Agenda packet — Santa Monica City Council, February 25, 2025 (part 3 of 4)

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Services that EXIST in SPA 5 but with Insufficient Capacity Mental Health
Urgent Care
Center (UCC)
Facilities that
provide up to 24
hours of crisis care,
including
intervention,
assessment,
evaluation,
collateral supports,
therapy, SUD
counseling, and
peer support.

Crisis Residential
Treatment
Program (CRTP)
Programs intended
to stabilize people
during a psychiatric
crisis and prevent
unnecessary
hospitalization by
providing shortterm (14-90 days)
intensive and
supportive services
in a homelike
environment.

Acute Hospitals
Locked, inpatient
psychiatric hospital
facilities that accept
voluntary and
involuntary patients
in order to stabilize
individuals during a
crisis, enhance
social rehabilitation
skills, and facilitate
community
reintegration.

Psychiatric Health
Facility (PHF)
Locked, inpatient
psychiatric
treatment facilities
that accept
involuntary
patients, provide
similar services to
acute hospitals,
and offer a
community-based
alternative to
hospital care.

Subacute Beds
Locked, long-term
care for individuals
who no longer meet
criteria for acute
care/hospitalization
but who are not
ready to live in an
ARF or
independently.

Adult Residential
Facility (ARF)
with Services
Facilities for
individuals who
require more care
and structure than
a typical residential
setting and
additional funding
to cover the cost of
other essential
services (e.g.,
support with
ambulatory issues).

Interim Housing
with Behavioral
Health Services
Housing and a
range of on-site or
accessible
behavioral health
supports to build
stability.

Residential SUD
Treatment
Short- and longterm (programs
vary from 30 to 120
days) treatment in a
residential setting
for people who
experience
significant
impairments due to
a SUD.

Considering these gaps, Capstone noted the following key findings:
• There is a gap in SUD services: There is a clear and pressing need for additional SUD programs at multiple levels, including detoxification, residential treatment, and medication assisted treatment.
• Many services are always at capacity: While it may appear SPA 5 contains many elements of a robust intensive behavioral health system, critical elements

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of the system consistently operate at capacity, including UCC, CRTP, SUD residential treatment, and residential programs for individuals with mental illness. • There are several vulnerable populations with specific needs: Adults in acute behavioral health crisis and people experiencing homelessness in acute behavioral health crisis require slightly different services that do not exist or exist in limited supply.
• Clients fall through the cracks: The limitations imposed by a system that is frequently full combined with the lack of processes that ensure treatment transitions has resulted in a situation where many clients fail to receive the services needed.

Options for Expansion
Capstone identified several approaches to expand intensive behavioral health services in Santa Monica and SPA 5:

1. Transformational Approach 1 –Campus-Based Safe Landing Model This model is a free-standing campus focused on addressing the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. Services include an expanded Mental Health UCC (available to walk-ins and those brought in by first responders and mobile teams, an onsite sobering center, detox beds, available pathways for transition into residential treatment (CRTP, special needs recuperative housing, and Enriched Residential Services), and co-location of a small satellite or linkage with a larger organization providing mental health services for individuals housed in interim housing or enriched residential facilities.

2. Transformational Approach 2 – Safe Landing +: Centralized Campus-Based Treatment Program
This model is similar to the model above but with more intense focus on the needs of unhoused individuals. Services include 24/7 intake and evaluation services with medication support, interim housing with behavioral health support, limited recuperative services with linkage to primary care, medication support and

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counseling, some sobering center components in the form of “sober coaches”, and, ideally, capacity to provide detox services.

3. Transitional Approach – Decentralized Expansion
This model does not rely on a single campus and instead builds out new services or expands existing services as opportunities become available. The primary focus and immediate need is expanding UCC beds. Other services to enhance as opportunities become available include medically managed detoxification, SUD residential treatment, mental health services, and special needs housing (i.e., bridge interim housing).

Next Steps to Expand Adult Crisis and Step-Down Services Significant resources and coordination between local cities, the County, and service providers are necessary to meaningfully enhance behavioral health services. City Council approval and adoption of Transitional Approach 3 – Decentralized Expansion to build out behavioral health services locally allows the City to expand and enhance services as opportunities become available. The City is already implementing the following strategies to substantively expand crisis and step-down services in Santa Monica and across the Westside:
• Therapeutic Transport Team (TTT) ($464,000): Since January 2024, Santa Monica first responders have access to a dedicated behavioral health team to better assist individuals in need of mental health care in the form of TTT. This program is a partnership between the City and the County Department of Mental Health (DMH), and will be extended through June 2026. The TTT is available five days a week to assist first responders with 911 and non-emergency calls for service for someone experiencing a mental health crisis. TTT can serve any adult, this program is part of Santa Monica’s push to collaborate with regional service providers for a coordinated, holistic approach to addressing homelessness and supporting other adults in crisis. Council can support expansion of TTT through advocacy with the County that includes:
o increasing TTT programming into the evening hours and weekends

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o provide additional DMH clinicians to assist the Santa Monica Police Department’s Homeless Liaison Team (HLP)
• SaMo Bridge Program ($8 million): In the fall of 2024, the City Attorney’s Office, in partnership with Housing and Human Services and Santa Monica Police Department, was awarded $8 million in grant funding to create a diversion program focused on rehabilitation in place of incarceration. Starting in April, this ‘respite hub’ will build on the ongoing work to address homelessness and public safety by allowing law enforcement to direct low-level offenders to services and resources in lieu of the criminal justice system. In partnership with Exodus Recovery, Inc. (Exodus), adults will be able to enroll in a 90-day care coordination plan where resource navigators connect participants to regional resources that include behavioral health programming, including substance abuse treatment.
• Westside UCC Priority Placement ($400,000): The City is pursuing a partnership with Exodus to secure dedicated beds for Santa Monica at the soonto-be relocated Westside UCC. Four of the facility’s 16 beds would be prioritized for people from Santa Monica (i.e., if someone is brought to the facility from Santa Monica, they will have first access to four of the beds). This will be a significant resource given that the Westside UCC is the only facility of its kind on the Westside and is frequently at capacity. Capstone’s recommendation indicated that the City’s primary focus should be on expanding UCC beds. Staff is working on a Memorandum Of Understanding with Exodus to use Opioid Settlement Funds to secure four beds dedicated to Santa Monica clients. • Regional Behavioral Health Facility: Santa Monica is a member of the Westside Cities Council of Governments (WSCCOG) and is working closely with this group to support a Regional Behavioral Health Facility Implementation Strategy that would serve all adults, including people experiencing homelessness, and include crisis and step-down services. City staff have advised WSCCOG staff on the development of an advisory group, and shared learnings from our behavioral health study to closely inform this regional effort.

Staff is partnering with WSCCOG staff in the development of a Request for

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Proposal to secure consultants to build upon the City’s work and provide recommendations regarding potential options for the development of a behavioral health center to serve SPA 5 (Attachment D). The City will support regional efforts that increase access to services for Santa Monica residents and priority populations, ensuring any funds contributed in the future by Santa Monica are also leveraged by neighboring jurisdictions.
• Advocacy for Safe Landing Site at the West LA Armory: The County is developing a Safe Landing site at the West LA Armory. They have stated this will be a pared down version of a traditional Safe Landing model and will include supportive interim housing, some medical care, and 24/7 triage beds. The City has continued to advocate expanding these services to include crisis stabilization and SUD treatment, which aligns with Transformational Approach 1. In addition to holding several meetings with County staff, the City of Santa Monica sent a letter to the County requesting they consider an enhanced Safe Landing model (Attachment E). City staff also presented to the WSCCOG Board on this effort, resulting in the member cities and Board sending letters to the County in support of expanded services.
• Behavioral Health Continuum Infrastructure Program (BHCIP) Round 2 Funding Opportunity: BHCIP is a program from the California Department of Health Care Services (DHCS) that awards funding to local jurisdictions to construct, acquire, and expand properties and invest in mobile crisis infrastructure related to behavioral health. DHCS anticipates that up to $1.1 billion dollars will be available in the next round and plans to release funding guidelines in 2025. Staff will monitor this program and apply for funds if there is an opportunity to expand local services and address the gaps in care identified in the approach Council adopts.

Youth Behavioral Health Services
Assessment of Behavioral Health Programming in Santa Monica for Youth

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Local data shows gaps in services for the City’s youngest vulnerable population. There is current funding available to address urgent needs in the community’s youth system of care.

In 2012, spurred by the tragic events of a gang-related shooting that took the life of a teenager and a local high school student’s public death by suicide, the Santa Monica Cradle to Career initiative (led by the City) released the first Youth Wellbeing Report Card. As detailed in the Adult Crisis & Children and Youth Behavioral Health Care Study the latest report card data suggests that the proportion of students experiencing mental health challenges increases as they age. Twenty-five percent (25%) of 7th graders reported persistent feelings of hopelessness or sadness and 10% acknowledged contemplating suicide at some point in the past year. Among 11th graders, 38% reported persistent feelings of hopelessness or sadness and 15% acknowledged contemplating suicide at some point in the past year. Nationally, these numbers increase for LGBTQ+ youth and those involved in the juvenile justice system.

As noted in (Attachment A), Santa Monica Youth Wellbeing Report Card data shows that 40% of 11th graders reported having used an illicit alcohol or drug within 30 days of taking the California Healthy Kids Survey. Santa Monica youth are not immune to the dangers of illicit drug use. In 2022, three Santa Monica teens were hospitalized after they overdosed on ecstasy pills laced with fentanyl. The youth survived but the increased dangers of fentanyl-laced drugs persist. The Substance Abuse and Mental Health Services Administration reports that among adolescents aged 10-19, monthly drug overdose deaths increased nationwide by 182% from 2019-2021, and 84% of the fatalities involved illicitly manufactured fentanyl.

The City’s FY2023-27 Human Services Grants Program (HSGP) provides funding to multiple local nonprofit agencies to provide mental health intervention to Santa Monica youth. In addition, the City’s Phase II Development Agreement with Providence Saint John’s (PSJ) dictates that mental health providers from PSJ’s Child and Family Development Center continue youth services previously funded by the HSGP. However,

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waitlists for currently funded mental health services persist, and the City did not receive any grant applications specific to treating youth substance abuse.

Next Steps to Expand Youth Behavioral Health Services
Initium’s Adult Crisis & Children and Youth Behavioral Health Care Study contains multiple recommendations for youth - from early childhood to early adulthood. Many will require significant resources not immediately available. However, staff recommend the following approaches to address youth behavioral health needs based on current need and available funds:

Youth Mental Health Specialists in City’s After School Programs ($400,000) Mental health support services available to children and youth at school sites do not currently extend to City-funded after-school programming (PAL, CREST, VAP). Afterschool program staff work with children and youth with a range of developmental and emotional challenges and require training and assistance to fully meet the needs of program participants. Support services will be individualized by site and could include group therapy, individual therapy, and staff consultation on managing challenging behaviors.

Recommendation: Increase program capacity by adding mental health services dedicated to after-school programming.

Agency to Operate Program: Social Emotional Wellness Initiative FY2025-27 Funding Request: $400,000 ($200,000 annually for two years) Funding Source: PSJ Phase II Development Agreement
Youth SUD Treatment ($400,000)
Currently no free services exist in Santa Monica to provide drug and alcohol treatment for youth. According to community experts, over 100 young adults are in immediate need of outpatient SUD treatment, and this number continues to grow.

Recommendation: Expand current services by funding additional specialized staff to provide youth substance use treatment services.

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Agency to Operate Program: Family Service of Santa Monica FY2025-27 Funding Request: $400,000 ($200,000 annually for two years) Funding Source: Opioid Settlement Funds (OSF)
Early Childhood Wellbeing Project (ECWP) Expansion ($500,000) The current ECWP program provides vital services to the City's most vulnerable children (birth – 5
th grade) and their families. The program consistently has a wait list.

Program expansion is needed to support local families with a range of challenges, which have grown to include housing retention, behavioral health support, crisis management and mitigation, immigration concerns, legal issues, and childcare needs.

Recommendation: Increase program staffing to expand caseload capacity from 30 to 100 children.

Agency Currently Operating Program: Family Service of Santa Monica FY2025-27 Funding Request: $500,000 ($250,000 annually for two years) Funding Source: PSJ Phase II Development Agreement
Youth Resource Team (YRT) Expansion ($388,254)
The current YRT program provides vital services to the City's most vulnerable youth (middle school through early adulthood) and their families. The program consistently has a wait list. To meet the growing demand for services, program expansion is needed.

The range of crises that youth have experienced in the last several years has created a significant need for intensive case management to support homelessness, behavioral health issues, substance abuse, crisis management and mitigation, immigration concerns, legal issues, childcare needs, etc.

Recommendation: Increase program staffing to expand caseload capacity from 100 to 150 youth.

Agency Currently Operating Program: St. Joseph Center
FY2025-27 Funding Request: $388,254 ($194,127 annually for two years) Funding Source: PSJ Phase II Development Agreement

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Environmental Review
The agreement modifications are exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The agreement modifications are covered by the commonsense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” The modified agreements will provide consulting services for fiscal and programmatic monitoring. Therefore, it can be seen with certainty that the agreements would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the Special Revenue Source Fund, specifically the PSJ Phase II Development Agreement and the California Department of Health Care Services OSF, to modify the grant agreements listed below.

Agreement Modification Request
Agreement
/ Vendor Funding Source
Current
Authorized
Amount
(FY 2023-27)
Request
Amount *
(FY 2025-27) Account
Total
Revised
Contract
Amount
11439 -
SEWI
General Fund HSGP 595,194 01420006.556000.91930

995,194 Special Revenue
Source Fund PSJ 400,000 10420001.556100
11440 -
SJC
General Fund HSGP 3,111,250 01420006.556000.48053

6,907,977
3,408,473 01420006.556000.91931
Special Revenue
Source Fund PSJ 388,254 10420001.556100
11431 -
FSSM
General Fund HSGP 2,717,970 01420006.556000.48053

3,617,970 Special Revenue
Source Fund
PSJ 500,000 01420006.556000.91931
OSF 400,000 10420001.556000
TOTAL 9,832,887 1,688,254 11,521,141
* The amounts reflect the total amount for both fiscal years in the FY 2025-27 biennial.

Staff will incorporate any budget actions into the City’s FY 2025-27 Biennial Budget.

Funding for these programs beyond FY 2026-27 will be subject to a competitive process for the next cycle of the HSGP. All future year funding is contingent on Council budget approval.

