediately by return e‐mail and delete and destroy all copies of the original message. You are hereby notified that the Los Angeles County Development Authority (LACDA) does not intend to waive any privilege or privacy rights that might ordinarily attach to this communication.
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Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern Cloverfield Daybreak Date: 8-18-20 Number of Clients Surveyed: 3
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping area and kitchen, is clean and
free of bugs and pests.
1 2
I receive 3 meals a day and at least
two of these meals are served hot. 3
I receive toiletries when I need them. 2 1
I receive clean bedding and towels at
least once a week. 3
Staff responds to my concerns. 1 2
If I need shelter services again, I
would like to return to this shelter. 1 2
Additional Comments – Client(s) stated/reported the following:

1. There are ants in the bathroom even after they sprayed. There are flies that come through the back door into the cafeteria area. There are fleas biting me. I told staff but absolutely nothing has happened.

2. Staff response to my needs is lacking. They do not get back to you when they say they will.

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:

The IHP Client Satisfaction Survey Report will be forwarded to Department of Public Health – Environmental Health Division to investigate client comment #1.
31 11.A.t
Packet Pg. 514 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern Cloverfield Date: 12-3-20 Number of Clients Surveyed: 3
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping area and kitchen, is clean and
free of bugs and pests.
3 I receive 3 meals a day and at least
two of these meals are served hot. 3
I receive toiletries when I need them. 3
I receive clean bedding and towels at
least once a week. 3
Staff responds to my concerns. 3
If I need shelter services again, I
would like to return to this shelter.

Additional Comments – Client(s) stated/reported the following:

1. The new cook is amazing. He is doing a wonderful job and the food tastes very good.

2. The housekeepers are underrated, I wanted to let you know what a good job they do.

3. Isabelle who runs this place does a great job, she listens to us.

4. China the case manager is on top of her job, she addresses issues quickly.

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:
32 11.A.t
Packet Pg. 515 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 1 From: John Maceri
Sent: Friday, August 7, 2020 1:44 PM
To: Robyn Kupferman
Subject: FW: FY 2019-20 CSSR Summary - The People Concern Cloverfield/Daybreak Attachments: FY 2019-20 CSSR The People Concern Cloverfield-Daybreak Shelter Totals.pdf; FY 2019-20 CSSR Shelter Summary Totals.xls
From: DMH IHP [mailto:[email protected]]
Sent: Friday, August 7, 2020 1:21 PM
To: Heidi Moreno <[email protected]>; Isabelle Huguet‐Lee <ihuguet‐[email protected]> Cc: Lise Ruiz <[email protected]>; Maria Funk <[email protected]>; John Maceri <[email protected]>; Jenna Ness <[email protected]> Subject: FY 2019‐20 CSSR Summary ‐ The People Concern Cloverfield/Daybreak Attached are the Fiscal Year 2019-20 Client Satisfaction Survey Summary reports that summarize the responses of all the Interim Housing Program (IHP) clients surveyed at The People Concern Cloverfield/Daybreak and those surveyed at all the IHP contracted shelters. These reports can be used to help you understand the overall client satisfaction of clients served by The People Concern Cloverfield/Daybreak as compared to all the clients served by the IHP last Fiscal Year.

We appreciate your support of DMH’s efforts to improve the quality of the IHP. Please feel free to contact us if you have any questions.
33 11.A.t
Packet Pg. 516 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 195

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT

DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping areas and kitchen, is clean and
free of bugs and pests.
94% 5% 1%
I receive 3 meals a day and at least two of
these meals are served hot. 95% 2% 2% 1%
I receive toiletries when I need them. 94% 6%
I receive clean bedding and towels at least
once a week. 95% 3% 2%
Staff responds to my concerns. 95% 3% 1% 1%
If I need shelter services again, I would like
to return to this shelter. 93% 4% 2% 1%

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: IHP Shelter Totals
34 11.A.t
Packet Pg. 517 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 11

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping areas and kitchen, is clean
and free of bugs and pests.
90% 10%
I receive 3 meals a day and at least two
of these meals are served hot. 100%
I receive toiletries when I need them. 100%
I receive clean bedding and towels at
least once a week. 100%
Staff responds to my concerns. 90% 10%
If I need shelter services again, I would
like to return to this shelter. 80% 10% 10%

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: The People Concern
Cloverfield/Daybreak
35 11.A.t
Packet Pg. 518 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The people Concern Cloverfield/ Daybreak Date: 10-27-20 Number of Clients Surveyed: 3
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:
36 11.A.t
Packet Pg. 519 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern Cloverfield- Daybreak Date: 2-25-21 Number of Clients Surveyed: 3
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

1.They are great here.

2.The staff cares. They give us things to do while on lockdown so that we are not bored, like art work.

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:
37 11.A.t
Packet Pg. 520 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern SAMOSHEL Date: 2-24-21 Number of Clients Surveyed: 2
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHATDISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping area and kitchen, is clean and
free of bugs and pests.
2 I receive 3 meals a day and at least
two of these meals are served hot. 2
I receive toiletries when I need them. 2
I receive clean bedding and towels at
least once a week. 2
Staff responds to my concerns. 2
If I need shelter services again, I
would like to return to this shelter. 2
Additional Comments – Client(s) stated/reported the following:

1. They are doing a good job. They do their best to take care of us

2. I want to thank DMH and the shelter for getting me off the streets for a while; it is rough out there.

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:
38 11.A.t
Packet Pg. 521 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 1 From: John Maceri
Sent: Friday, August 7, 2020 1:45 PM
To: Robyn Kupferman
Subject: FW: FY 2019-20 CSSR Summary - The People Concern SAMOSHEL Attachments: FY 2019-20 CSSR The People Concern SAMOSHEL Shelter Totals.pdf; FY 2019-20 CSSR Shelter Summary Totals.xls
From: DMH IHP [mailto:[email protected]]
Sent: Friday, August 7, 2020 1:21 PM
To: Christina Dias <[email protected]>; Isabelle Huguet‐Lee <ihuguet‐[email protected]> Cc: Lise Ruiz <[email protected]>; Maria Funk <[email protected]>; John Maceri <[email protected]>; Jenna Ness <[email protected]> Subject: FY 2019‐20 CSSR Summary ‐ The People Concern SAMOSHEL Attached are the Fiscal Year 2019-20 Client Satisfaction Survey Summary reports that summarize the responses of all the Interim Housing Program (IHP) clients surveyed at The People Concern SAMOSHEL and those surveyed at all the IHP contracted shelters. These reports can be used to help you understand the overall client satisfaction of clients served by The People Concern SAMOSHEL as compared to all the clients served by the IHP last Fiscal Year.

We appreciate your support of DMH’s efforts to improve the quality of the IHP. Please feel free to contact us if you have any questions.
39 11.A.t
Packet Pg. 522 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 195

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT

DISAGREE

STRONGLY

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: IHP Shelter Totals
40 11.A.t
Packet Pg. 523 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 14

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping areas and kitchen, is clean
and free of bugs and pests.
79% 21%
I receive 3 meals a day and at least two
of these meals are served hot. 100%
I receive toiletries when I need them. 95% 5%
I receive clean bedding and towels at
least once a week. 100%
Staff is present 24 hours a day. 100%
I have positive interactions with staff. 100%
I am permitted to stay in the shelter. 100%
If I need shelter services again, I would
like to return to this shelter. 100%

PERCENTAGE OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: The People Concern SAMOSHEL
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Packet Pg. 524 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern Turning Point Date: 2-18-21 Number of Clients Surveyed: 2
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:
42 11.A.t
Packet Pg. 525 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 1 From: John Maceri
Sent: Friday, August 7, 2020 1:46 PM
To: Robyn Kupferman
Subject: FW: FY 2019-20 CSSR Summary - The People Concern Turning Point Attachments: FY 2019-20 CSSR The People Concern Turning Point Shelter Totals.pdf; FY 2019-20 CSSR Shelter Summary Totals.xls
From: DMH IHP [mailto:[email protected]]
Sent: Friday, August 7, 2020 1:21 PM
To: Lori Hood <[email protected]>; Isabelle Huguet‐Lee <ihuguet‐[email protected]> Cc: Lise Ruiz <[email protected]>; Maria Funk <[email protected]>; John Maceri <[email protected]>; Jenna Ness <[email protected]> Subject: FY 2019‐20 CSSR Summary ‐ The People Concern Turning Point Attached are the Fiscal Year 2019-20 Client Satisfaction Survey Summary reports that summarize the responses of all the Interim Housing Program (IHP) clients surveyed at The People Concern Turning Point and those surveyed at all the IHP contracted shelters. These reports can be used to help you understand the overall client satisfaction of clients served by The People Concern Turning Point as compared to all the clients served by the IHP last Fiscal Year.

We appreciate your support of DMH’s efforts to improve the quality of the IHP. Please feel free to contact us if you have any questions.
43 11.A.t
Packet Pg. 526 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 195

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT

DISAGREE

STRONGLY

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: IHP Shelter Totals
44 11.A.t
Packet Pg. 527 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 5

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping areas and kitchen, is clean
and free of bugs and pests.
100%
I receive 3 meals a day and at least two
of these meals are served hot. 100%
I receive toiletries when I need them. 100%
I receive clean bedding and towels at
least once a week. 100%
Staff responds to my concerns. 100%
If I need shelter services again, I would
like to return to this shelter. 80% 20%

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: The People Concern Turning Point
45 11.A.t
Packet Pg. 528 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 1 From: John Maceri
Sent: Friday, August 7, 2020 1:45 PM
To: Robyn Kupferman
Subject: FW: FY 2019-20 CSSR Summary - The People Concern The Village Attachments: FY 2019-20 CSSR The People Concern The Village Shelter Totals.pdf; FY 2019-20 CSSR Shelter Summary Totals.xls
From: DMH IHP [mailto:[email protected]]
Sent: Friday, August 7, 2020 1:21 PM
To: Steven Mitchell <[email protected]>
Cc: Lise Ruiz <[email protected]>; Maria Funk <[email protected]>; John Maceri <[email protected]>; Corey Chester <[email protected]>; Jenna Ness <[email protected]>
Subject: FY 2019‐20 CSSR Summary ‐ The People Concern The Village Attached are the Fiscal Year 2019-20 Client Satisfaction Survey Summary reports that summarize the responses of all the Interim Housing Program (IHP) clients surveyed at The People Concern The Village and those surveyed at all the IHP contracted shelters. These reports can be used to help you understand the overall client satisfaction of clients served by The People Concern The Village as compared to all the clients served by the IHP last Fiscal Year.

We appreciate your support of DMH’s efforts to improve the quality of the IHP. Please feel free to contact us if you have any questions.
46 11.A.t
Packet Pg. 529 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 195

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT

DISAGREE

STRONGLY

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: IHP Shelter Totals
47 11.A.t
Packet Pg. 530 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Total number of clients surveyed: 8

AREAS EVALUATED

AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

DISAGREE
The living environment, including the
sleeping areas and kitchen, is clean
and free of bugs and pests.
75% 25%
I receive 3 meals a day and at least two
of these meals are served hot. 100%
I receive toiletries when I need them. 100%
I receive clean bedding and towels at
least once a week. 100%
Staff responds to my concerns. 100%
If I need shelter services again, I would
like to return to this shelter. 100%

NUMBER OF CLIENT RATINGS

LOS ANGELES COUNTY- DEPARTMENT OF MENTAL HEALTH
Countywide Housing, Employment & Education Resource Development

INTERIM HOUSING PROGRAM

CLIENT SATISFACTION SURVEY SUMMARY REPORT
FISCAL YEAR 2019-20
Site name: The People Concern The Village
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Packet Pg. 531 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) 1 From: Maria Mejia <[email protected]>
Sent: Thursday, September 17, 2020 2:05 PM
To: Corey Chester; Steven Mitchell; Erica Lillquist; Stuart Robinson; Jenna Ness; Robyn Kupferman Cc: Maria Funk; Lise Ruiz; Careen Dyer-Cadle
Subject: The People Concern The Village CSSR 09.11.20
Attachments: CSSR The People Concerned The Village 9-11-20.pdf This is to provide you with feedback from the client satisfaction survey visit that was completed on 09/11/2020 to learn how satisfied Department of Mental Health (DMH) clients are with the Interim Housing Program (IHP) services provided at The People Concern The Village. The attached Client Satisfaction Survey Report summarizes the responses of the clients surveyed.

We appreciate your support of DMH’s efforts to improve the quality of the IHP. Please feel free to contact me if you have any questions.

Thank you,
Maria Mejia
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Packet Pg. 532 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern The Village Date: 9-11-20 Number of Clients Surveyed: 3
Please indicate how much you agree
with the below statements. AGREE SOMEWHAT

AGREE NEUTRAL SOMEWHAT DISAGREE

STRONGLY

Corrective Action Plan Needed: ☐Yes ☒ No If Yes, Date Due:
50 11.A.t
Packet Pg. 533 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) IHP Provider Name: The People Concern - The Village
IHP Provider
Address: 527 S. Crocker St. Los Angeles CA 90013
Date of Review: 3/3/20
IHP Provider Serves: Males Females Families with Children

ADMINISTRATIVE
A. IHP Provider is aware of DMH Policy No. 202.18, reporting Clinical Incidents Involving Intentional Injuries, Death, Alleged Client Abuse and Possible Malpractice. (Required by IHP Guidelines and Procedures)
Yes No Verified by: Discussion with the IHP provider
Comments:

B. An accurate sign-in sheet is kept to verify each client’s overnight stay. (Required by IHP Guidelines and Procedures)
Yes No Verified by: Observation
Comments:

C. The fire clearance is current. (Required by the Agreement for Interim Housing Services Attachment A)
Yes No Verified by:

Reviewing a copy of the current fire
clearance
Comments: The fire clearance will expire on April 30, 2020

D. The Public Health Certificate is current. (Required by the Agreement for Interim Housing Services Attachment A)
Yes No Verified by:

Reviewing a copy of the Public Health
Certificate
Comments: Public Health Certificate will expire on June 30, 2020 51 11.A.t
Packet Pg. 534 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) E. A disaster and mass casualty plan of action is posted. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation
Comments:

F. The fire extinguishers’ inspection is current. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation
Comments: The fire extinguishers were last inspected on February 28, 2020 G. Reasons for possible termination are posted in an area visible to clients. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation
Comments:

PHYSICAL FACILITY
A. The living environment is safe and clean. Furniture is in good condition and refuge and graffiti are removed. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation and client interview
Comments:

B. Toilet and bathing facilities are in good working condition. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation and client interview
Comments:

C. There is hot and cold water. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Test by touch and client interview
Comments:

D. The environment is free of rodents and insects. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation and client interview
Comments:
52 11.A.t
Packet Pg. 535 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) E. There is adequate air conditioning/ventilation and heating. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Perception and client interview
Comments:

F. There is secured and/or personal storage space for medication. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation and client interview
Comments:

SERVICES
A. General client oversight is provided 24 hours a day. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Reviewing the staff schedule
Comments:

B. Clients are permitted to remain in the facility at all times including during the day time. (Required by the Agreement for Interim Housing Services Attachment A) Yes No Verified by: Client interview
Comments:

C. Linen and janitorial services are provided weekly and as needed. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Client interview
Comments:

D. Staff prepares and serves at least three nutritious meals a day. At least two meals are served hot. (Required by the Agreement for Interim Housing Services Attachment A) Yes No Verified by: Client interview
Comments:

E. Accommodations for individuals who have a physician’s prescription for a special diet are provided if applicable. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Discussion with the IHP provider
Comments:
53 11.A.t
Packet Pg. 536 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) F. A daily menu is posted in a location visible to clients. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation
Comments:

G. The time meals are served is posted in a location visible to clients. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by: Observation
Comments:

H. Access to laundry facilities to launder clothing is provided. (Required by the Agreement for Interim Housing Services Attachment A)

Yes No Verified by:

Discussion with the IHP provider and client
interview
Comments:

I. Hygiene supplies are provided at admission and on an ongoing basis. (Required by the Agreement for Interim Housing Services Attachment A)
Yes No Verified by: Client interview
Comments:

STAFFING

A. Staff preparing and serving food meets all public health requirements to handle food. (Required by the Agreement for Interim Housing Services Attachment A) Yes No Verified by: Reviewing the staffs’ Food Handlers Certificates
Comments:

B. IHP provider verifies that staff meets employment eligibility status. (Required by the Agreement for Interim Housing Services Attachment A)
Yes No
IHP provider verifies
by: HR does a background check at hire
Comments:
54 11.A.t
Packet Pg. 537 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) CLIENTS’ RIGHTS AND PRIVACY
A. Internal policies and procedures to address complaints and grievances are posted in an area visible to clients. (Required by the Agreement for Interim Housing Services Attachment A)
Yes No Verified by: Observation
Comments:

B. Clients’ participation in IHP provider services/groups is voluntary. (Required by IHP Guidelines and Procedures)
Yes No Verified by:

Discussion with the IHP provider and client
interview
Comments:

C. Clients are not required to submit to testing/screening for substance and/or alcohol use. (Required by the Agreement for Interim Housing Services Attachment A) Yes No Verified by:

Discussion with the IHP provider and client
interview
Comments:

COMMENTS
Two clients were interviewed during the site visit.

CORRECTIVE ACTION NEEDED: Yes No

IHP REVIEW PARTICIPANTS

NAME TITLE PHONE NUMBER
Steven Mitchell Program Director (213) 488-9559 Ext. 184 Eric Smith
DMH Mental Health Services
Coordinator (213) 480-3476
Bryce Kobayashi Program Manager-Compliance (323) 334-9000 Ext. 483 Erica Lillquist Assistant Director (213) 488-9559 Ext. 184 Belen Arredondo Director, Compliance & Evaluation (323) 334-9000 Ext. 465 55 11.A.t
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Packet Pg. 539
Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Attachment 1 - 2019 MONITORING REPORT
LAMP Village, , is governed by the State of California Health and Safety Code sections 50800-50806 of the California Code of Regulations Title 25 of Division 1 regarding the State of California Emergency Housing Assistance Program – Capital Development (EHAPCD) Program. To ensure adherence to the above stated Regulations, a specific Department of Housing and Community Development (HCD) Regulatory Agreement was recorded on January 2, 2015.

The scope of the site visit conducted on September 5, 2019, included examination of the tenant files, unit conditions, property standards (common areas, exterior conditions), and Management Plan and/or Property Management Agreement, and if applicable, verification of Supportive Services.

The project contains a total of 25 beds, 5 of which are EHAPCD-assisted. All EHAPCD beds were inspected. The following client files were selected: 295D42270, D73FD89CC1, B024EB00D, 01528BC0C, and 468397697. There were 0 Findings. 57 11.A.t
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Packet Pg. 548
Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

March 16, 2021
John Maceri, Chief Executive Officer
The People Concern
2116 Arlington Ave, Suite 100
Los Angeles, CA 90018
Dear Mr. Maceri:

PROGRAMMATIC MONITORING RESULTS CALENDAR YEAR 2020: SUBRECIPIENT

AGREEMENT , CARES ACT FUNDED DOMESTIC VIOLENCE SERVICES On March 12th, 2021, the Department of Public Health, Office of Women’s Health (OWH) staff conducted an evaluation of the above-referenced service agreement. Thank you and your staff for the assistance and cooperation extended to OWH staff during this process.

The program review results noted that all elements met the minimum threshold requirements. Therefore, a Plan of Corrective Action (POCA) is not required at this time.

If you have any questions or need additional information, please contact Jesse Garcia at [email protected].

Very truly yours,
Angela Boger, Program Director
Domestic Violence Housing and Support Services
AB:jg
c : Yeison Gonzalez (TPC)
Myshal’e Oliver, (OWH)
BARBARA FERRER, Ph.D., M.P.H., M.Ed.

Director
MUNTU DAVIS, M.D., M.P.H.

County Health Officer
MEGAN MCCLAIRE, M.S.P.H.

Chief Deputy Director
DEBORAH ALLEN, ScD
Deputy Director for Promotions Bureau
ELLEN EIDEM, M.S.

Director, Office of Women’s Health
1000 South Fremont Avenue
Building A9-East, Fifth Floor, Unit #105
Alhambra, CA 91803
TEL (626) 293-2600  FAX (626) 284-0923
www.publichealth.lacounty.gov/owh

BOARD OF SUPERVISORS
Hilda L. Solis
First District
Holly J. Mitchell
Second District
Sheila Kuehl
Third District
Janice Hahn
Fourth District
Kathryn Barger
Fifth District
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Packet Pg. 552
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Packet Pg. 554
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Packet Pg. 555
Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

RETAIL FOOD OFFICIAL INSPECTION REPORT
WWW.PUBLICHEALTH.LACOUNTY.GOV/EH
OFFICE: HOUSING AND INST. w CHIEF: PATRICK CHUN
COUNTY OF LOS ANGELES w DEPARTMENT OF PUBLIC HEALTH
3530 WILSHIRE BLVD, STE 1110, LOS ANGELES, CA 90010 - Phone: (213) 351-0288 EHS:

Facility Name:

Owner/Permittee:

Facility Address: City/Zip:

Inspection Date:

Re-inspection Date:

Phone #:

Expiration Date:

Time Out:

Action:

Result:

Service:

Program Identifier:

Facility Status
Score:

Grade
FA: PR: SR: PE:

Time In:
503 OLYMPIC BLVD SANTA MONICA, CA 90401--331

OPCC ACCESS CENTER
N/A
1/31/2021
11:30 AM 12:00 PM

OPCC ACCESS CENTER

ROUTINE INSPECTION

OCEAN PARK COMMUNITY CENTER

CORRECTIVE ACTION NOT REQUIRED
FA0150124 PR0137681 N/A 1634 NO FURTHER ACTION REQUIRED EH Office Number:

Certified Food Protection Manager:
100
A

MELISSA HOSSEINI

CHERRY CASTILLO
09/24/2021
(213) 351-0288
(310) 581-9825
Email Address: [email protected]
Mailing Address: 2116 ARLINGTON AVE STE 100, LOS ANGELES, CA 90018 ?COS = Corrected on-site
MIN = Minor Violation
N/O = Not observed
X
P
MAJ = Major Violation
N/A = Not applicable
X
P
XOut = Items not in compliance
P IN = In compliance
11 11
11 4
3 OUT

COMPLIANCE & ENFORCEMENT

48. Plan review

49. Samples Collection

50. Impoundment/VC&D
OUT
OUT

GOOD RETAIL PRACTICES
Preventive measures that can reduce food borne illness.

SUPERVISION

GENERAL FOOD SAFETY REQUIREMENTS

FOOD STORAGE/DISPLAY/SERVICE

EQUIPMENT/UTENSILS/LINENS

24. Person in charge present and performs duties

25. Personal cleanliness and hair restraints

26. Approved thawing methods used, frozen food

29. Toxic substances properly identified, stored and used

28. Washing fruits and vegetables

27. Food separated and protected

30. Food storage; food storage containers identified

31. Consumer self service

32. Food properly labeled & honestly presented
1 1
1 1
1 1
1 1
1 33. Nonfood-contact surfaces clean

34. Warewash facilities: installed, maintained, used; test equipment

35. Equipment/utensils approved; installed; good repair; capacity

36. Equipment, utensils and linens: storage and use

37. Adequate ventilation and lighting; designated areas, use

38. Thermometers provided and accurate

39. Wiping cloths; properly used and stored

40. Plumbing; fixtures, backflow devices, drainage

41. Garbage and refuse properly disposed; facilities maintained

42. Toilet facilities: properly constructed, supplied, cleaned

43. Premises; personal/cleaning items; vermin proofing

44. Floors, walls and ceiling: properly built, maintained and clean

45. No unapproved sleeping quarters

PHYSICAL FACILITIES

SIGNS/REQUIREMENTS

47. Permits available
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 20. Licensed health care facilities/public & private schools:
prohibited foods not offered

22. Sewage and wastewater properly disposed

23. No insect, rodent, birds or animals present
P
P

2 2
2 21a. Hot water available
21b. Water available
2 ADDITIONAL CRITICAL RISK FACTORS

15. Food obtained from approved source

16. Compliance with shell stock tags, condition, display

17. Compliance with Gulf Oyster Regulations

18. Compliance with variance, specialized process & HACCP

19. Consumer advisory provided for raw/undercook food
P

P
P
P
P

2 2
2 2
4 4

52. Multiple Major Critical Risk Violations / Increased Risk to Public Health

7. Proper hot and cold holding temperatures

PROTECTION FROM CONTAMINATION

8. Time as a public health control; procedures & records

9. Proper cooling methods

10. Proper cooking time and temperature

11. Proper reheating procedures for hot holding

12. Returned and re-service of food

13. Food in good condition, safe and unadulterated

14. Food contact surface; clean and sanitized

FOOD FROM APPROVED SOURCES
P

P
P
P

P
P
P
P

2 2
2 2
2 4
4 4
4 4
4 4
2 TIME AND TEMPERATURE RELATIONSHIP
2 PREVENT CONTAMINATION BY HANDS
1b. Food safety certification

2. Communicable disease; reporting, restrictions & exclusions

3. No discharge from eyes, nose and mouth

4. Proper eating, drinking, or tobacco use

5. Hands clean and properly washed; proper glove use

6. Adequate hand washing facilities: supplied and accessible P
P
P
P
P
P

1a. Demonstration of knowledge
P
2 2
2 2
2 4
4 OUT
IN N/A COSN/O Maj Min

CRITICAL RISK FACTORS
The following pose a threat to public health and must be corrected immediately.