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Prepared By: Natasha Kingscote, Administrator
Approved Forwarded to Council
Attachments:

A. Attachment A Initium Report Adult Crisis and Children and Youth Behavioral Health Care
B. Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults
C. September 13, 2022 Staff Report (Web Link)
D. Attachment D COG board notes
E. Attachment E_ Sup Horvath-BHS WLA Armory
F. Written Comments

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Packet Pg. 849 Attachment: Attachment A Initium Report Adult Crisis and Children and Youth Behavioral Health Care (6705 : Behavioral Health Strategy) 6WUHQJWKHQLQJWKH6\VWHPRI,QWHQVLYH
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Prepared by Capstone Solutions Consulting Group, LLC
December 2024

11.B.b
Packet Pg. 850 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 1 $FNQRZOHGJHPHQWV
([HFXWLYH6XPPDU\
Defining the Continuum 3
Summary of Findings 5
Recommendations 6
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Intensive Mental Health Services 15
Intensive Outpatient Treatment Services – Mental Health 17 Crisis Services 19
Intensive Treatment Services 21
Intensive Substance Use Disorder Services 24
Intensive Outpatient Treatment Services – Substance Use 24 SUD Intensive Outpatient Treatment Services 26
SUD Intensive Treatment Services 27
Identified gaps and capacity limitations 28
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Approaches for Developing a New Westside Behavioral Health Center 32 &RQFOXVLRQ
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Appendix A – Provisional Analysis of Recommended Programs and Cost Considerations 35 Appendix B – Program References 41
Appendix C - Background on Funding and Policy Efforts 42 Appendix D – Maps of Services in Santa Monica and SPA 5 45 Appendix E – SPA 5 Data 51
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11.B.b
Packet Pg. 851 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 2 $&.12:/('*(0(176
Capstone Solutions Consulting Group would like to thank the following organizations for their time and engagement on this project.

Alcott Center for Mental Health Services
CLARE | MATRIX
Didi Hirsch Community Mental Health Center
Exodus Recovery, Inc.

Family Service of Santa Monica
Harbor-UCLA Medical Center
LA Care
LA County DMH
Life Adjustment Team
Meadowbrook Manor
Pacific Asian Counseling Services (PACS)
Salvation Army
Santa Monica-UCLA Medical Center
St. Joseph Center
Step Up On Second
Tarzana Treatment Center
The People Concern

UCLA-NPI

11.B.b
Packet Pg. 852 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 3 (;(&87,9(6800$5<
Like many cities throughout California, Santa Monica recognizes the critical challenges it faces related to worsening behavioral health conditions of their residents. To identify options for alleviating suffering by enhancing service delivery, the City engaged Initium Health, a national consulting organization, to conduct an analysis of the overall system of behavioral health care for all age groups and special populations such as unhoused individuals in Santa Monica. Subsequently, Capstone Solutions Consulting Group (CSCG) was retained to analyze the intensive level of behavioral health services for adults in Santa Monica and the surrounding area of Service Planning Area (SPA) 5. This report, Strengthening the Intensive System of Behavioral Healthcare Services for Adults in Santa Monica and Service Planning Area 5 achieves the following:

Ŭ Provides a description of the continuum of intensive behavioral health services in Santa Monica and SPA 5;
Ŭ Analyzes intensive behavioral health services that currently exist for adults in Santa Monica and SPA 5;
Ŭ Identifies gaps and capacity limitations in the service array; and Ŭ Provides recommendations for the future development and expansion of behavioral health services in Santa Monica and SPA 5, including three options for the development of a behavioral health center.
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To conceptualize the elements of a continuum of behavioral health care, this analysis relied on work commissioned by the California Department of Health Care Services (DHCS) and performed by Manatt Health. Entitled “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications”, the report catalogues services available in each county within a “Core Continuum of Care” as shown below (Figure 1). Adopting this framework enables this report to align with a recognized continuum of services for behavioral health care (both mental health and substance use disorder) treatment in California.

11.B.b
Packet Pg. 853 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 4 Figure 11
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Services,
activities, and
assessments
that educate
and support
individuals
to maintain
healthy
lifestyles and
prevent acute
or chronic
conditions
A variety
of clinical
services
including
individual
and group
therapy and
ambulatory
detox services
Services
delivered
in the
community
that can be
provided
by people
with lived
experience,
including
young adults
and family
members
Flexible
services
designed
to enable
individuals to
remain in their
homes and
participate
in their
communities,
including
supportive
housing, case
management,
and supported
employment
Services
delivered
with a multidisciplinary
approach
to support
individuals
with higher
acuity
behavioral
health needs,
including
Assertive
Community
Treatment and
SUD intensive
outpatient
services
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provided in
short-term
residential
settings
to divert
individuals
from, or as
a stepdown
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services
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services and
supports
that assess,
stabilize,
and treat
individuals
experiencing
acute distress,
including crisis
call centers,
mobile crisis
services,
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residential
services
Services
provided in
a structured,
facility-based
setting to
individuals
who require
constant
medical
monitoring
It is important to recognize the full continuum of services that exists; however this report specifically focuses on services found toward the right end of the continuum for those with the highest intensity needs, including:

Ŭ Intensive Outpatient Treatment Services;
Ŭ Substance Use Disorder (SUD) Residential Treatment Services; Ŭ Crisis Services; and
Ŭ Intensive Treatment Services.

CSCG reviewed resources such as the Los Angeles (LA) County Department of Mental Health (DMH) and Substance Abuse Prevention and Control (SAPC) websites and other published reports, the Westside Mental Health Network annual compendium of programs, historical knowledge of programs located in SPA 5, models of other programs outside of Santa Monica and SPA 5 (Appendix %) and conducted interviews with key stakeholders delivering or referring to these services in Santa Monica and SPA 5 (DJHQFLHVOLVWHGLQWKH DFNQRZOHGJHPHQWV).
1 Manatt Health (with support from Dr. Anton Nigusse Bland), “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications.”, January 10, 2022. Available at:
dhcs.ca.gov/Documents/Assessing-the-Continuum-of-Care-for-BH-Services-in-California.pdf

11.B.b
Packet Pg. 854 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 5 6XPPDU\RI)LQGLQJV
Before delving into specifics regarding service delivery capacity, it is necessary to highlight a significant challenge for behavioral health services in Santa Monica, within LA County and across the country: the behavioral healthcare workforce shortage. The longstanding difficulties associated with attracting and retaining a behavioral health workforce were exacerbated by the COVID-19 pandemic. Competition over the insufficient supply of behavioral health professionals, cost of living in Santa Monica and the Westside, opportunities for virtual work and reluctance to return to in-person settings have collectively contributed to a problem that significantly affects the ability of the behavioral health system in LA County to fulfill its mission. Stakeholders from SPA 5 agencies detailed creative efforts they are making to address the needs of clients. However, the challenges faced by agencies in staffing intensive services should not be underestimated. For example, at the time of this report, intensive Full Service Partnership (FSP) programs are affected by the California Department of Healthcare Services requirement that they adhere to high staff to client ratios in order to ensure fidelity to the model. As a result, in several agencies, FSP teams cannot fill their caseloads due to the inability to hire sufficient staff. Workforce and resource shortages are impacting the full implementation of the continuum of care in the County and Santa Monica.

While there are some gaps in the service delivery array (detailed in the body of this report), there were strengths identified in the analysis. The Westside benefits from having strong behavioral health agencies with longstanding relationships both at the executive and line staff levels. Key stakeholders and agency personnel exhibit a high level of knowledge about what other organizations have to offer and appear adept at working within the existing system to ensure the needs of residents are met to the greatest degree possible. Through the Westside Coalition (an organization of 79 Westside agencies) and the Westside Mental Health Network, a strong collaborative spirit has evolved with an emphasis on working together to help those who are living in poverty, unhoused, and disabled.

There are capacity issues in parts of the continuum of care for behavioral health services in Santa Monica and SPA 5. For example, certain elements of a comprehensive continuum do not exist in this part of LA County. These include services for individuals with some of the most intensive behavioral health needs, including:

Ŭ 0HQWDO+HDOWKUHVLGHQWLDOWUHDWPHQWSURJUDPV such as Enriched Residential Programs and mental health recuperative care
Ŭ 'HWR[LILFDWLRQ for those with substance use disorders Other elements of the continuum do exist, but capacity is insufficient to address the needs of residents. These include:

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Although the Westside has a UCC
located adjacent to Culver City, it is frequently full and those in crisis must be diverted to UCCs in other parts of LA. The next closest UCC, located on the MLK Behavioral Health

11.B.b
Packet Pg. 855 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 6 Center campus, also functions at capacity much of the time and often cannot accept individuals from the Westside.

Ŭ $FXWHLQSDWLHQWFDUHIRUFOLHQWVLQPHQWDOKHDOWKFULVHV The UCLA Neuropsychiatric
Institute (UCLA-NPI) is currently the only Lanterman-Petris-Short (LPS) designated inpatient unit that accepts patients who have Medi-Cal. LPS designation enables this facility to accept individuals who have been detained for further evaluation and treatment on an involuntary basis. UCLA-NPI is considered a countywide resource and does not prioritize individuals on the Westside. With 74 beds for individuals of all ages, the hospital is preparing for a move to a new facility in 2025, enabling an expansion to 119 inpatient beds. Southern California Hospital in Culver City also has an inpatient psychiatric unit but can only accept individuals who enter on a voluntary basis, limiting the population that can be served. Further, a Psychiatric Health Facility (PHF), a locked alternative to inpatient care that is able to accept clients who enter on an involuntary psychiatric hold, is continuously at capacity. Although the PHF is located in Culver City, a DMH centralized gatekeeping unit authorizes admission and does not prioritize individuals that live in SPA 5.

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5. It is considered a countywide resource and is almost always full.

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These
programs have significant waitlists, a symptom of insufficient capacity. In fact, nearly all agencies interviewed, both those providing mental health care services and SUD services, indicated access to services for those needing SUD treatment was one of their greatest challenges.

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Recommendations for this report fall into two categories: 1) general observations and recommendations to improve the system of behavioral health care, and 2) specific program design recommendations.
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7KHUHLVDFOHDUDQGSUHVVLQJQHHGIRUDGGLWLRQDO68'SURJUDPVDWPXOWLSOHOHYHOV Detoxification services do not exist in SPA 5, forcing individuals to travel as far away as Long Beach, the San Fernando Valley or other significant distances for treatment. This can preclude vulnerable populations, such as individuals experiencing homelessness, from entering treatment. While residential treatment beds do exist, there are capacity issues. This is particularly concerning since almost all those interviewed noted the increasing number of individuals with serious substance use disorders, the use of more harmful drugs than in prior years and challenges finding appropriate levels of care for these individuals. As mentioned previously, these issues impact individuals who are unhoused, have co-occurring mental

11.B.b
Packet Pg. 856 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 7 illness and other social or medical conditions that require more specialized care. These individuals require significant supports that will help them to maintain regular treatment.

Additionally, these are individuals who may benefit from Medication Assisted Treatment (e.g., methadone, buprenorphine, naltrexone, etc.) to support their recovery. :KLOHLWPD\DSSHDUWKDW63$FRQWDLQVPDQ\RIWKHHOHPHQWVRIDUREXVWLQWHQVLYH EHKDYLRUDOKHDOWKV\VWHPFULWLFDOHOHPHQWVRIWKDWV\VWHPRSHUDWHDWFDSDFLW\DOPRVWDOO WKHWLPH As a result, although programs are situated in the area, they may not be accessible to Westside residents. Notably, these services include urgent care, crisis residential treatment, residential treatment for SUD and an array of residential programs designed to provide longer-term stabilization for individuals with mental illness who are not ready to live in the community and function without supports.
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population in acute behavioral health crisis requires immediate access to evaluation, crisisoriented intervention and medication support, typically offered in a Mental Health UCC/ Crisis Stabilization Unit followed by linkage to ongoing outpatient mental health or SUD treatment. In some cases, a stay in a Crisis Residential Treatment Program is necessary to provide additional treatment and stabilization prior to a return to the person’s living situation in the community. A smaller number of individuals who remain symptomatic may benefit from longer-term Enriched Residential Services to ensure stabilization and rehabilitation.

Unhoused individuals in acute behavioral health crisis require immediate access to evaluation, crisis-oriented intervention and medication support offered in a Mental Health Urgent Care Program or a Safe Landing program (Appendix A), often followed by a period of behavioral health support in interim housing or other residential treatment options (e.g., Enriched Residential Services, Enriched Residential Care, SUD residential treatment). 7KHOLPLWDWLRQVLPSRVHGE\DV\VWHPWKDWLVIUHTXHQWO\IXOOFRPELQHGZLWKWKHODFNRI SURFHVVHVWKDWHQVXUHWUHDWPHQWWUDQVLWLRQVKDVUHVXOWHGLQDVLWXDWLRQLQZKLFKPDQ\ FOLHQWVDOPRVWFHUWDLQO\IDOOWKURXJKWKHFUDFNV FSP programs can provide ongoing treatment and coordination across time and programs. However, in SPA 5 this option is challenging to access because providers often face limitations in accepting new clients. In addition, the lack of interim housing and permanent supportive housing in SPA 5 results in a transfer of clients to other parts of LA County necessitating treatment by new providers, thereby interrupting the treatment relationships that have been formed. Providers and clients face a no-win situation: continue the treatment relationship at the risk of remaining unhoused or accept housing elsewhere with the hope that treatment options will be available.

Although capacity is a concern throughout the network of services, there are several areas in which existing programs or processes could be modified to enhance care:

Ŭ )633URJUDPVFXUUHQWO\KDYHFOLHQWVORWVWKH\FDQQRWILOO due to workforce challenges that preclude reaching the required staff to client ratio. Pending changes by the State

11.B.b
Packet Pg. 857 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 8 and County related to FSP program levels of intensity could ameliorate this obstacle by creating levels of care with lower staff to client ratios.

Ŭ 6WUDWHJLHVGHVLJQHGWRVXSSRUWFOLHQWWUDQVLWLRQEHWZHHQOHYHOVRIFDUHFRXOGEH VWUHQJWKHQHG This would enable better utilization of existing services in addition to better treatment experiences for clients. For example, social workers attached to hospital units could ensure sufficient advance notification to outpatient programs when clients are being released, enabling providers to promptly link clients with medication support and services, preventing decompensation and a need for a return to a higher level of care. 3URJUDP'HVLJQ5HFRPPHQGDWLRQV

Three approaches for a behavioral healthcare center are recommended for the City of Santa Monica’s consideration:
7UDQVIRUPDWLRQDO$SSURDFK͕Ş&DPSXV%HKDYLRUDO+HDOWK&HQWHU This option focuses on
the development of a free-standing campus, with points of entry for the community. It is intended to address the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. While not specifically focused on the needs of unhoused individuals, it will allow immediate attention to those with acute behavioral health conditions. This approach includes an array of services including:

Ŭ Mental Health UCC
Ŭ Sobering center
Ŭ Available pathways for transition into residential treatment Ŭ Mental health outpatient services
Ŭ Detoxification
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This option offers many of the elements of
option 1 but is intended to focus more deliberately on the needs of those who are unhoused.

It is a bundled program, providing 24/7 intake and evaluation, temporary housing, some medical support services, behavioral health supports, intensive case management, rehabilitation services (e.g., occupational therapy), some onsite physical health service with linkage to primary care and transition planning.
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This model is a decentralized approach that does not rely on a campus.

It considers augmenting most programs with additional capacity and staff. In this model, SPA 5 adds capacity to the existing UCC, adds sobering center capacity to the UCC or to a community-based organization, and adds mental health and SUD staff to an existing provider organization to deliver field-based services for existing interim housing programs.

Each of these models are further explored in the following report.

11.B.b
Packet Pg. 858 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 9 ,1752'8&7,21
This is a time of unprecedented challenge, opportunity
and uncertainty for those committed to enhancing
behavioral health services, especially for those
experiencing homelessness. The stress of the
COVID-19 pandemic took a toll on the emotional health
and wellbeing of many, while simultaneously creating
greater awareness of the prevalence of mental illness
and substance use disorders and the importance of
seeking help. The rising numbers of individuals visibly experiencing homelessness throughout this period2
raised community concern and questions about how
to alleviate individual suffering and neighborhood
blight. Increases in the rates of suicide3 and opioid
deaths4 enhanced awareness of our nation’s
behavioral health crisis. Finally, higher demand
combined with a workforce shortage5 created the
perfect storm for the delivery of behavioral health
services. Appendix C provides an overview of the policy and funding landscape necessary to fully comprehend the current state of behavioral health opportunities and limitations. It is against this backdrop that the City of Santa Monica retained Initium Health to conduct a full analysis of the state of behavioral health services for individuals of all age groups, including a specialized focus on those who are unhoused. This report builds on the work done by Initium by exploring existing intensive behavioral health services, gaps in services and capacity limitations in Santa Monica and SPA 5.
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%HKDYLRUDO+HDOWKFDUH 0HQWDO+HDOWK6XEVWDQFH8VH'LVRUGHU6HUYLFHV While many individuals believe mental health and behavioral health are synonymous, this is not the case. In the behavioral health field, this term is meant to recognize both mental health and SUD. It is essential to highlight the prevalence and the importance of access to care for both individuals afflicted by mental illness and those suffering from substance use disorders; and, to recognize that these disorders often occur concurrently. The way in which treatment is funded by both public sector and managed care entities often deals with these conditions separately. As a result, this can create silos in the organizations that provide behavioral healthcare.
2 Fact_Sheet_Summarized_Findings.pdf (hud.gov)
3 Suicide Data and Statistics | Suicide Prevention | CDC 4 NCHS Data Brief, Number 491, March 2024 (cdc.gov)
5 Behavioral Health Workforce 2023 Brief (hrsa.gov)

11.B.b
Packet Pg. 859 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 10 2YHUVLJKW
&LW\63$YV&RXQW\ZLGH$SSURDFKWR2UJDQL]LQJ6HUYLFHV,Q/RV$QJHOHV In LA County, there has been a longstanding question pertaining to how services should be designed and delivered. Understandably, within the DMH some highly specialized programs are intended to serve a countywide population. Accordingly, they are developed and administered by a centralized administrative unit. Such programs include hospitals and subacute units such as Institutions for Mental Disease (IMDs) which provide long-term locked residential treatment for individuals with chronic and serious mental illness. In contrast are services that are intended to be more strategically responsive to the local community; these are typically organized and monitored by regional DMH representatives for each of the eight designated LA County SPAs.

Santa Monica is located in SPA 5, commonly
referred to as the Westside of LA. In
addition to Santa Monica, SPA 5 includes the
communities of Malibu, Culver City, Beverly
Hills, and parts of LA such as Marina del
Rey, Venice and West L.A. A map of SPA 5
is included in Figure 2. Through their local
administrative staff, County Departments
(e.g., DMH, DHS, DPH) make every effort to
ensure an array of services that will address
residents’ needs, through sufficient local
service delivery or access to specialized
countywide programs.

As this report proceeds with outlining the
array of intensive behavioral health services,
a differentiation will be made between
behavioral health services considered to
be countywide assets versus those that are
intended to be developed, delivered and
administered locally (i.e., within each SPA). This is a key consideration as it will impact the extent to which developed resources are more specifically responsive to the needs of the Santa Monica and SPA 5 residents. While DMH allows individuals to seek treatment anywhere in LA County, it is considered a best practice to have certain treatment resources available in an individual’s own community. This issue will also affect the degree to which providers have control over the access to their programs compared with those in which access is strictly controlled by DMH. The following chart illustrates this distinction for mental health programs:

Table 1. Programs administered countywide versus by SPA &RXQW\ZLGH3URJUDPV 3URJUDPV2UJDQL]HGE\63$
Ŭ Psychiatric Hospital Inpatient Units
Ŭ Subacute Treatment Programs (IMDs)
Ŭ Crisis Residential Treatment Programs
(CRTPs)
Ŭ Psychiatric Health Facilities (PHF)
Ŭ Mental Health UCCs
Ŭ Outpatient Mental Health Centers
Ŭ FSP Programs
Figure 2. Service Planning Areas in L.A. County

11.B.b
Packet Pg. 860 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 11 It should be noted that SUD programs, which are administered through contracts with SAPC within the LA County Department of Public Health (DPH), are not managed in the same way. Providers contracted with SAPC provide the continuum of services for substance use disorders to anyone residing within LA County. However, it is also a best practice to have ongoing treatment close to one’s own community and systems of support. )HGHUDODQG6WDWH5HJXODWLRQV*RYHUQLQJ$FFHVVWRDQG/HQJWKRI&DUH Regardless of how programs are administered, county departments must adhere to requirements related to access according to standards established by the Federal Center for Medicare and Medicaid Services (CMS). These include standards for the proximity of services to all residents, and the length of time required to travel to the closest provider. They also include timeliness to first offered urgent and nonurgent appointments for treatment and appointments with a psychiatrist (Appendix D). As a result, county entities must ensure sufficient services in each geographic area so that standards for timeliness and proximity are met. These standards are reviewed and reported by the External Quality Review organization commissioned by the State of California to monitor counties’ compliance with these regulations (the most recent LA County DMH review can be found here6 and the Drug MediCal Organized Delivery System (DMC-ODS) for LA County review can be found here7).

Additionally, California licensing requirements dictate the conditions of service delivery, including, in some cases, the length of stay in various programs. For example, Crisis Stabilization Units (CSUs) or Mental Health UCCs as they are often called locally, are licensed to serve clients for no longer than 23 hours and 59 minutes. CRTPs are intended to serve individuals between 14 days and 90 days. On the DMC-ODS side, for example, the guidance for residential treatment is increments of 30 days of treatment. $6\VWHPLQ'\QDPLF7HQVLRQ
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As is evident from the foregoing discussion, behavioral health services represent a complex system in which sufficient available services must be available to LA County residents, including those living in Santa Monica and SPA 5. A breakdown in capacity at any level will hamper the ability of individuals to be transitioned into a lower level of care or be stepped up to a higher level of care should the need arise. For example, UCCs, intended to serve individuals for less than 24 hours, frequently experience overstays due to the lack of available inpatient beds for those who require hospitalization. This quickly results in UCCs functioning at full capacity, unable to accept additional admissions. Similarly, when inpatient psychiatric units cannot access IMDs for individuals who require locked settings, length of stay on inpatient units increases and those who require transfer from UCCs cannot access a hospital bed. The issue can be more complicated when individuals are seeking treatment for a substance use disorder. For example, during intake, the assessment may reveal a need for detoxification. This may be medically necessary before beginning any residential or intensive outpatient treatment. In LA County, the detoxification level of care is limited, and non-existent in SPA 5 and Santa Monica. As will be explored in the sections that follow, this may prevent an individual from entering treatment at all. Thus, even when it appears the system has sufficient capacity based on population size, the ability to access services may be compromised. 6 1140138_LosAngelesMHPEQRFinalReportFY2022-23.pdf (lacounty.gov) 7 Microsoft Word - Los Angeles DMC-ODS FY 2023-24 Final Report RK 02202024 (caleqro.com)

11.B.b
Packet Pg. 861 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 12 5HFRJQL]LQJWKH5ROHRI1RQ*RYHUQPHQWDO&RPPXQLW\EDVHG2UJDQL]DWLRQV While the focus of this analysis is on services delivered under the auspices of the public sector, private organizations located in and close to Santa Monica also serve an important role. Some organizations, such as The Life Adjustment Team, provide intensive outpatient mental health services, including partial hospitalization for individuals whose treatment is reimbursed by private insurance, managed care organizations or self-pay. Similarly, on the SUD side, there are providers who take private insurance and self-payment for treatment. While these types of provider organizations were not in scope of this project, it is significant as an August 1, 2024 report8 reflects the following health insurance status for Santa Monica residents:

Figure 3. Health Insurance Status of Santa Monica Residents On the other end of the financial spectrum are agencies like the Salvation Army, which sponsors a 60-bed rehabilitation facility with a work program for individuals in recovery from substance use disorders. The services provided by the Salvation Army are funded through donations; individuals who have no source of support may take advantage of such programs.

While capacity for some services may be limited in Santa Monica and SPA 5, effort should be made to look holistically at the array of services and – as important – coordination of care strategies that will allow the community to maximize the use of all available resources. 5HFRJQL]LQJWKH3DWFKZRUNRI(QWLWLHV3URYLGLQJ$GPLQLVWUDWLYH2YHUVLJKW As referenced earlier, behavioral health and ancillary physical health services are delivered under the auspices of multiple entities in LA County. More specifically:

Ŭ LA County DMH delivers and contracts for services to individuals with serious mental health conditions
Ŭ LA County DPH through its SAPC Division, contracts for the delivery of SUD services reimbursable through Medi-Cal
Ŭ The LA County Department of Health Services oversees recuperative care services which typically include behavioral health specialists in addition to those delivering physical health care services.

Private Insurance 70%
26%
4%
Public Insurance
No Insurance
8 Santa Monica, CA ZIP Codes, Map and Demographics (zip-codes.com)

11.B.b
Packet Pg. 862 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 13 Ŭ Medi-Cal Managed Care Organizations (e.g., L.A. Care) are charged with ensuring mental health and SUD treatment for less severe conditions than DMH. However, under the State’s new CalAIM Medi-Cal waiver, they oversee two programs intended to address the needs of individuals who are unhoused with behavioral health disorders as well as those transitioning from inpatient care. These programs are Enhanced Care Management and Community Supports which provide intensive case management and housing support services among other options.

Ŭ Health Maintenance Organizations (e.g., Kaiser Permanente) and private health insurance providers are required to offer needed mental health services to their enrollees. 352-(&76&23($1'$3352$&+
In March 2024, the City of Santa Monica entered into a consulting agreement with CSCG designed to provide information that would support the expansion of intensive behavioral health services in the City and on the Westside – including the possible plan for a behavioral health center. The project was intended to build on a variety of reports already published, including the Mercer Report9, RAND Study10, External Quality Review periodic reviews11,12, and the recent HMA study commissioned by DMH and the Board of Supervisors13. While these studies employed modeling to determine the quantity of behavioral health resources at various levels required by LA County, the focus of this project was Santa Monica and the Westside. This work is intended to build on the comprehensive Initium study conducted earlier at the request of the City of Santa Monica. More specifically, it was agreed that CSCG would:

Ŭ Catalogue intensive behavioral health treatment services in Santa Monica and the Westside (SPA 5)
Ŭ Identify gaps in the array of existing intensive behavioral health services Ŭ Highlight utilization and access challenges that occur when services exist in insufficient capacity at any point in the continuum of care
Ŭ Make recommendations for improvements that could be considered to begin building a path forward that includes the expansion of behavioral health services.

Ŭ Describe and identify existing recuperative care programs that have the potential to augment the existing system of care, even though these programs do not currently exist in Santa Monica or SPA 5.
9 Report (Vertical) (lacounty.gov)
10 Psychiatric and Substance Use Disorder Bed Capacity, Need, and Shortage Estimates in Santa Clara County, California (rand.org)
11 1140138_LosAngelesMHPEQRFinalReportFY2022-23.pdf (lacounty.gov) 12 Los Angeles DMC-ODS FY 2023-24 Final Report RK 02202024 (caleqro.com) 13 1156106_EstablishingARoadmapToAddressTheMentalHealthBedShortage_ItemNo.41- DAgendaOfJanuary242023_-Feb2024.pdf (lacounty.gov)

11.B.b
Packet Pg. 863 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 14 This report provides an analysis of the mental health and SUD continuum of care in Santa Monica and SPA 5 based upon the model used in a report commissioned by the California DHCS and performed by Manatt Health. Entitled “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications” 14,
the report catalogues services available in each County within a “Core Continuum of Care,” including Prevention and Wellness, Outpatient, Peer and Recovery, Community Services and Supports, Intensive Outpatient Treatment, SUD Residential Treatment, Crisis Services, and Intensive Services as reflected below.
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For this report, consistent with the specific interest in intensive behavioral health programs (of the type that would be incorporated in a behavioral health center), the focus will be on Intensive Outpatient Treatment Services for both mental illness and substance use disorders, SUD Residential Treatment Services, Crisis Services and Intensive Treatment Services. It should be noted that a robust behavioral health system requires adequate services at all levels of the continuum, including prevention and early intervention, but exploring the entire continuum is beyond the scope of this project.

This report reviews mental health and SUD services in Santa Monica and SPA 5 and is organized as follows:
͕ Findings
D Intensive behavioral health treatment services (mental health and substance use disorders) in Santa Monica and SPA 5
E Identified gaps and capacity limitations
Recommendations
As this report is intended to build upon the Initium study, CSCG focused on detailing existing intensive mental health and SUD programs in Santa Monica and SPA 5, relying on resources such as the LA County DMH and SAPC websites and published reports, the Westside Mental Health Network annual compendium of programs and historic knowledge of the Westside 14 Adapted from the Manatt Health (with support from Dr. Anton Nigusse Bland), “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications.”, January 10, 2022. Available at: dhcs.ca.gov/Documents/Assessing-the-Continuum-of-Care-for-BH-Services-in-California. pdf

11.B.b
Packet Pg. 864 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 15 programs. To confirm program capacity and gain insight into perceived gaps and needs, interviews were conducted with representatives of the mental health and SUD treatment agencies delivering services on the Westside. Finally, CSCG consultants met with other stakeholders, including hospital Emergency Room physicians and representatives of managed care plans to gain insight into the intensive services missing from the continuum. In prior projects, CSCG spoke with leadership of programs located in other California counties to identify the key success factors in a good system or full continuum of care. A list of these organizations can be found in WKHDFNQRZOHGJPHQWV. Information collected from all sources was used to analyze the system of care and to identify gaps and opportunities for the future.