EMPLOYEE HEALTH, HYGIENE & KNOWLEDGE
P
P 46. Signs posted; last inspection report available

51. Permit Suspension
PIC/Owner Signature
Help us serve you better by completing a short survey. Visit our website at www.publichealth.lacounty.gov/eh.

Page 1 of 2 ends

EHS Signature

MELISSA HOSSEINI
v 1.4
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Packet Pg. 556 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

RETAIL FOOD OFFICIAL INSPECTION REPORT
WWW.PUBLICHEALTH.LACOUNTY.GOV/EH
OFFICE: HOUSING AND INST. CHIEF: PATRICK CHUN w
COUNTY OF LOS ANGELES w DEPARTMENT OF PUBLIC HEALTH
3530 WILSHIRE BLVD, STE 1110, LOS ANGELES, CA 90010 - Phone: (213) 351-0288 Facility Name:

Facility Address:

FA: PR: SR: PE:

Inspection Date:

City/Zip: Phone #:

FA0150124 PR0137681 N/A 1634
503 OLYMPIC BLVD SANTA MONICA, CA 90401--331 (310) 581-9825 OPCC ACCESS CENTER 1/31/2021

OVERALL INSPECTION COMMENTS

3. If you are not satisfied with your score or grade on this report, you may be eligible for an Owner Initiated Inspection, which may result in a change in your grade. Contact your Environmental Health office indicated on the front page of this report within 3 business days for eligibility determination and fee information.

1. Failure to correct the violations by the compliance date may result in additional fee for each additional re-inspection.

2. Your signature on this form does not constitute agreement with its contents. You may discuss this content of this report or your grade with the department by contacting the supervisor at the Environmental Health office indicated on page one of this report. Until such time as a decision is rendered by this department, the content of this report and the grade shall remain in effect.

By signing below the Person in Charge/Owner understands the above noted violations and statements.

Posting of the final Score/Grade is required in those cities that have adopted County Ordinance 97-0071 It is improper and illegal for any County officer, employee or inspector to solicit bribes, gifts or gratuities in connection with performing their official duties.

Improper solicitations include requests for anything of value such as cash, free services, paid travel or entertainment, or tangible items such as food or beverages. Any attempt by a County employee to solicit bribes, gifts or gratuities for any reason should be reported immediately to either the County manager responsible for supervising the employee or the Fraud Hotline at (800) 544-6861 or www.lacountyfraud.org. YOU MAY REMAIN ANONYMOUS.

PIC/Owner Signature
Help us serve you better by completing a short survey. Visit our website at www.publichealth.lacounty.gov/eh.

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v 1.4
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Packet Pg. 557 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

OFFICIAL INSPECTION REPORT
COUNTY OF LOS ANGELES w DEPARTMENT OF PUBLIC HEALTH
OFFICE: HOUSING AND INST. w CHIEF: PATRICK CHUN
WWW.PUBLICHEALTH.LACOUNTY.GOV/EH
3530 WILSHIRE BLVD, STE 1110, LOS ANGELES, CA 90010 - Phone: (213) 351-0288 Facility Name:

Owner/Permittee:

Facility Address:

EH Office Number:

FA: FA0150124 PR: N/A SR: N/A CO: CO0262361 PE: 1634
Service:

Result:

Action:

RE-INSPECTION/FOLLOW-UP

CORRECTIVE ACTION NOT REQUIRED

NO FURTHER ACTION REQUIRED
Inspection Date:

Re-inspection Date:
1/31/2021
N/A

OPCC ACCESS CENTER

OCEAN PARK COMMUNITY CENTER
503 OLYMPIC BLVD
(213) 351-0288
City/Zip: SANTA MONICA, CA 90401--331 Phone #:

MELISSA HOSSEINI
Time In: 10:30 AM Time Out: 11:30 AM
Program Identifier: N/A
Email Address: [email protected] EHS:

Mailing Address: 2116 ARLINGTON AVE STE 100, LOS ANGELES, CA 90018

OVERALL INSPECTION COMMENTS
The purpose of this visit is to determine compliance with the current Health Officer Order.

On this date, 1.31.2021, the facility was in-compliance with the Health Officer Order and applicable reopening protocol.

Manager, Kevin Coins, was present and the report was sent via e-mail or US Mail to: [email protected] To keep up to date with the most recent Health Officer Order requirements, please visit our website at:
http://publichealth.lacounty.gov/media/Coronavirus/
It is improper and illegal for any County officer, employee or inspector to solicit bribes, gifts or gratuities in connection with performing their official duties.

Failure to correct the violations by the compliance date may result in additional fees.

Your signature on this form does not constitute agreement with its contents. You may discuss this content of this report by contacting the supervisor at the phone number of the Environmental Health office indicated on front page of this report. Until such time as a decision is rendered by this department, the content of this report shall remain in effect.

By signing below the Person in Charge/Owner understands the above noted violations and statements.

EHS Signature
Help us serve you better by completing a short survey. Visit our website at www.publichealth.lacounty.gov/eh.

Page 1 of 1 ends

PIC/Owner Signature

MELISSA HOSSEINI

1.1 75

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Packet Pg. 558 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Protocol for Social Distancing:

Appendix A
Recent Updates: (Changes highlighted yellow)
12/29/2020:
• Definitions added and multiple updates made to incorporate universal physical distancing, face covering use, and other infection control protocols for all businesses, facilities, and sites. • Face coverings must be worn by employees working in cubicles, including cubicles equipped with partitions. This is a temporary measure in compliance with the temporary HEALTH OFFICER ORDER issued on November 28, 2020. The requirement is effective from 12:01AM (PST) on November 30, 2020 until further notice. At all times when eating or drinking, employees must maintain a 6-foot distance from others and should do so outdoors, if possible. Eating or drinking at a cubicle or workstation is preferred to eating in a breakroom.

Business name:

Facility Address:

Maximum Occupancy, per
Fire Code:

Approximate gross square
footage of space open to the
public:

All entities are covered by this guidance and must implement all applicable measures listed below and be prepared to explain why any measure that is not implemented is inapplicable to the entity or site.

In the protocols that follow, the term “household” is defined as “persons living together as a single living unit” and shall not include institutional group living situations such as dormitories, fraternities, sororities, monasteries, convents, or residential care facilities, not does it include such commercial living arrangements such as boarding houses, hotels, or motels.1 The terms “staff” and “employee” are meant to include employees, volunteers, interns and trainees, scholars and all other individuals who carry out work at the site.

The term “visitors” or "customers” should be understood to include members of the public and others who are not staff or employees who spend time at the business or site. The terms “site” and “facility” both refer to the building, grounds, and any adjacent buildings or grounds at which permitted activities are conducted. 1 Los Angeles County Code, Title 22. §22.14.060 - F. Family definition. (Ord. 2019-0004 § 1, 2019.) https://library.municode.com/ca/los_angeles_county/codes/code_of_ordinances?nodeId=TIT22PLZO_DIV2DE_CH22. 14DE_22.14.060F
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Packet Pg. 559 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) A. SIGNAGE
 Signage posting a copy of the Social Distancing Protocol at each public entrance to the facility.