In the pages that follow, these service array components are defined, and program characteristics of each component are identified and described. The availability of such programs in Santa Monica and SPA 5 and corresponding capacity issues are identified. Mental health and SUD services are covered in separate sections of the document, as that is how they are currently organized and administered in LA County. ),1',1*6
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CSCG completed an inventory of the intensive system of care for mental health disorders overseen by DMH that revealed a continuum of services through DMH directly operated and contracted providers. The location of intensive outpatient treatment programs is included in the geocoded map of SPA 5 (Appendix D).

The summary chart below shows the program elements of intensive levels of mental health services; a more complete description of these programs in Santa Monica and SPA 5 follows.

Table 2. Program Elements of Intensive Mental Heath Services in Santa Monica and SPA 5 7\SHRI6HUYLFH ,Q6DQWD
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Full Service
Partnerships Yes Yes Centralized
Ŭ Alcott Center for MHS
Ŭ Didi Hirsch CMHC
Ŭ Edelman WMHC
Ŭ Exodus Recovery, Inc.

Ŭ PACS-LA
Ŭ Step Up on Second
Ŭ St. Joseph Center
Ŭ The People Concern
Capacity
exists which is
currently not
used; workforce
challenges limit
access
Psychiatric
Medication
Evaluation and
Support
Yes Yes Local
Ŭ Alcott Center for MHS
Ŭ Didi Hirsch CMHC
Ŭ Edelman WMHC
Ŭ Exodus Recovery, Inc.

Ŭ PACS-LA
Ŭ Step Up on Second
Ŭ St. Joseph Center
Ŭ The People Concern
Adequate

11.B.b
Packet Pg. 865 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 16 7\SHRI6HUYLFH ,Q6DQWD
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Response
Teams
Yes Yes Varies
Examples
County LE Teams
Ŭ MET/SMART
Ŭ County-City Teams
Ŭ SM HLP
Ŭ City Teams
Ŭ Culver City LET
Ŭ Vista del Mar
Ŭ Alcott Center for MHS
Service still
ramping up;
evaluate
capacity
when fully
implemented
Urgent Care
Centers
(UCC) / Crisis
Stabilization
Units (CSU)
No Yes Local Ŭ Exodus Recovery, Inc.

Typically Full
Must divert
clients to other
programs
Crisis
Residential
Treatment
Programs
(CRTP)
No Yes Centralized Ŭ Exodus Recovery, Inc. Typically Full ,QWHQVLYH7UHDWPHQW6HUYLFHV
Acute Inpatient
Hospitals No Yes Centralized
Ŭ UCLA NPI
Ŭ Southern California
(Voluntary Beds
Only)
Typically full
Unknown
Psychiatric
Health Facility
(PHF)
No Yes Centralized Ŭ Exodus Recovery, Inc. Typically full General IMD /
Subacute Beds No Yes Centralized Ŭ Meadowbrook Typically full Enriched
Residential
Services
No No - - -
Enriched
Residential
Care
Yes No Centralized Ŭ The Manor Unknown
Mental Health
Recuperative
Care
No No - - -
FINDINGS | Intensive Mental Health Services 11.B.b
Packet Pg. 866 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 17 FINDINGS | Intensive Mental Health Services | Intensive Outpatient Treatment Services - Mental Health ,QWHQVLYH2XWSDWLHQW7UHDWPHQW6HUYLFHVŞ0HQWDO+HDOWK Intensive Outpatient Treatment Services include services such as FSP and access to Psychiatric Medication Evaluation and Support. Both are intended to prevent clients from requiring psychiatric hospitalization and are supports for the stabilization of those exiting inpatient care or treatment in a locked setting. These services also include intensive outpatient treatment services for substance use disorders, which are covered later in the report. Both mental health and substance use intensive outpatient treatment services are delivered using a multidisciplinary approach to support individuals with high acuity behavioral health needs.
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provide a
comprehensive community-based treatment
program for persons with severe and
persistent mental illnesses. They facilitate
successful community living and psychosocial
rehabilitation. Supportive FSP housing and
flexible funding for additional expenses
encountered by clients is available through
the agencies that offer these services. These
programs are certified by California DHCS as
outpatient mental health programs and are
eligible for Medi-Cal reimbursement. FSPs can
provide interventions 24/7 in settings preferred
by clients, including homes, adult residential
care facilities, on the streets and in a variety of
other settings. Staff includes psychiatrists, social workers, case managers and peers. Staff link with and provide transportation to any ancillary services not provided directly by the FSP team, such as access to benefits, medical treatment and legal support. These services are intended to serve individuals who live or are located in a particular geographic area in the County. However, access to FSP slots is controlled by DMH centralized administrative units.

While providers may refer a client in need for these services, DMH determines whether access to FSP will be granted.

Agency representatives report challenges with delivering ongoing services to FSP clients who may be required to accept housing far from the Westside due to lack of local supportive housing beds. In addition, in a situation that appears to be specifically characteristic of SPA 5, providers report a significant number of unfilled FSP slots. This is not due to a lack of need but appears to be an artifact of the agencies’ workforce challenges combined with the current requirement that providers adhere to staff to client ratios to preserve the intensity of the program. In some cases, agencies reported operating at 75% capacity. Despite this, there is a plan to increase FSP slots for some Westside agencies in this fiscal year. Consistent with this plan, at the time of this report, DMH was in the process of modifying levels of care within the FSP program which may ameliorate some of the limitations in accessing services for those in need.

There is currently some question regarding how recent ballot measures and regulations will affect FSP programs, and the outpatient services (known as Outpatient Community Services

11.B.b
Packet Pg. 867 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 18 Table 3. FSP Services in SPA 5
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Alcott Center for
Mental Health
Services
40 Yes Yes
Didi Hirsch
Community Mental
Health Center
158 Yes Yes
Exodus Recovery, Inc. 75 Yes Yes
Pacific Asian
Counseling Services 56 Yes Yes
Step Up on Second 67 Yes Yes
St. Joseph Center 180 Yes Yes
The People Concern 60 No Yes
Edelman Westside
Mental Health Center
(County directlyoperated)
106 Yes Yes
Total available slots reported by providers and those reported by County are 702 vs. 784 respectively. This is likely a timing issue, due to increases in some contracts after interviews were concluded. County DMH reports that 65% of available slots are currently filled.

FINDINGS | Intensive Mental Health Services | Intensive Outpatient Treatment Services - Mental Health or OCS in LA). In 2024, voters approved Proposition 1, dedicating 30% of Mental Health Services Act funding to housing for individuals with mental illness, substance use disorders or co-occurring disorders. In the future, as noted above, it appears that some outpatient services may be considered FSPs at either the same or a lower step-down ratio of staff to clients. The impact on outpatient community services, which is a step-down from FSP, and enables flow through the system is as yet unknown.
3V\FKLDWULF0HGLFDWLRQ(YDOXDWLRQDQG6XSSRUW is an important component of the array of services offered through FSP programs. However, it is also critical that individuals who may not be enrolled in an FSP program have access to a psychiatrist when released from an inpatient or locked setting or when in a state of crisis. For individuals with serious and persistent mental illness, medication stabilization is an integral part of the services needed for successful community integration. In the event that an appointment is unavailable or a client must be seen quickly, the Westside UCC provides medication support services on an immediate walk-in basis, subject to available capacity.

The chart below lists FSP providers, capacity, whether workforce challenges limit capacity, and availability of psychiatric medication evaluation and support in SPA 5.

11.B.b
Packet Pg. 868 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 19 Until this past year, DMH relied primarily on its 24/7 ACCESS Center to provide direct telephonic connection to mental health professionals for individuals in a mental health crisis. This capability was augmented by specially trained counselors working with the Suicide Prevention Center of the Didi Hirsch Community Mental Health Center. With the national implementation of the 988 program (a 911 alternative for individuals experiencing a mental health crisis), the City of LA added a call center operated by Exodus Recovery, Inc. Except for the Didi Hirsch Suicide Prevention Center which contacts the DMH 24/7 ACCESS Center for mobile response, call centers can dispatch mobile teams throughout the county. The City of Santa Monica is actively working with regional partners to understand how 988 calls that require an in-person response are routed to deploy local mobile response teams.

There are several varieties of mobile teams that serve the Westside including:
• Mental Health-Law Enforcement Teams such as SMART and MET (County DMH collaborations with LAPD and the Sheriff’s Department respectively) • City law enforcement collaborations such as the Santa Monica-DMH team • City-run teams such as the Culver City response team
• Mental Health Crisis teams staffed by mental health professionals and peers, implemented as part of the 988 roll-out. On the Westside Vista del Mar, Alcott Center for Mental Health Services and Exodus Recovery, Inc. have implemented new teams in the past year.

Given the fact that a number of teams are not fully ramped up and may have limited hours of operation, the impact of increasing response to those in crisis cannot yet be determined.

It is clear that individuals that cannot be stabilized in the field will need transport to UCCs/ Crisis Stabilization Units (CSU) or Emergency Departments for further treatment, which may overwhelm the ability of receiving programs to address the demand. Analysis of the impact of these teams is premature. However, it is recommended that data be gathered to identify:
• Number of mobile calls;
• Number of individuals stabilized/not stabilized in the field; • Destination of individuals transported from the field; and • Impact on receiving destinations (e.g., UCCs and Emergency Departments).

You Are Not Alone.

FINDINGS | Intensive Mental Health Services | Crisis Services Crisis Services
Crisis Services include crisis lines, mobile response teams, mental health UCCs and crisis residential programs.

Mobile Response Teams provide a field response to calls that originate in crisis lines such as 911, 988, the DMH ACCESS Line (1-800-854-7771) or law enforcement. While their goal is to stabilize individuals in behavioral health crises in the community by providing voluntary interventions, they do have the ability to detain individuals under the involuntary detention (i.e., “5150”) provisions of the California Welfare and Institutions Code.

11.B.b
Packet Pg. 869 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) Ŭ A step down from the PHFs and acute
hospitals for patients to access community
resources.

Ŭ Immediate evaluation for individuals in
crisis who are brought in by law
enforcement or teams on an involuntary
basis or are willing to engage voluntarily.

Ŭ Medication walk-in services.

Ŭ A gateway to on-going community mental
health and SUD services.

The Westside UCC has 12 chairs and frequently operates at capacity. When full, Exodus staff can divert crisis clients to the agency’s other Urgent Care facilities located as follows:

Ŭ Eastside UCC – 1920 Marengo Street, LA 90033
Ŭ Harbor-UCLA UCC – 1000 W. Carson Avenue, Torrance 90502 Ŭ Behavioral Health Center on the campus of Martin Luther King, Jr. Hospital - 12021 Wilmington Avenue, Building 18, LA 90059
Recently, Exodus staff indicated that the next closest UCC on the campus of MLK Hospital in Willowbrook is also frequently operating at capacity. It is possible that the impact of mobile crisis team expansion is beginning to be experienced at these receiving programs. In addition, at least one Santa Monica hospital has indicated that between six and eight ER patients per day could be sent to a UCC if located in closer proximity and if patients were not diverted to other parts of the county, highlighting the need for additional capacity in SPA

5. The new UCLA-NPI, is planning to operate a CSU in association with their facility, increasing capacity in the county but it will be located outside of SPA 5. With a planned opening in 2026, the new hospital will be located at the former Olympia Hospital at 5900 Olympic Boulevard.

FINDINGS | Intensive Mental Health Services | Crisis Services 8UJHQW&DUH&HQWHUV
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provide up to 23-hours and 59
minutes of care, including crisis intervention, assessment, evaluation, collateral supports, therapy, SUD counseling and peer support. Medication services are available at the UCC.

The goal of the UCC is to avoid unnecessary hospitalization and incarceration while improving wellness for individuals with mental health disorders and their families. Operated by Exodus Recovery, Inc. through a contract with DMH, the Westside UCC is located at 11444 Washington Boulevard, LA 90066 and is open 24/7. The UCC provides:
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11.B.b
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11.B.b
Packet Pg. 871 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy)
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11.B.b
Packet Pg. 872 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy)
Enriched Residential Services (ERS)
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11.B.b
Packet Pg. 873 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 24 17 Asam.org
FINDINGS | Intensive Substance Use Disorder Services
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(5&
is augmented programming and supervision for individuals who require more structure than is offered in a typical residential facility, including 24/7 care and support to help them remain stably housed. DMH contracts with several Adult Residential Facilities in LA County to provide these services, which include Adult Residential Facilities (ARF) and Residential Care Facilities for the Elderly.

The Manor, in Santa Monica, is a licensed ARF. Commonly known as a Board & Care facility, it offers food, shelter and medication dispensing for individuals who require care and support in the community. The Manor currently offers some limited bed capacity for individuals referred from the DMH who, for a period of time, require a “patch” of supportive services and structure and is the only facility in SPA 5 with this capacity. The use of such beds for individuals willing to enter an adult residential facility may help to alleviate the problem faced when individuals are ready to leave institutional care, but not yet functioning well enough to live independently.

The capacity of The Manor is unknown. However, should capacity not exist at The Manor, it would be prudent to disaggregate the elements of support offered by this patch and attempt to replicate them in scattered site or congregate housing. 5HVSLWH5HFXSHUDWLYH&DUH provides safe short-term bridge housing for individuals who are homeless where they can recuperate after emergency room or hospital discharge. The programs, under Housing for Health, a division of Department of Health Services, provide a place to recover from medical and psychiatric conditions and prevent people experiencing homelessness from being discharged to the street. Individuals receive medical oversight, intensive case management, behavioral health therapy, substance use counseling, and housing navigation. The programs reduce emergency room visits and hospitalizations and promote connections to resources to support their path to housing. These types of services do not exist in Santa Monica or SPA 5.
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A review of the system of care for substance use disorders should ideally include the services identified in Figure 2 and the American Society of Addiction Medicine (ASAM) levels of care (Figure 4). In LA County, SAPC allows individuals to seek treatment for a SUD anywhere in the county, however it is a best practice to have treatment resources available in an individual’s own community. Currently, there are gaps in intensive services (represented in the blue circle below) in Santa Monica and SPA 5.