B. MEASURES TO PROTECT EMPLOYEE HEALTH
(CHECK ALL THAT APPLY TO THE FACILITY)
 Everyone who can carry out their work duties from home has been directed to do so. Work processes are reconfigured to the extent practicable to increase opportunities for staff to work from home.  Vulnerable staff (those above age 65, those with chronic health conditions) are assigned work that can be done from home, wherever possible.
 All employees have been told not to come to work if sick and to follow DPH guidance for self-isolation, if applicable.
 Information on employer or government-sponsored leave benefits the employee may be entitled to receive that would make it financially easier to stay at home has been communicated to all employees. See additional information on government programs supporting sick leave and worker’s compensation for COVID-19, including employee’s sick leave rights under the Families First Coronavirus Response Act and employee’s rights to workers’ compensation benefits and presumption of the work-relatedness of COVID19 pursuant to the Governor’s Executive Order N-62-20.  Work processes are reconfigured to the extent possible to increase opportunities for staff to work from home.
 Upon being informed that one or more employees, independent contractor and/or temporary worker tests positive for, or has symptoms consistent with COVID-19 (case), the employer has a plan or protocol in place to have the case(s) isolate themselves at home and require the immediate self-quarantine of all employees that had a workplace exposure to the case(s). The employer’s plan should consider a protocol for all quarantined employees to have access to or be tested for COVID-19 in order to determine whether there have been additional workplace exposures, which may require additional COVID-19 control measures. See Public Health guidance on responding to COVID-19 in the workplace.  Entry screenings are conducted before employees may enter the workspace. Checks must include a check-in concerning cough, shortness of breath, difficulty breathing and fever or chills and whether the individual is currently under isolation or quarantine orders. These checks can be done remotely or in person upon the employees’ arrival. A temperature check should also be done at the worksite if feasible.  In the event that 3 or more cases are identified within the workplace within a span of 14 days the employer must report this cluster to the Department of Public Health at (888) 397-3993 or (213) 240-7821 or online at www.redcap.link/covidreport. If a cluster is identified at a worksite, the Department of Public Health will initiate a cluster response which includes providing infection control guidance and recommendations, technical support and site-specific control measures. A public health case manager will be assigned to the cluster investigation to help guide the facility response.  Employees who have contact with others are offered, at no cost, an appropriate face covering that covers the nose and mouth. The covering is to be worn by the employee at all times during the workday when in contact or likely to come into contact with others. Employees who have been instructed by their medical provider that they should not wear a face covering must wear a non-restrictive alternative, such as a face shield with a drape on the bottom edge, to be in compliance with State directive, as long as their condition permits it. A drape that is form fitting under the chin is preferred. Masks with one-way valves may not be used. Employees need not wear a face covering when the employee is alone in a private office or a cubicle with a solid partition that exceeds the height of the employee when standing.  In compliance with HEALTH OFFICER ORDER FOR CONTROL OF COVID-19: TIER 1 SUBSTANTIAL SURGE RESPONSE issued 12/27/2020, until further notice all employees must wear face coverings at all times except when working alone in private offices with closed doors or when eating or drinking. This requirement overrides the previous exception for employees working in cubicles with solid partitions 77 11.A.t
Packet Pg. 560 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) exceeding the height of the employee while standing is overridden during the effective period of the temporary order.
 To ensure that masks are worn consistently and correctly, employees are discouraged from eating or drinking except during their breaks when they are able to safely remove their masks and physically distance from others. At all times when eating or drinking, employees must maintain at least a six-foot distance from others. When eating or drinking, it is preferred to do so outdoors and away from others, if possible. Eating or drinking at a cubicle or workstation is preferred to eating in a breakroom if eating in a cubicle or workstation provides greater distance from and barriers between workers.  Staff are instructed to wash or replace their face coverings daily.  Occupancy is reduced and space between employees is maximized in any room or area used employees for meals and/or breaks. This has been achieved by:
o Posting a maximum occupancy sign that is consistent with enabling a distance of at least six feet between individuals in rooms or areas used for breaks; and o Staggering break or mealtimes to reduce occupancy in rooms or areas used for meals and breaks; and
o Placing tables at least six feet apart and assuring six feet between seats, removing or taping seats to reduce occupancy, placing markings on floors to assure distancing, and arranging seating in a way that minimizes face-to-face contact. Use of partitions is encouraged to further prevent spread but should not be considered a substitute for reducing occupancy and maintaining physical distancing.
 Where possible, outdoor break areas have been created and are equipped with shade covers and seating that enables employees to maintain a 6-foot physical distance at all time from others.  All desks or individual workstations are separated by at least six feet.  Break rooms, restrooms, and other common areas are being disinfected hourly, on the following schedule:
o Break rooms: ___________________________________________________________ o Restrooms: ___________________________________________________________ o Other: ___________________________________________________________  Disinfectant and related supplies are available to all employees at the following location(s):
_________________________________________________________________________________  Hand sanitizer effective against COVID-19 is available to all employees at the following location(s):
_________________________________________________________________________________  Soap and water are available to all employees at the following location(s):
_________________________________________________________________________________  Employees are allowed frequent breaks to wash their hands.  Each worker is assigned their own tools, equipment and defined workspace. Whenever possible, sharing held items (e.g., phones, tablets, laptops, desks, pens, etc.) is minimized or eliminated.  All policies described in this checklist other than those related to terms of employment are applied to staff of delivery and any other companies who may be on the premises as third parties.  Copies of this Protocol have been distributed to all employees.  Optional—Describe other measures:
____________________________________________________________________________________ 78 11.A.t
Packet Pg. 561 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) C. MEASURES TO ENSURE PHYSICAL DISTANCING
(CHECK ALL THAT APPLY TO THE FACILITY)
 Limit the number of persons within the site at any one time, which allows for customers/visitors and employees to easily maintain at least six-foot distance from one another at all practicable times.  Maximum number of persons permitted in the facility to adhere to physical distancing requirements: _____  Post an employee at the door to ensure the maximum number of persons in the facility is not exceeded. o The facility or site monitors all entrances in order to track and limit occupancy. Where possible, provide a single, clearly designated entrance and separate exit to help maintain physical distancing. o Be prepared to queue customers/visitors outside while still maintaining physical distance, including through the use of visual cues. If necessary, an employee (or employees if there is more than one entrance) wearing a face covering may be posted near the door but at least 6 feet from the nearest customers to track occupancy and to direct customers/visitors to line up six feet apart outside the entrance if the facility has reached its occupancy limit. o On-property security staff actively remind and encourage customers/visitors and the public to comply with the physical distancing standards, face covering requirements and remind patrons and visitors that on-site eating and drinking is not permitted.  If applicable, seating is reconfigured to ensure that all attendees/visitors are able to maintain a physical distance of at least 6 feet between themselves and others who are not members of their household.  Optional-Describe other measures:
____________________________________________________________________________________ D. MEASURES TO KEEP PEOPLE AT LEAST SIX FEET APART
(CHECK ALL THAT APPLY TO THE FACILITY)
 Placing signs outside the facility reminding people to be at least six feet apart, including when in line.  Placing tape or other markings at least six feet apart in customer line areas inside the facility or site and on walkways at public entrances with signs directing customers to use the markings to maintain distance.  Separate order areas from delivery areas to prevent customers/visitors from gathering, if applicable.  All employees/visitors have been instructed to maintain at least six feet distance from customers and from each other, and persons who are not within their household, except employees may momentarily come closer when necessary to accept payment, deliver goods or services, or as otherwise necessary.  Provide clearly designated entrances and separate exits, if feasible and appropriate for the space, to help maintain physical distancing and support crowd control. Wherever possible, doors should be left open if they do not open and close automatically.
 If applicable, institute one-way aisles or walkways to support physical distancing.  If applicable, elevator capacity is limited to 4 individuals or fewer at a time for any elevator that does not allow for 6-foot physical distance between riders. All riders are required to wear face coverings. Consider elevator sizes, number of building floors, and daily number of employees to establish physical distancing guidelines appropriate for elevator riders.
 If applicable, stairwells have been opened for “up” or “down” traffic with increased cleaning of stairwells.  Optional—Describe other measures:
____________________________________________________________________________________ E. MEASURES THAT COMMUNICATE TO THE PUBLIC (CHECK ALL THAT APPLY TO THE

FACILITY)
 A copy of this protocol is posted at all public entrances to the facility. 79 11.A.t
Packet Pg. 562 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)  Signage posted at all entrance(s) to the facility or site reminds customers to maintain physical distancing of six feet, the need to wear a face covering at all times, the importance of regular handwashing or use of hand sanitizer and the need to stay home if they are feeling ill or have symptoms of COVID-19.  Signage throughout the facility or site reminds customers that there is no eating or drinking anywhere on site.
 Signage throughout the facility or site indicates to customers where to find the nearest hand sanitizer dispenser.
 Online outlets of the establishment (website, social media, etc.) provide clear information about the hours of operation, required use of face coverings, limited occupancy, any policies in regard to prescheduling appointments or reservations, preordering, prepayment, pickup and/or delivery and other relevant issues.

F. MEASURES TO PROMOTE INFECTION CONTROL
 Visitors arriving at the establishment are reminded of the requirement to wear a face covering at all times while in the facility or on the grounds of the facility. This applies to all adults and to children 2 years of age and older. Only individuals who have been instructed not to wear a face covering by their medical provider are exempt from wearing one. To support the safety of your employees and other visitors, a face covering should be made available to visitors who arrive without them.  Symptom checks are conducted before visitors may enter the facility. Checks must include a check-in concerning cough, shortness of breath, difficulty breathing, fever or chills and whether the individual is currently under isolation or quarantine orders. These checks can be done in person or through alternative methods such as on-line check in systems or through signage posted at the entrance to the facility stating that visitors with these symptoms may not enter the premises.  The HVAC system is in good, working order; to the maximum extent possible, ventilation has been increased. Consider installing portable high-efficiency air cleaners, upgrading the building’s air filters to the highest efficiency possible and making other modifications to increase the quantity of outside air and ventilation in offices and other spaces. See public health guidance on how to optimize ventilation.  Contactless payment systems are in place or, if not feasible, payment systems are sanitized hourly.

Describe: ________________________________________________________________________  Common and high traffic areas, and frequently touched objects (e.g., handrails, elevator controls, doorknobs or handles, credit card readers, elevator buttons, escalator handrails, etc.) are disinfected on an hourly basis during business hours using EPA approved disinfectants following the manufacturer’s instructions for use.
 Workspaces and the entire facility are cleaned at least daily, with restrooms and frequently touched areas/objects cleaned hourly. Shopping center hours have been adjusted to provide adequate time for regular deep cleaning and product stocking.
 Public restrooms are sanitized on an hourly basis using EPA approved disinfectants and following the manufacturer’s instructions for use, on the following schedule:
_____________________________________________________________________________  Public drinking water fountains are turned off and have signs informing customers that they are inoperable.  Customers/visitors arriving at the facility with children must ensure that their children stay next to a parent, avoid touching any other person or any item that does not belong to them, and are masked if age permits.  Customers/visitors have access to proper sanitation products, including hand sanitizer, tissues and trash cans.
 Providing for contactless payment systems or, if not feasible, sanitizing payment systems regularly.

Describe:
___________________________________________________________________________________ 80 11.A.t
Packet Pg. 563 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)  Optional-Describe other measures (e.g. providing senior-only hours):
___________________________________________________________________________________ G. MEASURES FOR FACILITIES OR SITES THAT ARE OPEN TO THE PUBLIC  Restrooms normally open to the public shall remain open to the public.  Disinfecting wipes that are effective against COVID-19 are available near shopping carts and shopping baskets, if applicable.
 Employee(s) assigned to disinfect carts and baskets on an hourly basis, if applicable.  Hand sanitizer, soap and water, or effective disinfectant is available to the public at or near the entrance of the facility, at checkout counters, and anywhere else inside the store or immediately outside where people have direct interactions.
 Disinfecting all payment portals, pens, and styluses on an hourly basis.  Disinfecting all high-contact surfaces hourly.

H. MEASURES THAT ENSURE EQUITABLE ACCESS TO CRITICAL SERVICES  Services that are critical to customers/visitors have been prioritized.  Transactions or services that can be offered remotely have been move on-line.  Measures are instituted at the facility to assure access for goods and services for customers/visitors who have mobility issues and/or are at high risk in public spaces.  Optional- Describe other measures:
_________________________________________________________________________________ Any additional measures not included above should be listed on separate pages, which the facility should attach to this document.

You may contact the following person with any
questions or comments about this protocol:

Facility Contact Name:

Phone number:

Date Last Revised:
81 11.A.t
Packet Pg. 564 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Joint Recommendations from Department of Health Services (DHS), Department of Public Health (DPH), Los Angeles Homeless Services Authority (LAHSA), and Department of Mental Health (DMH)
This guidance will be used as a reference guide for interim housing sites receiving DHS, DMH, and LAHSA funding. Interim housing sites are expected to follow these guidelines to remain in compliance with funder expectations.

TABLE OF CONTENTS

INTRODUCTION
…………………………………………………………………………………………………
2 STEPS TO PROTECT HEALTH AND SAFETY OF CLIENTS AND STAFF ………………………
3 DESIGNATE AN INFECTION CONTROL OFFICER ………………………………………………………………. 3 MAINTAIN ACCURATE ROSTERS OF CLIENTS ………………………………………………………………….. 3 DECOMPRESS INTERIM HOUSING SITES …………………………………………………………………………. 3 MATCH RESIDENT PROFILE TO SITE CAPACITY ……………………………………………………………….. 4 IMPLEMENT CLIENT COHORTING ………………………………………………………………………………….. 5

REFER COVID-POSITIVE OR SYMPTOMATIC CLIENTS TO MEDICAL SHELTERS (ISOLATION AND QUARANTINE SITES) ……………………………………………………………………………………………… 7 USE OF APPROPRIATE FACE COVERINGS BASED ON EXPOSURE RISK …………………………….. 7 IMPLEMENT AND MAINTAIN PHYSICAL DISTANCING ……………………………………………………. 8 BED POSITIONING ……………………………………………………………………………………………………….. 9 USE OF PERSONAL PROTECTIVE EQUIPMENT (PPE) ……………………………………………………… 9 IMPLEMENT AND MAINTAIN A CLEANING/DISINFECTION REGIMEN ……………………………. 10 ENSURE PROPER VENTILATION/AIR CIRCULATION ……………………………………………………….. 11 COVID SCREENING …………………………………………………………………………………………… 12
COVID TESTING ……………………………………………………………………………………………….. 13 SURVEILLANCE TESTING ……………………………………………………………………………………………….. 13 WHAT IF CLIENTS OR STAFF REFUSE TO BE TESTED? …………………………………………………….. 14 DIAGNOSTIC TESTING …………………………………………………………………………………………………… 15 OUTBREAK TESTING …………………………………………………………………………………………………….. 15 CONTACT TRACING TESTING ………………………………………………………………………………………… 16 REFUSAL OF ISOLATION/QUARANTINE ORDERS ………………………………………………………….. 16 NEW ADMISSIONS ………………………………………………………………………………………….. 16
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Packet Pg. 565 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) REFERRALS FROM NON-ACUTE CARE SETTINGS …………………………………………………………… 17

ADDITIONAL STAFF CONSIDERATIONS
…………………………………………………………….
18 FINAL NOTE ……………………………………………………………………………………………………. 18

SUMMARY OF EXPECTATIONS FOR IH SITE OPERATORS
………………………………….
18 RESOURCES ……………………………………………………………………………………………………. 20

INTRODUCTION
Operating an interim housing (IH) site in the time of COVID is challenging. Unfortunately, the threat of COVID will not diminish in the near future. Learning how to live in the “new-normal” and incorporating COVIDcontainment activities into usual operations is essential.

Recommendations may change as we learn more about the virus and ways to lessen its impact on Los Angeles County’s residents, economy, and overall well-being. For people experiencing homelessness (PEH), adhering to infection control guidelines is especially hard. Furthermore, decompression and physical distancing guidelines may mean serving fewer people.