11.B.b
Packet Pg. 874 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy)
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Type of Service /
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Available in Santa
Monica Available in SPA 5 Providers Capacity Issue
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REFLECTING A CONTINUUM OF CARE
Early Intervention
Outpatient S
Services
Intensive Outpatient/
Partial Hospitalization
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Intensive Outpatient
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Partial
Hospitalization
Services
Clinically
Managed
Low-Intensity
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Note:
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11.B.b
Packet Pg. 875 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 26 7\SHRI6HUYLFH
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Residential
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No No - -
Medically
Monitored
Intensive
Inpatient
Services (ASAM

3.7 and 4.0)
No No - -
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In LA County, individuals can be offered intensive outpatient services including assessment, counseling, case management and other services that do not require an overnight stay for one or more days per week based on medical necessity as defined by ASAM criteria.19 ASAM (along with providers and managed care insurance companies) break these services up by the ASAM levels of Intensive Outpatient (2.1) and Partial Hospitalization (2.5) to reflect the different level of need and intensity. Typically, intensive outpatient services are those provided less than nine hours per week, while partial hospitalization are similar outpatient services with a higher frequency of and more services (20 hours or more per week). Both types of intensive outpatient services are often combined with safe housing (i.e. sober living, family, etc.) to maximize treatment effectiveness.

In Santa Monica and SPA 5, CLARE|MATRIX
provides intensive outpatient services (for male
and female clients) and limited bridge housing
for male clients only (six beds). Their intensive
outpatient services have capacity for additional
clients. Didi Hirsh CMHC also offers outpatient
treatment for substance use disorders within
SPA 5. These are at the less intensive level
of outpatient. They also have capacity for
additional clients.
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These services include short- and long-term treatment stabilization in a residential setting for individuals who experience significant impairments related to a substance use disorder.

While based on medical necessity, residential treatment programs typically offer 30-120 days of care. Evidence-based practices, harm reduction, case management, trauma work, 12-step models, employment and educational assessments and life skills training are often 20 More on these services can be found at - salvationarmyusa.org/usn/rehabilitation/.

FINDINGS | Intensive Substance Use Disorder Services
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11.B.b
Packet Pg. 876 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 27 SPA 5 currently has no facilities that
offer medically monitored withdrawal
management in residential or hospitalbased settings (ASAM 3.2, 3.7 or 4.0).

Providers in Santa Monica and SPA 5 who
determine an individual needs these
services refer them to Tarzana Treatment
Center (in Tarzana and Long Beach) or
Behavioral Health Services, Inc (Pomona
and Long Beach). It should be noted that
at one time CLARE|MATRIX had a license
Findings | ,QWHQVLYH6XEVWDQFH8VH'LVRUGHU6HUYLFHV
components of SUD residential treatment programs. Some programs incorporate mental health treatment into the SUD treatment.

CLARE|MATRIX currently runs a 32-bed residential facility for men and a 40-bed residential facility for women. In addition to their residential programs, they also have a 6-bed Recovery Bridge House (i.e. sober living) for male clients who are transitioning from more intensive levels of treatment. Clients living in Recovery Bridge Housing are also receiving concurrent SUD treatment from an outpatient program. Additional residential treatment services in SPA 5 are provided by Phoenix House (for men only) and Beit Tzedek. According to the California Department of Health Care Services, Phoenix House is licensed for 53 residential beds for male clients; and, Beit Tzedek is licensed for 138 residential beds (male and female). Both appear to be frequently at capacity. While not part of the public system, the Salvation Army offers a faith-based work therapy program for those struggling with alcohol and substance abuse with 60 (not licensed for treatment) beds20.
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These services include those offered at the most intensive levels of care for those with a substance use disorder. While the focus of this report is on intensive behavioral healthcare services, it is important to note that there are various levels of withdrawal management available varying from outpatient to inpatient detoxification. These are further described in the paragraph that follows.

At the less intensive level, withdrawal management (W/M), a less intensive service, can be provided in outpatient and medically monitored settings based on the severity of the withdrawal symptoms, the substances used and other co-occurring medical conditions. For example, SAPC contracts with providers to provide Ambulatory W/M (Level 1-W/M and Level 2-W/M). These levels of care offer treatment for symptoms of withdrawal on an outpatient basis. Opioid Treatment Programs (OTP) provide methadone and other medications for withdrawal management from opioids and other substances, usually on an outpatient basis.

At the other end of the spectrum (and the focus of this report) are the most intensive levels of W/M requiring inpatient management. SAPC contracts with providers to provide withdrawal management in residential (ASAM 3.2 W/M) and in hospital-based settings (ASAM 3.7 W/M and 4.0 W/M).
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11.B.b
Packet Pg. 877 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 28 Table 5. Service gaps and limitations in SPA 5
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Ŭ Enriched Residential Program
Ŭ Behavioral Health Recuperative Care
Ŭ SUD In-patient Detoxification Beds
Ŭ Adult Residential Facility with Patch
Ŭ Mental Health UCC
Ŭ CRTP
Ŭ PFH
Ŭ Interim Housing with Behavioral Health
Support Services
Ŭ Residential SUD Treatment for Men
Ŭ Residential SUD Treatment for Women
Ŭ In-patient beds
Ŭ Subacute beds
While these are listed as separately as gaps and limitations, it is important to note that they are interrelated and thus reported in a combined fashion in the following key findings that should inform the development of an enhanced behavioral health system in Santa Monica and SPA 5.
:KLOHLWPD\DSSHDUWKDWWKH:HVWVLGHFRQWDLQVPDQ\RIWKHHOHPHQWVRIDUREXVWLQWHQVLYH EHKDYLRUDOKHDOWKV\VWHPFULWLFDOHOHPHQWVRIWKDWV\VWHPRSHUDWHDWFDSDFLW\DWDOOWLPHV As a result, although programs are situated within SPA 5, they may not be accessible to those living there. Notably, these services include urgent care, crisis residential treatment, residential treatment for SUD and an array of residential programs designed to provide longer-term stabilization for individuals with mental illness who are not ready to live in the community and function without supports.

Findings | Identified *aps and &apacity /imitations
to operate a detoxification program (withdrawal management program). The license has lapsed but could potentially be renewed if the facility and staffing requirements could be met and funding could be obtained.

It is important to note that in LA County, services for substance use disorders are available to individuals at any location within the county. Thus, while there are opportunities to strengthen the system within Santa Monica, it is also possible to strengthen partnerships, especially for the more intensive levels of care, throughout the county.
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As identified in the prior sections, gaps and capacity limitations in intensive behavioral health services exist in Santa Monica and SPA 5. This section will cover the service gaps (services do not exist) and the limitations (services exist but there are access and / or capacity issues). The following table provides a summary of the service gaps and existing services with capacity limitations in SPA 5:

11.B.b
Packet Pg. 878 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 29 7KHUHLVDFOHDUDQGSUHVVLQJQHHGIRUDGGLWLRQDO68'SURJUDPVDWPXOWLSOHOHYHOV Detoxification services do not exist in SPA 5, forcing individuals to travel as far away as Long Beach, the San Fernando Valley or other significant distances for treatment. This can preclude vulnerable populations, such as individuals experiencing homelessness, from entering treatment. While residential treatment beds do exist, there are capacity issues. This is particularly concerning since almost all providers and stakeholders noted the increasing number of individuals with serious substance use disorders, the use of more harmful drugs than in prior years and
challenges finding appropriate levels of care
for these individuals. As mentioned previously,
these issues impact individuals who are
unhoused, have co-occurring mental illness
and other social or medical conditions that
require more specialized care. These individuals
require signification supports that will help them
to maintain regular treatment. Additionally,
these are individuals who may benefit from
Medication Assisted Treatment to support their
recovery.
7KHUHDUHVHYHUDOYXOQHUDEOHSRSXODWLRQVLQ6DQWD0RQLFDDQG63$ZKRUHTXLUHVOLJKWO\ GLIIHUHQWFRQVWHOODWLRQVRIVHUYLFHVWKDWGRQRWH[LVWRUH[LVWLQOLPLWHGVXSSO\ The general population in acute behavioral health crisis requires immediate access to evaluation, crisis-oriented intervention and medication support, typically offered in a Mental Health UCC/CSU followed by linkage to ongoing outpatient mental health or SUD treatment.

In some cases, a stay in a CRTP is necessary to provide additional treatment and stabilization prior to a return to the person’s living situation in the community. A smaller number of individuals who remain symptomatic may benefit from longer-term Enriched Residential Services to ensure stabilization and rehabilitation.

Unhoused individuals in acute behavioral health crisis require immediate access to evaluation, crisis-oriented intervention and medication support offered in a Mental Health Urgent Care Program or a Safe Landing program (Appendix A), often followed by a period of behavioral health support in interim housing or other residential treatment options (e.g., Enriched Residential Services, Enriched Residential Care, SUD residential treatment).
7KHOLPLWDWLRQVLPSRVHGE\DV\VWHPWKDWLVIUHTXHQWO\IXOOFRPELQHGZLWKWKHODFNRI SURFHVVHVWKDWHQVXUHWUHDWPHQWWUDQVLWLRQVKDVUHVXOWHGLQDVLWXDWLRQLQZKLFKPDQ\FOLHQWV DOPRVWFHUWDLQO\IDOOWKURXJKWKHFUDFNV FSP programs can provide ongoing treatment and coordination across time and programs. However, in SPA 5 this option is challenging to access because providers have faced limitations in accepting new clients. In addition, the lack of interim housing and permanent supportive housing in SPA 5 results in a transfer of clients to other parts of LA County and new providers, thereby interrupting Findings | ,GHQWLILHG*DSV DQG&DSDFLW\/LPLWDWLRQV 11.B.b Packet Pg. 879 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 30 the treatment relationships that are formed. Providers and clients face a no-win situation: continue the treatment relationship at the risk of remaining unhoused or accept housing elsewhere with the hope that treatment options will be available.

Based on the analysis above, even when services exist in SPA 5, they may be inaccessible to clients. Some programs face significant capacity limitations with essential components operating at full capacity almost continuously. More specifically:

Ŭ Individuals with SUD need to be able to access detoxification and residential treatment services when they are ready to do so. In SPA 5, medically monitored detoxification services no not exist.

Ŭ SUD Residential Programs have limited capacity. The SAPC access site occasionally reflects an opening in local treatment facilities, but it is quite difficult for clients to find themselves calling at the right time to obtain limited services.

Ŭ The Westside UCC operates at full capacity continuously. While the UCC has the ability to divert clients to other UCCs, these are beginning to experience capacity limitations as well.

Ŭ The PHF, an alternative to inpatient psychiatric care operated as a countywide program operates at full capacity continuously.

Ŭ The CRTP is operated as a countywide facility and does not prioritize SPA 5 residents; it is continuously full with limited capacity for admissions.

Ŭ Supported residential treatment alternatives (e.g., interim housing with behavioral health services or enriched residential care) are in limited supply and cannot accommodate the number of individuals that require support to live independently in the community.

Ŭ Workforce limitations have created capacity issues in SPA 5. FSP programs currently provide the most intensive level of outpatient care and flexible funding to attend to clients’ needs, however all but one agency indicated that they could not accept new clients even though they have been allocated sufficient funding to do so because they did not have enough staff to comply with client to staff ratios. As discussed in the next section, it does appear that this may change in the future.

Ŭ Recuperative care does not exist in SPA 5. Although the existing recuperative care programs are administered by the Department of Health Services, a behavioral health capacity can be added. These programs can be instituted as a standalone program or as a special treatment alternative within other types of residential programs (e.g., Adult Residential Facilities) with additional services layered in.

Findings | ,GHQWLILHG*DSV DQG&DSDFLW\/LPLWDWLRQV 11.B.b Packet Pg. 880 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 31 5(&200(1'$7,216
Based upon the foregoing analysis, several different approaches to expansion of the behavioral health system in SPA 5 are proposed. Before exploring the various models, there are some specific recommendations that are worth considering:
2QHRIWKHPRVWFULWLFDODUHDVIRU6DQWD0RQLFDWRDGGUHVVLVLPSURYLQJDFFHVVWR68' WUHDWPHQW In the near term, consider working with CLARE|MATRIX to reinstate their license to provide inpatient W/M (detoxification services). Simultaneously, the City can work with other providers such as Tarzana Treatment Center to coordinate admission for individuals in Santa Monica in need of detoxification services. Longer term recommendations are explored further in the sections that follow. 63$SURYLGHUVVKRXOGZRUNZLWK'0+DGPLQLVWUDWLRQDVFOLHQWVDUHWUDQVLWLRQLQJIURP RXWSDWLHQWVHUYLFHVWR)63 As of this report, DHCS and DMH are implementing various of levels of care within FSP. The concern is that individuals could fall through the cracks during this process and require higher levels of care. The impact of various levels of care with differing clients to staff ratios should be evaluated as these transitions occur. :HVWVLGHFLWLHVVKRXOGZRUNZLWK'+6WRLGHQWLI\DWOHDVWRQHUHVLGHQWLDOWUHDWPHQWSURJUDP WKDWZRXOGEHZLOOLQJWRLPSOHPHQWDUHFXSHUDWLYHFDUHFRPSRQHQW (Please see the recommendations below under Transformational Options.) ([SDQGWKH:HVWVLGH8&& This UCC was established to enable residents to receive immediate attention for acute psychiatric problems, however because it is frequently full and referring clients to other UCCs, the Center cannot meet this objective.

Expanding the UCC would require establishing a new site on the Westside. The appropriate size of a new facility may depend upon data that must be obtained when all mobile crisis teams currently ramping up are fully deployed. In addition, the possibility of enhancing on-site services by including sobering center services would be ideal. 1HJRWLDWHZLWK'0+IRUDQDGGLWLRQDO&573LQ63$ The CRTP in SPA 5 currently operates at capacity, and this program is an important element in stabilizing clients who would otherwise require hospital care. However, recognizing that DMH is currently opening numerous new CRTP programs, largely on the campuses of Department of Health Services facilities which are located on the Eastside of LA, several alternatives may be considered. DMH may consider a pilot in which Exodus could control access to CRTP beds in SPA 5. This would enable greater continuity of services for individuals exiting the UCC. Alternatively, prioritized access and care coordination could be developed for those exiting the UCC.
:RUNZLWK'0+WRUHHVWDEOLVKKRVSLWDOOLDLVRQZRUNHUVWRHQKDQFHFDUHWUDQVLWLRQVIURP KRVSLWDOVWRRQJRLQJVHUYLFHV Collaborate with the Hospital Association of Southern California (HASC) to develop a task force to help address this issue and network with hospitals receiving SPA 5 clients.