Our goals are to prevent people from being exposed to COVID-19, becoming ill, needing hospitalization, or dying from the coronavirus. Until our community has developed immunity, either naturally or through vaccination, we must follow tight infection control guidelines set forth by federal, state, and county public health officials. This document sets guidelines and defines expectations for best practices within interim housing sites. They reflect policies of LA County DPH, the Centers for Disease Control and Prevention (CDC), and the U.S. Department of Housing and Urban Development (HUD) on IH site operations during the time of COVID.

To support IH providers with the implementation of these guidelines DHS COVID response teams (CRTs), DPH environmental health (EH) specialists, DPH public health nurses (PHNs) from Community and Field Services (CFS), and/or your funders at DHS Housing for Health, LAHSA, and DMH will provide regular site visits, training, and technical assistance. These teams will interact with you at as needed to resolve any COVID-19 issues that arise at your site.

Over the next few months, a DHS CRT will come to your location and complete an in-person site visit.

Following this site visit, your team will receive a summary statement of COVID-related findings/recommendations. This report will be shared with your management and funders. With the help of the CRT and your funder(s), you will be expected to institute any changes required to increase the safety and efficacy of your operations. The CRT will also help you establish processes to provide COVID testing to your clients and staff. As the CRTs will not be deployed permanently, it is expected that your site will develop the 83 11.A.t
Packet Pg. 566 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) capacity to do COVID-related infection control and surveillance testing on an ongoing basis.

A COVID outbreak is currently defined as one or more people with a positive COVID-19 test or two or more people who have developed symptoms within the same 14-day period but have not been tested or not yet gotten results. If your site has an outbreak, DPH will send a team to guide you through outbreak investigation, testing, and contact tracing. Once the outbreak investigation is closed, your site can resume regular COVID infection control and surveillance activities.

Thank you for your service. We look forward to working with you to ensure the health and wellbeing of people experiencing homelessness.

STEPS TO PROTECT THE HEALTH AND SAFETY OF CLIENTS AND STAFF:

Facilities in Los Angeles County must follow County protocols that apply to general infection control or to specifics related to the type of work they do. Protocols and guidelines for the County can be found online.

Other sources with important information about infection control practices and other relevant issues are the Centers for Disease Control and Prevention, the Department of Housing and Urban Development, the National Healthcare for the Homeless Council, and the California Department of Public Health (see Resource page at the end of this document for links to these resources).

DESIGNATE AN INFECTION CONTROL OFFICER
A first step in assuring safety of staff and residents is to identify a point person at your site for prevention efforts. The infection control officer should be familiar with these guidelines and be able to regularly provide training updates and technical assistance to your staff and clients. The DHS CRT will help train your infection control officer in current COVID containment guidelines as well as indicate where to find updated guidelines, as these change frequently. Duties of the infection control officer should include scheduled quality assurance checks to ensure that staff and clients are following infection control guidelines. The infection control officer should ensure that facility cleaning and disinfection is occurring regularly and adequately. The infection control officer can be the point of contact for the DHS CRTs, DPH, and your funder(s) for all things COVIDrelated.

MAINTAIN ACCURATE ROSTERS OF CLIENTS
Effective infection control, outbreak investigation, and contact tracing require that facilities maintain accurate rosters of clients with identifying information, including name, DOB, race/ethnicity, check-in date, check-out date and start and end dates for quarantine or isolation as necessary. When an exposure or outbreak has been identified at your facility, having this information ready allows DPH to respond more quickly in the outbreak investigation and contact tracing.

DECOMPRESS INTERIM HOUSING SITES

1. Define your maximum occupancy: There is no easy formula to determine the safest maximum occupancy at your site. Many interim housing sites comprise several rooms of different sizes and 84 11.A.t
Packet Pg. 567 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) configuration; maximum occupancy rates have to be calculated for each of these separate spaces. In order to determine the ideal occupancy within each space, different variables (e.g. bed spacing, ventilation, mask-wearing practices) are considered simultaneously. LA County DPH and the DHS CRTs will help you do this and will consider such factors as:
• How many clients can sleep safely at night in any particular space. Beds should be placed at least 6 feet apart when possible, and positioned head-to-toe, with heads positioned as far apart as possible. We will work with you to find acceptable solutions to maintain maximal distancing while other infection control practices (such as good mask/face covering wearing, regular disinfection, good ventilation, and ideal physical distancing in common areas) are maintained. • How many clients can be safely accommodated for meals. If your only option for mealtimes is a single, congregate dining area, consider how many people can safely line up to receive meals and how many people can be accommodated while maintaining 6 feet of physical distancing between any two individuals. Alternatives may include staggered mealtimes, using the dining area for residents to pick up food and eat in smaller settings or outdoors, or moving mealtimes fully outdoors when weather permits.
• How many clients can be safely accommodated in common areas so that chairs are placed 6 feet apart. There should be no more than 10 persons at any time in common areas. • How many clients can bathroom facilities accommodate while maintaining physical distancing of 6 feet between any two people at any time.
• How many clients can safely use bathrooms and showers based on your capacity to disinfect the space regularly. Do you have the staffing needed to be able to disinfect the bathroom at least three times a day and the eating area after each cohort?

2. The recommendations for safe operations of interim housing sites during the COVID pandemic are drawn from federal, state, and county guidelines. If following these recommendations pose financial hardships, please confer with your funder(s).

3. Clients may not be refused shelter at your site based on their refusal to test for COVID-19 or inability to adhere to physical distancing or quarantine rules. Contact your CRT for guidance on how to manage these situations.

4. Similarly, restricting entry based on the amount of time that clients stay outside IH sites is not advised.

Clients should be allowed back into IH sites regardless of how long they have been outside and regardless of the number of times they go in and out of the site. Clients can be exposed to COVID during a fifteen-minute walk to the corner store so limiting time outside is no guarantee of safety.

Conversations with your clients and general observations of their infection control practices can help stratify your clients with regards to their infectious risk.

MATCH RESIDENT PROFILE TO SITE CAPACITY

1. Cohorting is an important strategy for minimizing the risk of COVID-19 spread. Cohorting means keeping residents who may spread the virus – those who are infected and those who have been exposed – away from other residents until their infectious period is over. DHS, LAHSA, and DMH will be 85 11.A.t
Packet Pg. 568 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) working with you to determine whether you have capacity to safely house residents in all three categories (infected, exposed, or neither) and if that is not feasible, what steps you will need to take for clients who are infected and/or exposed.
• IH sites that have in-house nursing staff or partnerships with medical teams may be ideal sites for cohorting the more medically vulnerable/older clients. • IH sites that serve a population who do not come and go from the facility could be a better fit for older or more medically vulnerable clients. Clients who frequently go in and out of the IH site or those who cannot adhere to infection control guidelines should either be cohorted separately or referred to an IH site that has capacity to do so. • IH sites that have multiple dormitories (each with separate showers/restrooms) are better suited than other sites to maintain separate cohorts of clients who are at increased risk of becoming infected, spreading infection, or developing more severe illness, including:
o Clients who are older or more medically vulnerable
o Clients in quarantine whose test results are pending
o Clients who decline to be tested for COVID
o Clients who frequently go in and out and as a result are at a higher risk for carrying COVID into an IH site
• If you think that your IH site can play a role in cohorting or specializing in a particular subpopulation discussed above, have a discussion with your funder(s).

2. The examples above point to factors that might make a site appropriate for cohorting and/or for housing more vulnerable clients. Certain interim housing layouts and staffing models make it challenging to implement COVID prevention practices. IH sites that have high client turn-over (overnight), large dormitories (greater than 20 beds per dormitory), limited restroom/shower capacity, and a limited number of unique areas for cohorting (i.e., segregating different groups of people by infectious risk) are at higher risk for COVID transmission. • Facilities with one or more of these constraints should aim to serve the less medically vulnerable clients. These include:
o Younger clients
o Clients with no underlying physical health conditions o Clients who can follow infection control guidelines
o Clients who have already had COVID
• Clients who are more medically vulnerable or less able to follow infection control guidelines should be moved to other sites:
o Refer medically vulnerable clients to Project Room Key, to IH sites with smaller dormitories and/or greater capacity for cohorting, or sites that have medical staff.

IMPLEMENT CLIENT COHORTING

1. If possible, designate separate areas for different groups of IH clients. Your facility can create these areas within one facility or share areas across facilities. These plans can be created in conjunction with your funder(s). Client choice should be accommodated in arranging placements as long as it does not conflict with maintaining maximal safety for all clients and staff. 86 11.A.t
Packet Pg. 569 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

2. The following cohorts should be considered when designating segregated spaces:
a. General Uninfected Cohort: This area could house the majority of your clients who have tested negative within the last four weeks. Clients in this area should follow infection control practices and agree to be tested on a monthly basis.
b. Untested Cohort: This area could house new admissions or other individuals who are awaiting testing or test results. This area should have separate bathrooms/showers from the general area or have scheduled shower times to allow for adequate disinfection between cohorts. Untested clients should receive their meals separately and not congregate with the general cohort until they have tested negative. If you have not yet arranged for routine COVID testing at your site, please reach out to your CRTs and funder(s) for guidance. • If space allows, designate a separate area and bathroom for individuals who consistently decline testing. Ideally, a separate entry and exit way should be identified for these individuals to come and go from the IH site. If that is not possible, these individuals could be referred to an IH site in which they can be safely managed. c. High Vulnerability Cohort: Medically vulnerable individuals should be referred to Project Room Key, recuperative care centers, or other appropriate interim housing sites. If this is not possible, designate an area for vulnerable clients. This area will house older individuals and those with chronic medical conditions that place them at higher risk of serious illness or death should they contract COVID. These individuals may leave the IH site on a less regular basis and may benefit from being kept apart from clients who come and go from the facility on a regular basis. These individuals need closer monitoring by staff. Staggered meals and shower times with thorough disinfection between use can reduce their risk of COVID infection. If your facility is unable to fulfill these criteria, refer to IH sites that can better manage vulnerable clients. Discuss these options with your CRTs and funder(s).
d. High Exposure Cohort: This area could house clients whose activities inside and outside of the IH site may put them at higher risk for COVID exposure but who do not have a specific known exposure to someone with confirmed COVID-19. These clients may not adhere to wearing masks or physical distancing and/or spend most of the day outside in high-risk environments.

This area should have separate bathrooms/showers or have scheduled shower times to allow for adequate disinfection between cohorts. Clients should receive their meals separately and not congregate with the general population.
e. Symptomatic Persons Cohort: This area would house those with classic symptoms of COVID-19, while waiting for transport to an isolation and quarantine (IQ) site. This area could also house those clients who are developing symptoms that are suggestive of COVID-19 but not yet definitive.

3. For many IH sites, it is not possible to have five different areas. Consult the DHS CRTs or your funder(s) to determine if designated areas are possible and which sub-populations you could easily accommodate. For instance, if your IH site has a large number of people who do not adhere to infection control practices and come and go frequently from your facility, you may want to designate two areas in your IH site: One to house vulnerable (but uninfected) clients who are encouraged to stay in place and one to house clients who frequently go in and out of the IH site. Perhaps your IH site can only have a small area for symptomatic persons with a separate one for the general cohort. 87 11.A.t
Packet Pg. 570 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

4. Work with your funder(s) to establish collaborations with other IH sites to create additional cohort areas. For example, an IH site that has space for only one cohort could house persons who decline testing while the other IH site could house vulnerable clients enabling both sites to improve client safety.

REFER COVID-POSITIVE OR SYMPTOMATIC CLIENTS TO MEDICAL SHELTERS (ISOLATION AND QUARANTINE SITES)
The County has established sites that serve as back-up facilities to house individuals who do not have safe alternative sites for isolation or quarantine. These medical shelters, or IQ (Isolation and Quarantine) sites, can accept residents by referral from IH sites that have clients who are COVID-positive, have COVID-like symptoms, or who are medically vulnerable with known exposure to COVID. Access to IQ sites county wide is through the DPH call center: 833-596-1009, 8:00 am to 8:00 pm daily. Make sure to isolate the individual for whom placement is sought at your site while you call to find an appropriate alternative location.

IH sites can choose to isolate or quarantine individuals on site for the duration of infectiousness instead of referring to an IQ site; these sites must, however, demonstrate ability to create and maintain strict infection control protocols to operate these areas within their facility. IH sites should discuss their plans for cohorting and submit policies and procedures for operating isolation or quarantine units within their facilities with their funder(s). At a minimum, isolation areas at an IH site should have four walls with a closing door, a separate air flow system, a separate bathroom and shower area, a separate eating area, and an area for putting on and taking off personal protective equipment (PPE). At this time, we still highly recommend that clients who are COVID-positive, those who have had a high-risk exposure to someone who is COVID-positive, and those who are exhibiting symptoms consistent with COVID be referred to designated IQ sites as opposed to kept in isolation areas in your facility.

USE OF APPROPRIATE FACE COVERINGS BASED ON EXPOSURE RISK The guidance above is specific to IH sites providing congregate care to vulnerable populations. This section moves on to infection control measures that IH sites must implement. These measures are applicable to all businesses operating in the County.

Face coverings protect others from possible exposure to respiratory droplets that may come from the mouth when we talk, sneeze, or cough. All clients must wear cloth face coverings at all times except when eating, smoking, bathing, or sleeping. All staff who are working onsite must wear cloth face coverings at all times when contact with others is possible. Face coverings are not required, however, when staff are working alone in private offices or in cubicles that are enclosed up to standing height. Sites must provide one or more face coverings to staff who are required to wear them. Staff and clients should be instructed to wash their face coverings daily.

Cloth face coverings are satisfactory for general infection control, however, health care workers, first responders, and others who are working directly with ill clients need to wear surgical masks as discussed below.

Post visual reminders (you may wish to use this DPH poster) for clients and staff throughout the facility, 88 11.A.t
Packet Pg. 571 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) reminding them to wear face coverings. Anecdotally, facilities that have clear signage, provide consistent reminders, and incentivize use of face coverings are reported to be better able to achieve universal wearing of face coverings. Clients who cannot or will not wear masks or face coverings due to cognitive issues, behavioral issues, or personal preference should not be exited from an IH program. These clients should be counseled and incentivized to wear masks. If these efforts are ineffective, contact your CRTs and funder(s) for guidance.

Options for management of clients who will not wear face coverings or masks despite counseling and incentives include:
• Placing these clients in a separate area that has its own restrooms/showers and ideally, have a separate entry and exit way.
• Restricting client movement within the IH site.
• Requiring these clients to eat in isolation.
• Having these clients tested more frequently for COVID-19 if that is feasible. • Assuring that staff are fully gowned with a surgical mask or N95 respirator and eye protection (goggles or face shield) when interacting with these clients.
• Referring these clients to an IH site that is better able to serve the client (consult your CRTs and funder(s).)
If a client poses a serious threat to others (e.g. client is known COVID-positive and deliberately coughs in someone’s face), IH staff can call DPH to request a consultation to determine if a Health Officer’s Order is warranted. DPH can also advise on how to engage officers to safely escort the client from the IH site. In these circumstances, call (213) 288 - 8522 and request to speak with a DPH physician about the need for a Health Officer’s Order.

IMPLEMENT AND MAINTAIN PHYSICAL DISTANCING
Enforce 6-foot physical distancing among clients and staff at all times. Have visual reminders for clients and staff posted throughout the facility reminding them to stay 6 feet apart. Discourage any close contact, including handshakes, hugs, and fist bumps.

Assign staff to monitor congregate areas and to ensure that people maintain 6-foot distancing when they queue up to enter the IH site, pick up meals, smoke, shower, or visit the infirmary.

Other recommendations include:
• Place colored tape demonstrating 6-foot separations in areas where people must congregate or line up.
• Stagger mealtimes or other organized activities to reduce the number of clients in one place at the same time.
• Remove or block off (i.e. mark an “X” with duct tape) couches or adjoined seating spaces to maintain 6- foot physical distancing in common areas, smoking areas, and dining areas. • Remove chairs so that dining tables that are less than 6 feet long only have one chair. 89 11.A.t
Packet Pg. 572 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Place computers in staff and client areas 6 feet apart. • Schedule staff breaks (including meals) at different times and re-arrange staff lounges to ensure that all seating is 6 feet apart.
• Consider placement of physical barriers between clients and staff at desks or registration windows. • Consider ways to make physical distancing between clients and staff easier:
o Establish and post maximum occupancy limits for common rooms (such as TV rooms or recreational areas) so that the maximum allows for 6 feet between people and never exceeds 10 people.
o Establish and post maximum occupancy limits for bathrooms and showers. o Anchor chairs in smoking areas at least 6 feet apart.

BED POSITIONING
• For single beds, ensure that beds/mats are at least 6 feet apart with clients in adjacent beds arranged head-to-toe to maximize distance between faces.
• If this ideal bed positioning is not possible, confer with your DHS CRTs and funder(s). They will consider other variables (e.g. ventilation in the sleeping area, mask-wearing culture, cleaning/disinfection practices) to help you come up with ideal spacing solutions. • For bunkbeds that are positioned next to each other or across from one another:
o Position beds at least 6 feet apart.
o Ideally, place only one person per bunk bed unit (either the top or the bottom bunk). o Ensure the patient’s lying position is head to toe on adjacent bunk beds, so positioning allows for the least transmission risk possible.
• If this ideal bunk bed positioning is not possible, confer with your DHS CRTs and funder(s). They will consider other variables (e.g. ventilation in the sleeping area, use of cloth or other between-bed barriers, cleaning/disinfection practices) to help you come up with ideal spacing solutions. • Confer with your funder(s) for guidance on bed positioning to maximize occupancy and safety for all clients.
• Email your DHS CRT ([email protected]) to discuss options and recommendations when ideal bed positioning is not possible.

USE OF PERSONAL PROTECTIVE EQUIPMENT (PPE)
Ensure that the IH site has an adequate supply of personal protective equipment (PPE) for medical and cleaning staff. If you have difficulty procuring PPE through regular supply chains, let your CRT and your funder(s) know. PPE should be kept in a locked area and distributed by designated staff. All staff should be properly trained in the use and reuse of PPE. PPE, including gloves, surgical masks, N95 respirators, face shields, and gowns, are to be used in the following ways:
• Funder(s) will expect a calculated “burn rate” of PPE at each site and will expect to find a 2-week inventory of PPE in stock at any given time. The CRTs will aid in calculating the “burn rate”. • Gloves should be worn when screening clients for COVID on entry, when cleaning/disinfecting surfaces, disposing of trash, doing laundry, and handing out or receiving objects (such as food trays, pillboxes, or 90 11.A.t
Packet Pg. 573 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) linens) to clients. All gloves should be disposable and worn only once for a maximum of 30 minutes, as staff are encouraged to wash their hands every 30 minutes. • Surgical masks or cloth face coverings should be worn at all times by staff members and clients. Masks and face coverings do not need to be worn during sleep. Surgical masks can be worn for the entire day as long as they do not become wet or soiled. Cloth face coverings should be washed and dried every day.
• N95 respirators and face shields should only be used by cleaning staff when they are cleaning toilets, shower stalls, or sinks where the risk of splash or aerosolization is high. They may also be worn by staff who have close contact with clients not wearing masks or those with COVID symptoms. Wearing a face mask over the N95 respirator can allow the N95 to be used again. An N95 can be placed inside of a paper bag between uses and can be reused if it has not become visibly soiled or wet. • Gowns and face shields or other eye protection should be used by staff laundering potentially contaminated materials as well as by staff cleaning toilets, shower stalls, or sinks where the risk of splash or aerosolization is high. Face shields can be reused if cleaned/disinfected after use and left to dry. Gowns should also be used by staff examining or testing clients with potential COVID infection. • Re-washable gowns should be washed daily and dried before use. Disposable gowns can be reused only if not soiled or damaged.
• Medical staff who are performing exams on clients with unknown COVID status or staff with close contact to clients in quarantine in the setting of an outbreak investigation should wear gloves, surgical mask, and eye protection, such as googles or face shields. • Isolation and quarantine areas should be clearly indicated with signage for staff indicating the need for appropriate PPE.
• All sites should have trash receptacles with lids adjacent to any area where people will put on and take off PPE. There is no need, however, for special waste disposal for PPE at IH sites. PPE can be placed in regular waste bins and handled as regular trash.

IMPLEMENT AND MAINTAIN A CLEANING/DISINFECTION REGIMEN
To foster frequent (i.e. every 30 minutes) cleaning of hands by client and staff:
• Make sure that bathrooms and sinks are adequately stocked with soap and disposable paper towels at all times.
• Provide alcohol-based hand sanitizers that contain at least 60% alcohol at key points within the facility (e.g. registration desks, entrances/exits, eating areas).

To limit the spread of COVID due to contact with contaminated surfaces:
• Assign your infection control officer to oversee cleaning and disinfection and to ensure that it occurs consistently and frequently throughout the day.
• Train cleaning staff in the use of PPE and how to use cleaning and disinfection chemicals. • Post cleaning logs outside of bathrooms/showers, sleeping areas, meal areas, and other common areas.

Facility cleaning recommendations can be found on the CDC/HUD/DPH websites (see resource list at the end of this document) and include:
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Packet Pg. 574 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Clean surfaces using soap and water first. Then use an EPA registered household disinfectant (on List N) to disinfect. Bleach is a cheap and effective disinfectant. • Clean and disinfect bathrooms at least three times a day. If a shower is shared by COVID-positive and COVID-negative/unknown clients, all the COVID-positive clients should shower separately, and the shower should be cleaned before use by others. Cleaning staff should wear full PPE, including an N95 respirator, face shield, disposable gown, and gloves when they are cleaning toilets, shower stalls, or sinks where the risk of splash or aerosolization is high. • Clean and disinfect frequently touched surfaces after every use or at least every hour. These surfaces include tables, chairs, doorknobs, light switches, countertops, handles, desks, phones, keys, faucets, refrigerator handles, microwaves, remote controls, keyboards, elevator buttons, grab bars, railings, etc.
• Frequently empty trash cans to avoid spillage of soiled materials onto the floors and other surfaces.

Laundry recommendations can be found on the CDC website and include:
• Cloth face coverings used by clients and staff should be laundered daily. • Individualized linens/towels should be provided so cross-contamination between clients is minimized. • Linens/towels that are not individualized should be laundered daily. • Laundry staff should wear disposable gowns, gloves, face mask, and face shield while doing laundry. • Launder with an appropriate amount of detergent at the warmest setting possible.

ENSURE PROPER VENTILATION/AIR CIRCULATION
Review the status of the ventilation system with the person in charge of that system at your site (for example, the building engineer or manager). Working with that person, ensure that ventilation systems in the IH site operate properly and take appropriate steps to improve ventilation in the IH site:
• Increase the percentage of outdoor air (e.g. using economizer modes of HVAC operations) as high as 100% (first verify compatibility with HVAC system capabilities for both temperature and humidity control as well as compatibility with outdoor/indoor air quality considerations). • Increase total airflow supply to occupied spaces if possible. • Consider using natural ventilation (i.e., opening windows and doors if possible and safe to do so) to dilute indoor air when environmental conditions and building requirements allow. • Disable demand-control ventilation (DCV) switches that reduce air supply based on temperature or occupancy.
• Consider keeping the building ventilation system on at all times to maximize dilution ventilation. • Ensure exhaust fans in restroom facilities are operating at full capacity when the building is occupied. • Improve central air filtration:
o Increase air filtration to as high as possible (MERV 13 or 14) without significantly diminishing design airflow.
o Inspect filter housing and racks to ensure that filters fit properly. Check for ways to minimize filter bypass.
• Consider using ultraviolet germicidal irradiation (UVGI) as a supplement to help inactivate the virus. 92 11.A.t
Packet Pg. 575 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Consider using portable high-efficiency particulate air (HEPA) fan/filtration systems to help enhance air cleaning (especially in higher risk areas).
• Work with an HVAC specialist to generate clean-to-less-clean air movement by re-evaluating supply and exhaust air diffusers and/or dampers and adjusting zone supply and exhaust flow rates to establish measurable pressure differentials. Have staff work in “clean” ventilation zones that do not include higher-risk areas such as visitor reception or exercise facilities (if open).

COVID SCREENING

IMPLEMENT AND MAINTAIN COVID SCREENING
All clients and staff should be screened on entry into the facility. Minimize entry of visitors who are not required for the operation of the facility.