11.B.b
Packet Pg. 881 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 32 :KLOH3+)EHGVDUHFRQVLGHUHGDFRXQW\ZLGHUHVRXUFHLWPLJKWEHDGYDQWDJHRXVWRDGYRFDWH IRUDGGLWLRQDO3+)EHGVRQWKH:HVWVLGH Although centralized gatekeeping is provided by DMH, an increase in beds would alleviate pent-up demand across the County, including Santa Monica.
2SSRUWXQLWLHVIRUHQKDQFHGFDVHPDQDJHPHQW
LHDGXOWKRVSLWDOOLQNDJHVWDIILQSV\FKLDWULF
KRVSLWDOVFDQHQVXUHFDUHFRRUGLQDWLRQDQGVXFFHVVIXOOLQNDJHWR'0+UHVRXUFHV Datadriven reports and information sharing with contracted providers can enhance communication and contract monitoring efforts, as well as identifying gaps and barriers in services and modifying program policies and procedures within the system of care when needed.
$SSURDFKHVIRU'HYHORSLQJD1HZ:HVWVLGH%HKDYLRUDO+HDOWK&HQWHU Finally, given the current status and gaps in behavioral healthcare in Santa Monica and SPA 5, the following three options for the development of a behavioral health center are presented.

A truly transformative intensive behavioral health system for Santa Monica and/or SPA 5 will contain multiple programs, requiring collaboration with the County Departments of Health, Mental Health and Public Health. This array can be conceptualized and implemented as a whole (see options 1 and 2 below) or incrementally. In addition, given limitations of real estate on the Westside, while some services are best co-located within a single campus, consideration should also be given to decentralized approaches. Each of these approaches are considered as follows:
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This option focuses on the development of a free-standing campus with points of entry for the community. It is intended to address the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. While not specifically focused on the needs of unhoused individuals, it will allow immediate attention to those with acute behavioral health conditions.

Ŭ $QH[SDQGHG0HQWDO+HDOWK8&& will enhance 24/7 access for individuals who walk in to be seen as well as those brought in by first responders and mobile teams. The expanded UCC will offer medication evaluation and support so that those who require an evaluation or renewal of medication in the absence of an available outpatient appointment have an alternative.

Ŭ $QRQVLWHVREHULQJFHQWHU will provide immediate attention to individuals who are acutely intoxicated outside an emergency department setting when appropriate.

11.B.b
Packet Pg. 882 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 33 Ŭ 'HWR[LILFDWLRQEHGV for those who require a more extended medically-managed withdrawal process should be built or arranged through one of several providers that offer this service, with clear processes for coordination of admission and transition of care upon discharge. It is also recommended that SUD residential treatment beds be increased.

Ŭ $YDLODEOHSDWKZD\VIRUWUDQVLWLRQLQWRWKUHHNLQGVRIUHVLGHQWLDOWUHDWPHQW including a CRTP, special needs interim housing (with recuperative care support), and Enriched Residential Services. Each serves a slightly different function. It is possible to focus on one or several options and/or add these programs incrementally.

Ŭ ([SDQVLRQRIDQH[LVWLQJPHQWDOKHDOWKRXWSDWLHQWSURJUDP through co-location of a small satellite or linkage with a larger organization that will provide the mental health services for individuals housed in the interim housing or enriched residential facilities. (Note: Crisis residential treatment facilities are bundled programs with in-house mental health services and therefore do not require services from an outpatient mental health satellite provider.)
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This option, currently delivered by Exodus Recovery, Inc. in SPA 6, offers many of the elements of an acute behavioral health center but is intended to focus more deliberately on the needs of those who are unhoused. Safe Landing is a bundled program. It provides 24/7 intake and evaluation, temporary housing, some medical support services and behavioral health supports. It is not an UCC although it serves some of the same functions. Since interim housing is a component, this model contemplates both the immediate front-end services as well as interim housing with the behavioral health supports that will begin to build stability. Intensive case management, rehabilitation services (e.g., occupational therapy), some onsite physical health service with linkage to primary care and transition planning are hallmarks. Components include:

Ŭ 24/7 intake and evaluation services with medication support Ŭ Interim housing with behavioral health support
Ŭ Limited recuperative services with linkage to primary care Ŭ Medication support and counseling
Ŭ Some sobering center capacity (sober coaches)
Ŭ In addition, it is recommended that detoxification capacity be built or purchased, and residential substance abuse treatment beds be increased.

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Packet Pg. 883 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 34 7UDQVLWLRQDO$SSURDFK
The transitional model is a decentralized approach that does not rely on a campus. It considers augmenting programs with additional capacity and staff. In this treatment intensive model, the UCC in SPA 5 moves to a larger space that can accommodate more people. It adds sobering center capacity to the UCC or to a community-based organization that will deliver these services in collaboration with the UCC. Finally, mental health and SUD staff would be added to an existing provider organization to deliver field-based services for existing interim housing programs. In addition, if possible, it is recommended that community-based substance abuse residential beds be added to support individuals who are newly sober with support for maintaining their sobriety.

As above, it is also recommended that detoxification services be built if possible or purchased in a dedicated manner. In addition, the contract with an existing behavioral health provider could be augmented to enhance psychiatric and social work aftercare services for individuals exiting the UCC to provide ongoing care. Finally, enhanced focus on the interface between programs and coordination of care among providers will be a key consideration, ensuring that clients successfully utilize services and transition between programs.

While most of the elements of the Transitional Approach are included in the models above, this alternative relies on incrementally adding capacity as opportunities present themselves over time.
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Communities across the country, including the City of Santa Monica currently face critical challenges related to the severity of behavioral health conditions in their populations, including those who are unhoused. These challenges are complex and multi-layered. Building on the extensive Initium analysis, this report sought to specifically identify the opportunities to improve intensive behavioral health services for adults in Santa Monica and SPA5. While there will always be a need to provide intensive services for those with severe and chronic behavioral health conditions, these services represent only one part of a much more complex system. For example, while residential treatment and linkages to housing are often part of the services provided by behavioral health agencies and were mentioned in this report, the scope of this analysis did not include a focus on housing. Given the discontinuities in care that occur when clients must move miles away from agencies where they are receiving treatment, and the difficulties of achieving recovery when unhoused, the City should continue efforts to address the lack of affordable housing and need for Permanent Supportive Housing within Santa Monica and SPA 5. Likewise, the full array of outpatient and prevention behavioral health services were outside of the scope of this project. Over the long-term, a focus on all levels of care, including prevention may help to alleviate or reduce the ultimate emphasis on intensive services. Just as the challenges are complex, the City will need to simultaneously partner in addressing the needs of those who suffer from debilitating behavioral disorders, while seeking opportunities to work upstream whenever possible.

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Packet Pg. 884 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 35 $33(1',&(6
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In April 2024 Capstone Solutions Consulting Group (CSCG) was retained to build upon ongoing efforts to address behavioral health needs in Santa Monica by analyzing the intensive level of behavioral health services for adults in the City and the surrounding area of Service Planning Area (SPA) 5. This analysis was intended to serve as a prelude to planning for expansion of intensive behavioral health services. The final report, Strengthening the Intensive System of Behavioral Healthcare Services for Adults in Santa Monica and Service Planning Area 5 achieved the following:

Ŭ Provided a description of the continuum of intensive behavioral health services in Santa Monica and SPA 5;
Ŭ Analyzed intensive behavioral health services that currently exist for adults in Santa Monica and SPA 5;
Ŭ Identified gaps and capacity limitations in the service array; and Ŭ Provided recommendations for the future development and expansion of behavioral health services in Santa Monica and SPA 5, including three options for the development of a behavioral health center.

After receiving the report, City of Santa Monica staff requested that CSCG provide cost estimates for the programs contained in each of the three approaches. It should be noted that the numbers reflected in the following pages are for illustration only. They are based upon the actual contracted revenue of similar programs in Los Angeles County as reported by providers delivering these services (at the time this report was developed). Future program costs may be higher and will depend upon a variety of factors including intended size of programs, location and the extent to which clients served have benefits such as health insurance coverage that help to defray the cost. These considerations are explored further below. &RVW&RQVLGHUDWLRQV

While a review of the complexities of specialty behavioral health funding is beyond the scope of this paper, it is essential to understand three considerations:
͕ &DSLWDO&RVWVYV2SHUDWLQJ5HYHQXH New programs (particularly free-standing treatment facilities) typically require a one-time infusion of funding for capital costs which include building acquisition or remodeling required to meet the service delivery needs of clients.

One-time costs can also include expenditures for essential items such as telephony, computers and furniture which may be amortized but will not recur. Since capital costs are heavily dependent on facility size, location, and the extent of any build-out, they cannot be

11.B.b
Packet Pg. 885 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 36 estimated absent identification of actual locations at this time.

Personnel expenditures are the largest cost component required to operate behavioral health programs, typically constituting up to 75% or more of agencies’ budgets. Additionally, operating costs include the overhead required to run the programs. These costs are bundled together into a rate for services which is currently reimbursed as a fee for service. Different types of behavioral health services are paid at different rates. *URVVYV1HW5HYHQXH The numbers reported in the analysis to follow reflect the total projected revenues on which agencies base their budgets. They are dependent upon the size of the programs and rates currently in place. The budgets do not necessarily capture the actual cost to the parent organization which may be supplemented by private fundraising or grants.
2YHUVLJKWIRUWKH'HOLYHU\RI0HGL&DO5HLPEXUVDEOH6HUYLFHV In California, responsibility for overseeing the delivery of specialty behavioral health services (i.e., mental health and substance use disorder services) rests with the Counties. Specialty behavioral health services are those intended to address the needs of individuals who have serious behavioral health concerns, including individuals who are functionally limited/impaired by their illness.

Local cities are required to work with the County Departments (Mental Health and Public Health) who are responsible for identifying the local match for these services and for processing claims through the State, ultimately enabling local funds to be matched by the federal government.
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Three approaches for a behavioral healthcare center are recommended for consideration by the City of Santa Monica and the Cities that compose the Westside Council of Governments including Service Planning Area 5. Specific programs within these approaches may be found in more than one approach.
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This option focuses on the development of a free-standing campus with points of entry for the community. It is intended to address the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. While not specifically focused on the needs of unhoused individuals, it will allow immediate attention to those with acute behavioral health conditions.

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Packet Pg. 886 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 37 Components and Costs:
&RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Expanded Mental Health
UCC
Ŭ Expand 24/7 access for
individuals who walk
in to be seen as well as
those brought in by first
responders and mobile
teams
Ŭ Expand medication
evaluation and support
Ŭ Expand crisis evaluation
& stabilization
$2.0 million (as a
supplement to the existing
investment of $8.9 million)
On-site sobering center
Ŭ Immediate attention
for individuals who are
acutely intoxicated
Ŭ Estimated required
capacity is 25 beds.
$3.0 million
Detoxification beds
Ŭ Extended medicallymanaged withdrawal
process
Ŭ Two purchased/
arranged dedicated
beds to facilitate access
Ŭ Clear processes
for coordination of
admission and transition
of care upon discharge.
$753,360
Residential substance use
treatment beds
Ŭ Longer term stabilization
Ŭ 10 additional beds to
expand capacity
$1,485,550
Enriched residential
services
Ŭ Extended mental health
stabilization
Ŭ Off-site mental health
services
Ŭ Coordination with
primary care
$6.55 million
Outpatient Mental Health
Services
Ŭ Aftercare for UCC
Ŭ Support for ERS (above)
Ŭ Expansion of nearby
mental health center/
satellite
Approximately $700,000

11.B.b
Packet Pg. 887 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 38 &RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Special Needs Housing
(Interim)
Ŭ Supportive interim
housing for individuals
who require assistance
to remain stable in
housing
Ŭ Expand capacity by 10
beds
$912,500
Total Estimated Gross Operating Cost $19.2 million
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This option offers many of the elements of an acute behavioral health center but is intended to focus more deliberately on the needs of those who are unhoused. Although not an Urgent Care Center, it serves some of the same functions. Since interim housing is a component, this model contemplates both the immediate front-end services as well as interim housing with the behavioral health supports that will begin to build stability. Intensive case management, rehabilitation services (e.g., occupational therapy), some onsite physical health services with linkage to primary care and transition planning are hallmarks.

Components and Costs:
&RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Safe Landing
Ŭ 24/7 intake and
evaluation
Ŭ Temporary housing
Ŭ Medical support services
Ŭ Behavioral health
supports
$14.7 million
Detoxification beds
Ŭ Extended medicallymanaged withdrawal
process
Ŭ Two purchased/
arranged dedicated
beds to facilitate access
Ŭ Clear processes
for coordination of
admission and transition
of care upon discharge.
$753,360
Residential substance use
treatment beds
Ŭ Longer term stabilization
Ŭ 10 additional beds to
expand capacity
$1,485,550

11.B.b
Packet Pg. 888 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 39 &RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Enriched residential
services
Ŭ Extended mental health
stabilization
Ŭ Off-site mental health
services
Ŭ Coordination with
primary care
$6.55 million
Outpatient mental health
services
Ŭ Aftercare for UCC
Ŭ Support for ERS (above)
Ŭ Expansion of nearby
mental health center/
satellite
Approximately $700,000
Total Estimated Gross Operating Cost $24.1 million
7UDQVLWLRQDO$SSURDFK
The transitional model is a decentralized approach that does not rely on a campus. It considers augmenting programs with additional capacity and staff. In this treatment intensive model, the UCC in SPA 5 moves to a larger space that can accommodate more people. It adds sobering center capacity to the UCC or to a community-based organization that will deliver these services in collaboration with the UCC. Finally, mental health and SUD staff would be added to an existing provider organization to deliver field-based services for existing interim housing programs. In addition, if possible, it is recommended that community-based substance abuse residential beds be added to support individuals who are newly sober with support for maintaining their sobriety. As above, it is also recommended that detoxification services be built if possible or purchased in a dedicated manner. In addition, the contract with an existing behavioral health provider could be augmented to enhance psychiatric and social work aftercare services for individuals exiting the UCC to provide ongoing care.

Finally, enhanced focus on the interface between programs and coordination of care among providers will be a key consideration, ensuring that clients successfully utilize services and transition between programs.

Components and Costs:
&RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Expanded Mental Health
UCC
Ŭ Expand 24/7 access for
individuals who walk
in to be seen as well as
those brought in by first
responders and mobile
teams
Ŭ Expand medication
evaluation and support
Ŭ Expand crisis evaluation
& stabilization
$2.0 million (as a
supplement to the existing
investment of $8.9 million)

11.B.b
Packet Pg. 889 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 40 &RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Detoxification beds
Ŭ Extended medicallymanaged withdrawal
process
Ŭ Two purchased/
arranged dedicated
beds to facilitate access
Ŭ Clear processes
for coordination of
admission and transition
of care upon discharge.
$753,360
Residential substance use
treatment beds
Ŭ Longer term stabilization
Ŭ 10 additional beds to
expand capacity
$1,485,550
Outpatient Mental Health
Services
Ŭ Aftercare for UCC
Ŭ Support for ERS (above)
Ŭ Expansion of nearby
mental health center/
satellite
Approximately $700,000
Special Needs Housing
(Interim)
Ŭ Supportive interim
housing for individuals
who require assistance
to remain stable in the
community
Ŭ Expand capacity by 10
beds
$912,500
Total
(Note that in this model any individual component(s) can be added to augment the existing array of services)
$8.7 million

11.B.b
Packet Pg. 890 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 41 $SSHQGL[%Ş3URJUDP5HIHUHQFHV
Some of the research for this report included programs outside of Santa Monica and SPA 5, including:
)XOO\,QWHJUDWHG3K\VLFDODQG%HKDYLRUDO+HDOWK&DUH6HUYLFHV Ŭ Martin Luther King, Jr. Behavioral Health Center – one location, multiple provider types colocated Ŭ Tarzana Treatment Centers
,QWHJUDWHG%HKDYLRUDO+HDOWK6HUYLFHV
Ŭ Exodus Recovery: Safe Landing
Ŭ Gateways-Percy Village
Ŭ HealthRight 360

11.B.b
Packet Pg. 891 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 42 $SSHQGL[&%DFNJURXQGRQ)XQGLQJDQG3ROLF\(IIRUWV While the state of behavioral health in the United States is worrisome, this has also been a period in which the federal government and the California DHCS have attempted to innovate while dedicating funding to support new initiatives. Although this report cannot identify all efforts, it is important to highlight several federal and state initiatives designed to enhance behavioral health services, including the 2004 passage of Proposition 63 (the Mental Health Services Act), the 2015 federal approval (and subsequent extensions) of the Drug Medi-Cal Organized Delivery System in California, California Advancing and Innovating Medi-Cal (CalAIM) in 2022, and the 2023 roll-out of the 988 Suicide and Crisis Lifeline. Details on these initiatives are included below.

Additional funding has also been made available to support various behavioral health initiatives at the federal and state levels. Federal priorities are reflected in the Biden Administration’s commitment to funding the following areas:

Ŭ Block grants to support enhanced behavioral health services (MH/SUD) (Note: This funding flows to states and then to counties which determine local priorities).

Ŭ Funding for expansion of Certified Community Behavioral Health Clinics Ŭ Mental health awareness training through Project Aware Ŭ 988 Behavioral Health Crisis Services including mobile response teams Ŭ SUD prevention and treatment of opioid addiction
Ŭ Efforts aimed at solving the behavioral health workforce shortages The state of California has also committed funding to expand behavioral health services including:

Ŭ Peer service delivery as a Medi-Cal reimbursable intervention Ŭ Medication Assisted Treatment (MAT), particularly for justice-involved individuals Ŭ CARE Court for individuals who are homeless on the streets and unable or unwilling to receive treatment for mental illness
Ŭ Behavioral health interventions offered under the auspices of the managed care plans Ŭ Medi-Cal reimbursement for in-reach into jails and prisons for up to 90 days prior to release, which received federal approval during the generation of this report.

Ŭ 2022 legislative authorization for DHCS to establish the Behavioral Health Continuum Infrastructure Program (BHCIP) and award $2.2 billion to construct, acquire, and expand properties, and invest in mobile crisis infrastructure related to behavior health.

Ŭ March 2024 passage of Proposition 1, a two-bill package including the Behavioral Health Services Act (BHSA) (Senate Bill 326) and the Behavioral Health Infrastructure Bond Act of 2024 (BHIBA) (Assembly Bill 531). The BHIBA portion is a $6.38 billion general obligation

11.B.b
Packet Pg. 892 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 43 bond to develop an array of behavioral health treatment, residential care settings, and supportive housing to help provide appropriate care facilities for individuals experiencing mental health and substance use disorders. DHCS is developing plans for distribution of up to $4.4 billion in BHIBA bond funding for BHCIP competitive grants.

Despite what appears to be positive news, some promising initiatives have also created uncertainty. California’s Proposition 1 alters the MHSA funding formula by dedicating 30% of MHSA funding for housing and extending this funding to SUD programs, not just mental health facilities. Some outpatient programs currently funded with MHSA may see existing program resources rededicated to FSP programs for those with high intensity needs, creating uncertainty about the future of less intensive outpatient services. Payment reform, one component of CalAIM, has also created questions about future reimbursement to providers.

Passage of SB43 means that involuntary detention laws now include individuals who are gravely disabled by their substance use, although the implications for implementation have yet to be fully identified. Finally, the most recent budget for LA County DMH appears to project a decrease in available MHSA funding two years in the future.

Nevertheless, against this backdrop, the experience of the last two decades has resulted in:

Ŭ Many counties and cities having implemented intensive services – including residential treatment services – that are novel, recovery-oriented, and incorporate an integrated behavioral health approach.

Ŭ An acknowledgement that it is important to consider intensive service programs within the context of the programs that feed into them, and those that will accept clients graduating from this level of care.

Ŭ An understanding that it is possible and essential to prioritize investments to maximize both the continuum of services and strategies for ensuring care coordination and flow.

Ŭ Finally, a recognition that to solve the complicated issues communities face, an integrated delivery system that considers mental health, substance use, social determinants of health and physical health care is needed.
3URSRVLWLRQWKH0HQWDO+HDOWK6HUYLFH$FW
The 2004 passage of the MHSA enabled Counties to develop a true continuum of mental health care, implementing intensive mental health programs designed to address the needs of the most vulnerable in each county. In Los Angeles (LA) County, high intensity services were implemented using MHSA funding include Full Service Partnerships (FSPs). These are wraparound services intended to be delivered 24/7 in locations appropriate to and desired by individuals with serious mental illness, including those who are unhoused. Mental Health UCCs and Enriched Residential Services were also designed and implemented using MHSA funds, largely matched to federal dollars.
'UXJ0HGL&DO2UJDQL]HG'HOLYHU\6\VWHP
The 2015 federal approval of the Drug Medi-Cal Organized Delivery System in California (and its subsequent extension) provided the platform for counties’ development of a continuum of care utilizing the American Society of Addiction Medicine (ASAM) Criteria model for SUD treatment services.

11.B.b
Packet Pg. 893 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 44 &DOLIRUQLD$GYDQFLQJDQG,QQRYDWLQJ0HGL&DO
Beginning in 2022, the State – and by extension the counties – began the implementation of CalAIM. This is a federally approved program designed to ensure vulnerable Californians (e.g., adults experiencing homelessness, justice-involvement or frequent admissions to institutions) receive enhanced case management and / or community supports (e.g., housing navigation, respite care) to enable them to live successfully in their communities without the need for higher levels of care. Community based organizations in LA County are in the process of braiding services covered under CalAIM into their existing array of programs. In addition, as these services are delivered under the auspices of managed care, agencies are developing strategies for interacting with additional oversight bodies.

The 2023 national roll-out of the 988 call option has been accompanied by the expansion of mobile teams that can respond to individuals in crisis any time of the day or night. These teams are organized and funded by LA City and County, as well as smaller cities such as Santa Monica.

11.B.b
Packet Pg. 894 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 45 $SSHQGL['0DSRI6HUYLFHVLQ6DQWD0RQLFDDQG63$ Map 1. LA County DMH Agencies that deliver Intensive Mental Health Services for Adults 6DQWD0RQLFD
Ŭ The People Concern – 503 Olympic Bl., Santa Monica 90404 Ŭ Step Up on Second – 1328 Second Street, Santa Monica 90401 Ŭ St. Joseph Center - 450 20th Street, Santa Monica 90404 63$
Ŭ Alcott Center for Mental Health Services – 10559 Jefferson Bl., Culver City 90232 Ŭ Didi Hirsch CMHC – 4760 So. Sepulveda Bl., Culver City 90230 Ŭ Edelman Westside Mental Health Center – 5860 Uplander Way, Culver City Ŭ Exodus Recovery Urgent Care – 11444 W. Washington Bl., LA 90066 Ŭ Exodus Recovery FSP – 10811 Washington Bl., Culver City 90232 Ŭ Exodus Recovery Crisis Residential - 1754 Overland Avenue, LA 90034 Ŭ Exodus Recovery Psychiatric Health Facility – 9808 Venice Bl., Culver City 90232 Ŭ Pacific Asian Counseling Services – 8616 La Tijera Bl., LA 90045 Ŭ St. Joseph Center – 204 Hampton Drive, Venice 90291
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11.B.b
Packet Pg. 895 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 46 Map 2. LA County DMH Mental Health UCCs
63$
Ŭ (Eastside) Exodus UCC – 1920 Marengo Street LA, CA 90033 Ŭ (Westside) Exodus UCC – 11444 W. Washington Blvd., Suite D LA, CA 90066 Ŭ Harbor UCLA Exodus UCC – 1000 W. Carson Street, Bldg. 2 South Torrance, CA 90502 Ŭ La Casa UCC – 6060 Paramount Boulevard Long Beach, CA 90805 (not open 24/7) Ŭ MLK Exodus UCC – 12021 S. Wilmington Avenue LA, CA 90059 Ŭ Pacifica Hospital of the Valley Behavioral Health Urgent Care Clinic – 14228 Saranac Lane Sylmar, CA 91342 Ŭ Providence Little Company of Mary – 1300 W. 7th Street San Pedro, CA 90723 Ŭ Stars UCC – 3210 Long Beach Boulevard Long Beach, CA 90807 Ŭ Stars UCC – 18501 Gale Avenue, Suite 100 City of Industry, CA 91748 Ŭ Starview High Desert UCC – 415 East Avenue I Lancaster, CA 9353 3DFLILFD+RVSLWDORIWKH9DOOH\
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11.B.b
Packet Pg. 896 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 47 Map 3. LA County DMH CRTPs
63$
Ŭ Hillview Crisis Residential – 12408 Van Nuys Blvd, BLDG C Pacoima, CA 91331 Ŭ Excelsior House – 1007 Myrtle Ave. Inglewood, CA 90301 Ŭ Exodus CRTP – 3754-3756 Overland Ave. LA, CA 90034
Ŭ Freehab CRTP – 8140 Sunland Blvd. Sun Valley, CA 91352 Ŭ Gateways CRTP – 423 N. Hoover Street LA, CA 90004
Ŭ Hillview CRTP – 12408 Van Nuys Blvd, BLDG C Pacoima, CA 91331 Ŭ Jump Street: 1233 S. La Cienega Blvd. LA, CA 90035
Ŭ Exodus CRTP:3754-3756 Overland Ave. LA, CA 90034
Ŭ Gateways CRTP: 423 N. Hoover Street LA, CA 90004
Ŭ Safe Haven CRTP – 12580 Lakeland Rd. Santa Fe Springs, CA 90670 Ŭ Special Services Group Florence House – 8627 Juniper St. LA, CA 9002 +LOOYLHZ&ULVLV5HVLGHQWLDO
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11.B.b
Packet Pg. 897 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 48 Map 4. LA County DMH Long-term Intensive Residential Treatment Programs 63$
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» La Casa MHRC – 6060 Paramount Blvd. Long Beach, CA 90805 » La Paz – 8835 Vans Street Paramount, CA 90723
» Olive Vista Center – 2335 S. Towne Pomona, CA 91766
» Alpine Special Treatment Center – 2120 Alpine Blvd. Alpine, CA 91901 » Harbor View BHC – 490 West 14th Street Long Beach, CA 90813 » California Psychiatric Transitions – 9226 Hinton Ave, Delhi, CA 95315 » Sierra Vista Behavioral Health Center – 3455 E Highland Ave, Highland, CA 92346 » Shandin Hills Behavioral Health Center – 4164 N 4th Ave, San Bernardino, CA 92407 Ŭ 6XEDFXWHŞ*HQHUDO
» Community Care Center – 2335 S. Mountain Ave. Duarte, CA 91010 » Landmark Center – 2030 N. Garey Ave. Pomona, CA 91767 » Laurel Park Center – 1425 West Laurel Ave. Pomona, CA 91768 » Meadowbrook Manor – 3951 East Blvd. LA, CA 90066
» View Heights Convalescent – 12619 South Avalon Blvd. LA, CA 90061 » Penn Mar – 3938 Cogswell Road El Monte, CA 91732
» Las Encinas (Transitional IMD) – 2900 E. Del Mar Blvd. Pasadena, CA 91107 0HDGRZEURRN0DQRU
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11.B.b
Packet Pg. 898 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 49 Map 5. LA County DMH Enriched Residential Services
63$
Ŭ Anne Sippi Clinic – 2057 S. Atlantic Blvd. Commerce, CA 90040 Ŭ Bridges- Casitas Esperanza – 11927 Elliot Ave. El Monte, CA 91732 Ŭ Cedar Street Homes – 11401 Bloomfield St. Bldg-305, Norwalk, CA 90650 Ŭ Percy Village – 4063 Whittier Blvd, Suite 202 LA, CA 90023 Ŭ Normandie Village East – 1338 S. Grand Ave. LA, CA 90015 Ŭ Special Services for Groups (SSG) – 11100 Artesia Blvd. Ste A Cerritos, CA 90703 Ŭ Telecare 7 – 4335 Atlantic Blvd. Long Beach, CA 90807 Ŭ Social Model Recovery-River Community – 223 E. Rowland St. Covina, CA 91723 $QQH6LSSL&OLQLF
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11.B.b
Packet Pg. 899 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 50 Map 6. LA County DPH SAPC Intensive Substance Use Disorder Services 6DQWD0RQLFD
Ŭ CLARE|Matrix
» Male Residential (RS 3.1 and 3.5) – 907 and 909 Pico Boulevard, Santa Monica, CA 90405 » Female Residential (RS 3.1 and 3.5) – 844 Pico Boulevard, Santa Monica, CA 90405 » Outpatient / Intensive Outpatient – 1002 Pico Boulevard, Santa Monica, CA 90405 Ŭ Salvation Army (not a SAPC contracted provider) – 1665 10th St, Santa Monica 90404 63$
Ŭ Didi Hirsch CMHC – 4760 South Sepulveda Bl., Culver City 90230 Ŭ Ness Counseling Center – 8512 Whitworth Dr., LA 90035 Ŭ Beit T’Shuvah – 8831 Venice Bl., LA 90034
Ŭ Phoenix House – 503 Ocean Front Walk, Venice 90291
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11.B.b
Packet Pg. 900 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy) 51 $SSHQGL[(Ş63$'DWD
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Full Service Partnerships 7
702-784 slots
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Sobering Centers 0 -
Psychiatric units in general acute care
hospitals 0-
Psychiatric Acute Care Hospitals
(locked) 1 74 beds
Psychiatric Health Facilities 1 16 beds
CRTP 1 10 beds
Community Treatment Facilities 0 -
UCC/CSU 1 12 chairs

11.B.b
Packet Pg. 901 Attachment: Attachment B_Capstone Report_Strengthening the System of Intensive BH Services for Adults (6705 : Behavioral Health Strategy)

REGULAR BOARD MEETING OF THE

WESTSIDE CITIES COUNCIL OF GOVERNMENTS
Thursday, December 12, 2024
12:00 PM – 1:15 PM
Location for In-Person Participation:

West Hollywood Library Building - City Council Chambers 625 N San Vicente Blvd., West Hollywood, CA 90069
Remote Participation via Zoom Link:
https://us02web.zoom.us/j/85112998714
Livestream on YouTube:
http://bit.ly/wsccog_livestream

MEETING INFORMATION AND ACCOMMODATION
The Westside Cities Council of Governments (WSCCOG) Regular Board meeting on December 12, 2024 will be held in-person with remote public participation via Zoom and livestreamed on YouTube.