Screen clients and staff as described below for COVID-symptoms or fever at least once per day. Consider screening older (>65 yo) or medically frail clients twice per day. Staff who conduct temperature and symptom screening should undergo regular training on COVID symptoms, how to use a thermometer, and how to isolate individuals who are symptomatic or febrile. Staff performing temperature screens should wear surgical masks, gloves, and face shields. Information gathered during screening should be collected on a log and available for inspection by the IH site infection control officer. Ensure those being screened are wearing face coverings.

Screening procedures for clients/staff/visitors:
• Take the client’s temperature using an infrared thermometer. • Ask the client if they have been exposed to anyone with COVID over the past two weeks. • Ask:
o Have you had a fever or chills in the past day?
o Do you have a new or worsening cough?
o Do you have any shortness of breath?
• If they answer yes to any of the questions, ask if they have any of the following symptoms:
• Posters with visual representation of symptoms can be used to assist with screening process. • If the client has a fever OR a new/worsening cough OR any of the other symptoms, escort them to an isolation room while you arrange for transfer to an IQ site. Notify DPH:
o 213-240-7941 Monday through Friday, 8:00am-5:00pm
o 213-974-1234 weekends, holidays, and after hours, and ask for the on-call clinician • If staff have shortness of breath, cough, fever or chills, or reports other symptoms consistent with COVID-19, they should be instructed to return home to self-isolate. Staff should be instructed to arrange for a test and to report the results to the site. • Clients and staff with no fever (temperature is below 100.4 F) and no worrisome symptoms may enter the IH site.

Fatigue New loss of taste or smell Nausea
Muscle or body aches Congestion or runny nose Vomiting
Headache Sore throat Diarrhea
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Packet Pg. 576 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • If it is hot outside, those with a temperature at or above 100.4 F may “cool down” for ten minutes and be re-checked.
• If the temperature probe is reading below 97, it may be broken. Use another device or read its instructions carefully to ensure that the temperature screener is using it properly.

COVID TESTING

IMPLEMENT AND MAINTAIN COVID TESTING
The Department of Public Health has recommended that COVID testing occur weekly among both clients and staff of IH sites. It is expected that IH sites will develop the capacity to do this testing. In the interim, CRTs from DHS Housing for Health will provide testing as needed, as well as training and technical assistance to help you develop COVID testing capacity.

There are five types of COVID testing that may occur in IH sites:
• Admission testing - Described in the New Admissions section below. • Surveillance testing - Routine/general COVID testing involving weekly testing of a sample of clients or staff to detect people with asymptomatic infection.
• Diagnostic testing - Testing of symptomatic individuals to determine if they have COVID infection. • Outbreak testing - Testing of clients and staff once there is an outbreak investigation. An outbreak is currently defined as one COVID-positive person OR two or more people with COVID-like symptoms within 14 days. Testing of all exposed clients and staff can help determine if COVID has spread within the IH site. Targeted testing may be appropriate in some situations. Testing extent and frequency will be determined by DPH after review of specific site information and test results and will end when no further COVID-positive individuals or symptomatic persons are identified after 14 days. • Contact tracing testing - Testing of people who have been exposed to a known COVID-positive person during their infectious period. For example, if an individual tests positive in an encampment and reports that he spent the night at an IH site two days prior to testing, everyone who was in close contact with that person at the IH site may need to be tested to determine if they were infected.

SURVEILLANCE TESTING
Individuals who have COVID symptoms should be tested as soon as possible. Surveillance testing refers to testing asymptomatic persons at your site. There are two reasons to do surveillance testing of clients and staff in your IH site:
• To identify asymptomatic individuals infected with COVID. This can help link them to necessary medical care and minimize exposure of the general population at your site. • To provide information you need to inform your infection control and client cohorting practices.

DPH has recommended that COVID testing of a subset of clients and staff occur on a weekly schedule. It is expected that your facility will develop the capacity to do this testing on its own. In the interim, COVIDResponse Teams (CRTs) from Housing for Health will provide weekly testing, as needed, as well as training/technical assistance to build capacity. You can develop this capacity by:
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Packet Pg. 577 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Training your existing medical staff to perform COVID tests • Partnering with a local FQHC or mobile clinic to perform COVID tests • Hiring per diem nursing staff to perform COVID tests
Surveillance testing includes testing of clients and staff as follows:
• Client testing: 10-20% of asymptomatic clients should be tested weekly. When deciding which asymptomatic clients to test, you should employ a combined random and targeted sampling strategy. • Random sampling: Random sampling simply means choosing the people who are going to be tested at random. You can test a random sample by going wing by wing or floor by floor within your site and testing various people every week – making sure that you are testing as many different people as possible within a four-week period. Alternatively, you can use a random sampling tool like that found at https://www.randomizer.org/ to randomly select clients. For example, if you have 250 clients and you want to randomly sample 10% for testing, you would use the app to randomly select 25 clients off your roster.
• Targeted sampling: In addition to random sampling, you should select certain individuals to be tested on a weekly basis. These might include:
o Older or more medically vulnerable individuals
o Individuals who come and go out of your IH site frequently o Individuals who have trouble adhering to infection control recommendations (like wearing a face covering or physical distancing)
o Individuals who frequent multiple locations in your IH site (either because of work responsibilities or behavior patterns)
o Individuals who have recently been released from the hospital, jail, or other congregate living facility with COVID-19 outbreaks and were not previously tested • Staff testing: 25% of your staff should be tested on a schedule that will result in testing of all staff members once a month. Testing options include:
o On-site testing
o Staff’s own primary care clinics
o County/city testing sites
If staff receive their tests elsewhere, they should submit their reports privately to the facility human resources or administrative specialist.

WHAT IF CLIENTS OR STAFF REFUSE TO BE TESTED?
Clients: If clients refuse to be tested, they should not be exited from the IH program. Discuss client management options with your funder(s). Options for client management include:
• Quarantine for 14 days during which they are not allowed to come and go until they agree to be tested.
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Packet Pg. 578 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Place them in a “test decliner” dorm as discussed previously under Cohorting. This dorm provides an isolated space, with separated bathrooms/showers and meals. Individuals in this dorm cannot leave this designated dorm to enter other areas of the IH site. • Transfer to another IH site that accommodates “test decliners”.

Staff: If staff refuse to be tested, they will be held to higher infection control standards and cannot eat with other staff or clients. In addition, they will need to disinfect bathrooms or other common use areas after their use and should not come in close contact with older or more medically vulnerable clients. Other options for staff that refuse to be tested:
• Staffing the dorm that houses the clients who refuse to be tested. • Doing work that does not involve contact with clients or other staff.

DIAGNOSTIC TESTING
If a client develops symptoms highly suggestive of COVID, notify the Department of Public Health at 213-240- 7941 from 8:00 am to 5:00 pm, Monday through Friday, or 213-974-1234 (after Hours and weekends Emergency Operator), ask to speak with a physician to report the suspected case. You then have two options:
• Refer them to an IQ site where they will remain until they are safe to return. The IQ site will test them per their protocol. If they test positive, the IQ site will notify DPH which will begin an outbreak investigation. If they test negative, the IQ site will hold them until the isolation period is over for presumed COVID. After the isolation period is over, they do NOT have to test negative before returning to your IH site nor do they have to be quarantined on admission as they have already been isolated for the required period of time.
• COVID test the clients and place them in an isolation area for 10 days at your site AND release them only if, after 10 days, their fever has resolved for at least 24 hours without the use of fever-reducing medication and their symptoms have improved.
o A positive test result necessitates an outbreak investigation by DPH. Call DPH to report the case.
o A negative test result does not mean the client is not infected with COVID given the high falsenegative rate of available testing. Continue to isolate them for the full duration as stated above.

Call DPH if you need help in decision-making.
o Exceptions to maintaining strict isolation may be made for clients who have critical medical appointments, but providers must be notified of the client’s COVID status prior to the client going to the appointment.

OUTBREAK TESTING
It is your responsibility to report a COVID-positive case or two or more people with COVID symptoms within a 14-day period to DPH so that an outbreak investigation can be initiated. Once an outbreak investigation has been initiated, testing will be conducted by DPH. Facility staff will be expected to assist Public Health Nurses in coordinating client and staff testing for the duration of the outbreak investigation. In general, outbreak investigations last for two to four weeks. During outbreak investigations, admissions to the IH site will be 96 11.A.t
Packet Pg. 579 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) temporarily halted until the extent of the outbreak can be determined. In addition, some areas of the IH site may be placed on “lock-down” with restriction of movement of affected clients.

CONTACT TRACING TESTING
Location-based contact tracing and testing will be conducted by DPH. Facility staff will be expected to assist Public Health Nurses in information gathering and in coordinating client and staff testing for the duration of the contact tracing testing. Of note, should a client have been tested outside of your facility and have a positive test result, DPH will communicate with you regarding this individual during contact tracing and instruct you on appropriate isolation procedures as well as possible outbreak investigations at your site.

REFUSAL OF ISOLATION/QUARANTINE ORDERS
• A COVID-positive client who declines transfer to an IQ site and/or isolation within your IH site may be exited from the IH site after approval from your funder(s). The following steps should be taken prior to exiting a client from the IH site:
o IH staff should contact DPH to determine if an individual Health Officer’s Order should be issued by calling (213) 288 - 8522.
o IH staff should document the client’s refusal to self-isolate in Clarity and issue an alert informing other providers of this individual’s COVID-positive status. This alert should be removed if the client changes his/her stance on isolation/quarantine orders. o Provide your funder(s) with the client’s HMIS ID within 24-hours of terminating them for the program. For clients in LAHSA-funded beds, complete LAHSA’s approved termination form and e-mail the form to [email protected].
o Allow for clients to reenter the IH site once the isolation period ends and request the client show proof they have been medically cleared to re-enter. This should be the only time formal medical clearance is required.
• A COVID-exposed client who declines quarantine at an IQ site or quarantine area within the IH site may be exited after discussion with your funder(s).
• Exceptions for strict quarantine may be made for clients who have critical medical services appointments, but providers must be notified in advance.

NEW ADMISSIONS (does not apply to beds funded by DHS or DMH since clients referred by these departments will have been medically cleared)

REFERRALS FROM ACUTE CARE HOSPITAL SETTINGS
COVID-related hospitalization: If a client was hospitalized and treated for COVID infection, they should be admitted to your interim housing site only after they have completed 10 days in isolation at the hospital or other facility. A COVID test is NOT, however, necessary prior to admission to the IH site if the client has completed 10 days of isolation.
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Packet Pg. 580 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) Non-COVID related hospitalization: If the client was hospitalized for something other than COVID, the IH site can ask the discharging hospital to test for COVID within 7 days prior to discharge. This is not mandatory, nor does lack of a test mean that the client cannot be admitted to an IH site.

If the hospital agrees to test the client for COVID:
• If the client tests COVID positive: The client should be referred to a County IQ site to complete 10 days of isolation before coming to IH site. Alternatively, if the IH site has a COVID positive area, the client can return to the IH site and complete 10 days of isolation prior to release into the general population.
• If the client tests COVID negative: Admit the client to your facility. Quarantine is not necessary.

REFERRALS FROM NON-ACUTE CARE SETTINGS
Clients referred from non-acute care settings (i.e. jail or street) may have had limited access to testing. No testing is required prior to admission but on arrival, clients should be screened for COVID symptoms and COVID exposure.

Symptomatic clients with COVID exposure should be referred to an IQ site if not seriously ill. If they are seriously ill, they should be sent to a hospital. They should complete 10 days of isolation and be fever-free without fever-reducing medication for at least 24 hours prior to their return. A COVID negative test is not required for entry after 10 days of isolation.

Asymptomatic clients without known COVID exposure should be admitted to the IH site, placed in a shortterm quarantine ward, and tested as soon as possible:
• If the client tests COVID positive, refer to an IQ site. • If the client tests COVID negative, release them into the general population and COVID-test again in one week.

We generally discourage quarantining all new asymptomatic admissions prior to entry into the general population at your site for various reasons:
• It will limit the number of people accessing the IH site • It may not reduce the spread of COVID in your facility as the majority of clients in the general population areas continue to come and go from the IH site and may acquire infection elsewhere. • Any person developing symptoms or testing positive in a quarantined cohort would lead to extension of quarantine for all others quarantining together.
• Admissions on different days would lead to groups of people quarantining together longer and longer. • Extension of these rolling quarantines could lead to severe restrictions to people accessing the facility or exiting quarantine.

If you do choose to quarantine new admissions for 14 days, you may consider targeting quarantine to high-risk individuals coming from jails or congregate living facilities with ongoing outbreaks. If you elect to do this:
• Quarantine new admits for 14 days.
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Packet Pg. 581 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Client is then released to the general ward if they remain asymptomatic AND have not been exposed to a symptomatic or COVID-positive person while in quarantine. o If the person develops symptoms while in quarantine, they should be moved to an on-site isolation area or referred to an IQ site.
o If the person is exposed to a symptomatic person while in quarantine, quarantine should be extended to ensure completion of a new 14-day quarantine beginning the day the ill person was separated from others.
o A repeat COVID test prior to release from quarantine is NOT necessary.

Please be advised that clients cannot be placed in IH sites that are actively under outbreak investigation UNLESS they obtain DPH clearance. Sites under active outbreak investigation are notified in writing by DPH and will assigned a Public Health Nurse who will be DPH point of contact for the site.

ADDITIONAL STAFF CONSIDERATIONS
• Minimize the number of staff members who have face-to-face interactions with clients with respiratory symptoms.
• Develop and use contingency plans to deal with increased absenteeism caused by employee illness or by illness among employees’ family members. These plans might include extending hours of remaining employees, cross-training current employees, or hiring temporary employees. Discuss these contingency plans with your funder(s).
• Staff and volunteers who are at higher risk for severe illness from COVID-19 should not be designated as caregivers for sick clients who are staying in the IH site. Identify flexible job duties for these higher risk staff and volunteers so they can continue working while minimizing direct contact with clients. • Staff should avoid handling client belongings. If staff are handling client belongings, they should use disposable gloves. Make sure to train any staff using gloves to ensure proper use and hand hygiene before and after use. If gloves are unavailable, staff should perform hand hygiene immediately after handling client belongings.
• Provide resources for stress and coping to staff. Learn more about mental health and coping during COVID-19.

FINAL NOTE
DHS, DMH, DPH, and LAHSA recognize that to accomplish the goals set forth in this document, budgetary modifications may be needed, including changes to staffing patterns/needs, supplies/equipment, and facility repair and enhancements. It is highly recommended that IH sites determine how existing funding can be leveraged to increase infection control in the IH site and protect clients and staff. Please contact your funder(s) if you have financial barriers to implementing the guidance in this document.

SUMMARY OF EXPECTATIONS FOR IH SITE OPERATORS:
• Create policies and procedures related to COVID-19. Policies and procedures should address:
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Packet Pg. 582 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) o COVID-informed operational procedures for staff
o Client symptom monitoring
o Procedures for maintaining accurate rosters of clients and for logging client entry into and exit from isolation or quarantine as needed
o Decompression and cohorting plans
o Intake/admission procedures during COVID
o Infection control plans (including PPE, cleaning/sanitation, bed spacing, ventilation plans) o Isolation/quarantine and outbreak plan
o Staffing plan during COVID (including contingency plan in the event of staff shortage) • Identify an infection control officer for your facility. • Consider designating available areas in your facility with separate entryways/restrooms and showers to serve a specific cohorting purpose. Discuss these opportunities with your CRTs and funder(s) to determine what client cohorts you can best serve given your physical layout and staffing patterns. • Define your maximum occupancy rate and fill to that capacity by decompressing or admitting clients as needed.
• Refer symptomatic, COVID-positive, or high-risk individuals with COVID exposure to IQ sites. • Notify DPH of symptomatic persons, confirmed cases, and exposures. • Do not restrict the amount of time that a client can be outside of the IH site during the day. • All staff and clients should wear cloth face coverings or surgical masks at all times. • Full PPE (surgical face masks or N95 respirators, face shields, gloves, and gowns) are necessary only when staff are examining or testing potentially COVID-infected clients or when custodial staff are laundering contaminated materials or cleaning toilets, shower stalls, or sinks where the risk of splash or aerosolization is high.
• Do not exit clients who will not wear face masks or remain physically distanced unless they are known COVID-positive and DPH recommends the discharge.
• Enforce and facilitate physical distancing by making physical layout modifications, staggering meal and shower times, and assigning infection control monitors to maintain physical distancing practices at all times.
• Determine your “burn rate” of PPE and cleaning materials and ensure that a two-week supply is available at any given time.
• Follow recommended cleaning schedule and ensure that cleaning staff are trained in proper cleaning and disinfection techniques as well as PPE donning and doffing. • Ensure that ventilation systems are fully functional, and that air circulation is optimized to minimize spread of respiratory droplets.
• Have trained staff to do full COVID screening on client entry and throughout the day and document these data on a log that is available to your funder(s). • Develop the capacity to do surveillance, diagnostic, and admissions testing on your clients and coordinate with DPH during outbreak investigations and contact tracing initiatives. • Have a protocol in place for discharging clients who are COVID-positive and who do not follow public health orders, including entry of information into Clarity and funder(s) notification. 100

11.A.t
Packet Pg. 583 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP) • Create and implement a protocol for new client admissions, including quarantine of new clients pending COVID test results.
• Do not require COVID-negative test results for new admissions or clients returning from 14-day isolation or quarantine.
• Create and implement staff training materials and protocols to ensure staff safety and adherence to infection control measures.
• Ensure that staff are tested for COVID on a monthly basis (by testing 25% staff every week) and determine policies and procedures for managing staff who decline testing or infection control standards.
• Implement a staffing plan that accounts for reduced client numbers and reflects increased need for augmented cleaning, COVID screening, COVID testing, and infection control and discuss and fiscal challenges with implementing the plan with your funder(s).

RESOURCES
http://www.publichealth.lacounty.gov/media/Coronavirus/docs/homelessness/GuidanceHomelessShelters.pdf http://www.publichealth.lacounty.gov/media/Coronavirus/docs/homelessness/GuidancePEHTestingPriorities.p df
https://www.cdc.gov/coronavirus/2019-ncov/community/homeless-shelters/plan-prepare-respond.html https://www.cdc.gov/coronavirus/2019-ncov/community/homeless-shelters/infection-control-inventoryplanning-tool.pdf https://www.hudexchange.info/resource/5985/infectious-disease-toolkit-for-cocs/ https://nhchc.org/clinical-practice/diseases-and-conditions/influenza/ https://www.epa.gov/pesticide-registration/list-n-disinfectants-use-against-sars-cov-2-covid-19 https://www.cdc.gov/infectioncontrol/guidelines/environmental/background/laundry.html https://www.cdc.gov/infectioncontrol/guidelines/environmental/background/air.html https://www.cdc.gov/coronavirus/2019-ncov/symptoms-testing/symptoms.html http://www.publichealth.lacounty.gov/media/Coronavirus/docs/homelessness/GuidancePEHTestingPriorities.p df
https://www.cdc.gov/coronavirus/2019-ncov/hcp/using-ppe.html 101

11.A.t
Packet Pg. 584 Attachment: Audit and Inspection Summary, The People Concern (May 20, 2021 Information Item) (6210 : Wilshire RFP)

RETAIL FOOD OFFICIAL INSPECTION REPORT
WWW.PUBLICHEALTH.LACOUNTY.GOV/EH
OFFICE: RESEARCH & DEVELOPMENT CHIEF: PABINA BISTA w
5050 COMMERCE DR, BALDWIN PARK, CA 91706 - Phone: (626) 430-5156 COUNTY OF LOS ANGELES w DEPARTMENT OF PUBLIC HEALTH
EHS:

Facility Name:

Owner/Permittee:

Facility Address: City/Zip:

Inspection Date:

Re-inspection Date:

Phone #:

Expiration Date:

Time Out:

Action:

Result:

Service:

Program Identifier:

Facility Status
Score:

Grade
FA: PR: SR: PE:

Time In:
1751 CLOVERFIELD BLVD SANTA MONICA, CA 90404--400
SAFE HAVEN 1ST FLOOR FOOD SERV
N/A
5/7/2019
04:02 PM 04:33 PM
SAFE HAVEN (1ST FLOOR)

ROUTINE INSPECTION

OCEAN PARK COMMUNITY CENTER

CORRECTIVE ACTION / NO FOLLOW UP REQUIRED
FA0151430 PR0136849 N/A 1650 NO FURTHER ACTION REQUIRED EH Office Number:

Certified Food Protection Manager:
99 A

YUANZHI CHENG
(626) 430-5156
(323) 351-8206
Email Address: [email protected]
Mailing Address: 1453 16TH ST , SANTA MONICA, CA 90404-2715 ?COS = Corrected on-site
MIN = Minor Violation
N/O = Not observed
X
P
MAJ = Major Violation
N/A = Not applicable
X
P
XOut = Items not in compliance
P IN = In compliance
11 11
11 4
3 OUT

COMPLIANCE & ENFORCEMENT

48. Plan review

49. Samples Collection

50. Impoundment/VC&D

51. Permit Suspension
OUT
OUT

GOOD RETAIL PRACTICES
Preventive measures that can reduce food borne illness.

SUPERVISION

GENERAL FOOD SAFETY REQUIREMENTS

FOOD STORAGE/DISPLAY/SERVICE

EQUIPMENT/UTENSILS/LINENS

24. Person in charge present and performs duties

25. Personal cleanliness and hair restraints

26. Approved thawing methods used, frozen food

29. Toxic substances properly identified, stored and used

28. Washing fruits and vegetables

27. Food separated and protected

30. Food storage; food storage containers identified

31. Consumer self service

32. Food properly labeled & honestly presented
1 1
1 1
1 1
1 1
1 33. Nonfood-contact surfaces clean

34. Warewash facilities: installed, maintained, used; test equipment

35. Equipment/utensils approved; installed; good repair; capacity

36. Equipment, utensils and linens: storage and use

37. Adequate ventilation and lighting; designated areas, use

38. Thermometers provided and accurate

39. Wiping cloths; properly used and stored

40. Plumbing; fixtures, backflow devices, drainage

41. Garbage and refuse properly disposed; facilities maintained

42. Toilet facilities: properly constructed, supplied, cleaned

43. Premises; personal/cleaning items; vermin proofing

44. Floors, walls and ceiling: properly built, maintained and clean

45. No unapproved sleeping quarters

46. Signs posted; last inspection report available

PHYSICAL FACILITIES

SIGNS/REQUIREMENTS
X

47. Permits available
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 20. Licensed health care facilities/public & private schools:
prohibited foods not offered

22. Sewage and wastewater properly disposed

23. No insect, rodent, birds or animals present
P
P

2 2
2 21a. Hot water available
21b. Water available
2 ADDITIONAL CRITICAL RISK FACTORS

15. Food obtained from approved source

16. Compliance with shell stock tags, condition, display

17. Compliance with Gulf Oyster Regulations

18. Compliance with variance, specialized process & HACCP

19. Consumer advisory provided for raw/undercook food
P

P
P
P
P
P

2 2
2 2
4 4

52. Multiple Major Critical Risk Violations / Increased Risk to Public Health

7. Proper hot and cold holding temperatures

PROTECTION FROM CONTAMINATION

8. Time as a public health control; procedures & records

9. Proper cooling methods

10. Proper cooking time and temperature

11. Proper reheating procedures for hot holding

12. Returned and re-service of food

13. Food in good condition, safe and unadulterated

14. Food contact surface; clean and sanitized

FOOD FROM APPROVED SOURCES
P

P
P
P

P
P

2 2
2 2
2 4
4 4
4 4
4 4
2 TIME AND TEMPERATURE RELATIONSHIP
2 PREVENT CONTAMINATION BY HANDS
1b. Food safety certification

2. Communicable disease; reporting, restrictions & exclusions

3. No discharge from eyes, nose and mouth

4. Proper eating, drinking, or tobacco use

5. Hands clean and properly washed; proper glove use

6. Adequate hand washing facilities: supplied and accessible P
P
P
P

1a. Demonstration of knowledge
P
2 2
2 2
2 4
4 OUT
IN N/A COSN/O Maj Min

CRITICAL RISK FACTORS
The following pose a threat to public health and must be corrected immediately.

EMPLOYEE HEALTH, HYGIENE & KNOWLEDGE
P
P
PIC/Owner Signature
Help us serve you better by completing a short survey. Visit our website at www.publichealth.lacounty.gov/eh.

Page 1 of 2 ends

Santa Monica City CouncilMarch 19, 2024

Santa Monica City Council
March 19, 2024