WSCCOG Board voting members are required to attend in-person to participate and vote on action items on the agenda. For any questions regarding the meeting, please contact Winnie Fong at [email protected] or (323) 306-9856.

PUBLIC COMMENT
Public comment on any agenda item may be made during the consideration of that item. All comments on items not listed on the agenda may be made during the time allotted on the agenda to the public. Members of the public may comment by raising a hand and being recognized by the Chair.

Speakers shall confine their comments to three minutes per speaker. Unless otherwise noted in the Agenda, the public may only comment on matters that are within the subject matter jurisdiction of the WSCCOG or items listed on the agenda.

Members of the public who wish to comment on matters before the Board remotely are strongly encouraged to submit an email with their written comments limited to 1,000 characters to Riley O’Brien at [email protected] by no later than 12:00 p.m. on the day of the meeting. *Note:

E-Comments received after 12:00 p.m. will be forwarded to the Board and posted on the WSCCOG’s website at www.westsidecities.org/meeting as part of the official meeting record. The email address will remain open during the meeting for providing public comment during the meeting. Emails received during the meeting will be read out loud at the appropriate time during the meeting provided they are received before the Board takes action on an item (or can be read during general public comment).
1 11.B.d
Packet Pg. 902 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) AGENDA

1. CALL TO ORDER

2. WELCOME, INTRODUCTIONS, AND IDENTIFICATION OF VOTING MEMBERS (5 min)

3. ACTION ITEMS (25 min)
A. WSCCOG October 10, 2024 Board Meeting Notes
Recommended Action: Approve the draft meeting notes for the WSCCOG Board meeting held on October 10, 2024.

B. Regional Behavioral Health Facility Implementation Strategy Recommended Actions:
(1) Approve the suballocation of Local Solutions Funds totaling $258,062 as follows:
technical consultant services (not to exceed $240,000), WSCCOG meeting and coordination support (not to exceed $13,062), and stipends for Advisory Group members with lived experience (not to exceed $5,000).
(2) Authorize the WSCCOG to issue a request for proposal (RFP) for technical consultant services, with a budget not to exceed $240,000; (3) Authorize WSCCOG staff to collaborate with the Regional Behavioral Health Facility Implementation Strategy’s Steering Committee and RFP Working Group to draft, release, and evaluate the RFP for technical consultant services.

C. County Homelessness Regional Coordination Contract Amendment #3 Recommended Actions:
(1) Approve additional amendments to County Contract HI-23-008 Amendment #3 to modify the programs outlined in the FY 2024-25 Statement of Work for the City of Santa Monica.
(2) Authorize the WSCCOG Executive Director to execute the amendment.

D. 2025 WSCCOG Regular Board Meeting Schedule
Recommended Action: Approve the proposed 2025 WSCCOG Regular Board Meeting Schedule.

4. EXECUTIVE DIRECTOR’S REPORT (15 min)
A. WSCCOG Updates
B. Upcoming WSCCOG Activities for 2025
C. Call for Nominations
i. League of California Cities COG Regional Director
ii. SCAG Regional Council District #41
iii. SCAG Energy & Environment Committee
iv. SCAG Transportation Committee
v. Santa Monica Bay Restoration Commission
2 11.B.d
Packet Pg. 903 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

5. TRANSPORTATION UPDATE (5 min)
A. Measure M Multi-Year Subregional Program (MSP) 5-Year Cashflows Update B. Sepulveda Transit Corridor Project Update

6. LEGISLATION (5 min)
A. League of California Cities Update

7. RECEIVE AND FILE
A. WSCCOG FY 2022-23 Financial Audit

8. ANNOUNCEMENTS (3 min)

9. FUTURE MEETING AND AGENDA ITEMS

10. PUBLIC COMMENTS
A. Equal Means Equal

11. ADJOURN
3 11.B.d
Packet Pg. 904 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

REGULAR MEETING OF THE

WESTSIDE CITIES COUNCIL OF GOVERNMENTS
Instructions for Public Comments
You may submit public comments in three (3) ways:

1. Provide public comments in-person: Members of the Public may comment on matters on the agenda to the WSCCOG Board in person during the meeting at the location below:

West Hollywood Library Building - City Council Chambers 625 N San Vicente Blvd., West Hollywood, CA 90069

2. To listen and provide comments via remote participation on Zoom: To participate remotely on Zoom Event, use the link below:
https://us02web.zoom.us/j/85112998714

3. Submit written comments via email to: Members of the Public who wish to comment on matters before the Board remotely are strongly encouraged to submit an email with their written comments limited to 1,000 characters to Riley O’Brien at [email protected] by no later than 12:00 p.m. on the day of the meeting. All written comments received after 12:00 p.m. on the day of the meeting will be announced and included as part of the official record of the meeting.
4 11.B.d
Packet Pg. 905 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 3A

DRAFT MEETING NOTES
THURSDAY, OCTOBER 10, 2024
12:00 NOON
Culver City Hall
Mike Balkman Council Chambers
9770 Culver Blvd., Culver City, CA 90232
IN ATTENDENCE:

Beverly Hills: Mayor Lester Friedman (WSCCOG Secretary). Staff: Cindy Owens, Mandy Jiang, Magdalena Davis.

Culver City: Councilmember Göran Eriksson, Councilmember Dan O’Brien. Staff: Shelly Wolfberg, Arames White-Shearin.

Santa Monica: Councilmember Oscar de la Torre (WSCCOG Chair). Staff: Josh Kurpies.

West Hollywood: Councilmember Sepi Shyne (WSCCOG Vice Chair). Staff: Hernan Molina.

County of LA: Staff: Austin Cyr (Supervisorial District 3).

WSCCOG: Staff: Cecilia Estolano, Winnie Fong, Riley O’Brien. Legal Counsel: Lauren Langer.

Other: Jeff Kiernan, Dr. Michael Cao (League of California Cities), Erik Rodriguez (SCAG), Jody Litvak (Metro).

1. WSCCOG REGULAR BOARD MEETING CALL TO ORDER
Councilmember Oscar de la Torre (WSCCOG Chair) called the meeting to order at 12:05 p.m.

2. WELCOME, INTRODUCTIONS, AND IDENTIFICATION OF VOTING MEMBERS Voting members included Mayor Lester Friedman (City of Beverly Hills), Councilmember Göran Eriksson (City of Culver City), Councilmember Oscar de la Torre (City of Santa Monica), Councilmember Sepi Shyne (City of West Hollywood), and Austin Cyr (County of Los Angeles). Councilmember De la Torre recognized Councilmembers Eriksson and Shyne for their time and dedicated service on the WSCCOG Board, as their terms on their respective City Councils are ending this year. Additionally, Councilmember De la Torre recognized Cindy Owens, Municipal Affairs Manager at the City of Beverly Hills, for her years of public service and upcoming retirement. Councilmember De la Torre adjusted the agenda order, starting with a presentation on Item 5B by Dr. Michael Cao, President of the League of California Cities - LA County Division.

DRAFT 5

11.B.d
Packet Pg. 906 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

3. ACTION ITEMS
A. WSCCOG August 8, 2024 Board Meeting Notes
Councilmember Eriksson moved to approve the meeting notes, seconded by Mayor Friedman. The motion passed unanimously, with Councilmember Shyne abstaining.

B. Regional Behavioral Health Facility Implementation Strategy Advisory Committee
Winnie Fong (WSCCOG Project Director) provided a brief overview of the process for developing the Regional Behavioral Health Facility Implementation Strategy Advisory Committee. Boardmembers commented on the extensive list of proposed members.

Cecilia Estolano (WSCCOG Executive Director) emphasized the importance of clearly defining the scope of the committee’s work and establishing structured agendas to ensure active engagement from the committee members throughout the process, while acknowledging that some adjustments may be necessary to incorporate subject matter expertise when needed. Councilmember Shyne highlighted the value of diverse voices represented on the committee and noted that the list is inclusive.

Councilmember Shyne moved to approve the Advisory Committee participation list, seconded by Councilmember Eriksson. The motion passed unanimously.

C. Regional Early Action Planning (REAP) 2.0 Resolution Estolano provided an overview of the SCAG REAP 2.0 funds and described the process for the WSCCOG to adopt a resolution to accept the REAP funds as part of the Memorandum of Understanding process. Councilmember Shyne moved to approve the resolution, seconded by Mayor Friedman. The motion passed unanimously.

D. LA County Government Structure, Ethics and Accountability Charter Amendment County Ballot Measure (Measure G)
Councilmember De la Torre summarized the discussion from the previous Board meeting regarding Measure G and facilitated a roundtable discussion for each city to share a recap of their City Council’s discussions and decisions. Following the discussion, the Board decided whether the WSCCOG should take a position on Measure G. Based on the positions taken by the City Councils, Councilmember Eriksson moved to oppose Measure G. Cyr proposed an amendment to the motion, suggesting that the WSCCOG not take a position on the Measure. Councilmember Shyne seconded the amended motion. The motion passed, with all Boardmembers voting in favor, except for Councilmember Eriksson, who voted against it.

E. Homelessness Solutions & Prevention Now Initiative County Ballot Measure Councilmember De la Torre summarized the discussion from the previous Board meeting regarding Measure A and facilitated a roundtable discussion for each city to share a recap of their City Council’s discussions and decisions. Following the discussion, the Board decided whether the COG should take a position on Measure A.

Based on the positions taken by the City Councils, Mayor Friedman moved that the DRAFT 6

11.B.d
Packet Pg. 907 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) WSCCOG not take a position on Measure A. Councilmember Shyne seconded the motion. The Board approved the motion unanimously, with Cyr abstaining.

4. EXECUTIVE DIRECTOR’S REPORT
Estolano directed the Board to the agenda packet for recent COG activities, including the agendas for the Transportation and Homelessness working groups.

5. LEGISLATION

6. INFORMATION
The WSCCOG received comments from Zoë Muntaner, Jo Ann Gaines, and Marilyn Turkovich regarding the Charter for Compassion.

7. ANNOUNCEMENTS
Mayor Friedman shared information regarding the upcoming Mayors Summit Against Antisemitism event held in Beverly Hills on December 11-13, 2024. Councilmember Eriksson also shared information regarding the Nova exhibition in Culver City memorializing the October 7, 2023 attack on the Nova Music Festival in Israel.

8. FUTURE MEETING AND AGENDA ITEMS

9. PUBLIC COMMENTS

10. ADJOURN
Councilmember de la Torre adjourned the meeting at 1:07 pm.

DRAFT 7

11.B.d
Packet Pg. 908 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 3B

DATE: December 9, 2024
TO: Westside Cities Council of Governments Board
FROM: Westside Cities Council of Governments Staff
SUBJECT: Regional Behavioral Health Facility Implementation Strategy

Recommended Actions:
(1) Approve the suballocation of Local Solutions Funds totaling $258,062 as follows: technical consultant services (not to exceed $240,000), WSCCOG meeting and coordination support (not to exceed $13,062), and stipends for Advisory Group members with lived experience (not to exceed $5,000).
(2) Authorize the WSCCOG to issue a request for proposal (RFP) for technical consultant services, with a budget not to exceed $240,000;
(3) Authorize WSCCOG staff to collaborate with the Regional Behavioral Health Facility Implementation Strategy’s Steering Committee and RFP Working Group to draft, release, and evaluate the RFP for technical consultant services.

Background
On October 10, 2024, the WSCCOG Board approved a roster of more than 75 stakeholder participants for the Advisory Committee as part of the Regional Behavioral Health Facility Implementation Strategy. This diverse group consists of subject matter experts in areas such as homelessness, mental health and substance use crises, healthcare management, and lived experience, offering insights to the WSCCOG Board and the technical consultants involved in strategic efforts to develop a regional behavioral health facility. The WSCCOG staff also emphasized the need to clearly define the scope of the committee’s work and establish structured agendas to maintain member engagement throughout the process. Staff also acknowledged that adjustments may be necessary to incorporate the subject matter expertise as the COG progresses in the implementation process.

Development of a Tiered Framework
On October 24, 2024, the WSCCOG staff collaborated with the WSCCOG Homelessness Working Group to design a tiered framework that promotes a collaborative and efficient process while ensuring a balanced approach to stakeholder engagement. Key elements of this framework include:
8 11.B.d
Packet Pg. 909 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) • Renaming the “Advisory Committee” to an “Advisory Group” to reflect the large number of participants and better align with its roles as a platform for broad stakeholder input and subject matter expertise.
• Establishing a Steering Committee to guide the process in a smaller group setting, including developing agendas for the Advisory Group, making high-level recommendations, and supporting decision-making efforts (refer to Figure 1).

The following tiered framework allows the WSCCOG to streamline stakeholder engagement and advance the development process for the regional behavioral health facility effectively and collaboratively. Attachment A provides a detailed outline of the proposed participants, roles and responsibilities, and meeting cadence for the Advisory Group, Steering Committee, and Working Groups.

Figure 1. Tiered Framework for Stakeholder Engagement
• Advisory Group (75+ members): Remains an essential platform for community feedback and transparency, ensuring broad representation and engagement. • Steering Committee (6-12 members): Provides support in developing agendas for the Advisory Group and making high-level recommendations to the WSCCOG Board. • Working Groups (up to 7 members): Comprises of small, task-specific teams formed from the Advisory Group members to conduct focused research and address specific topic areas.

Local Solutions Funds Suballocation
The WSCCOG Board approved an allocation of $258,062 from the County Local Solutions Funds to support the Regional Behavioral Health Facility Implementation Strategy. Earlier this year, the WSCCOG applied for a grant from the Hilton Foundation’s current funding cycle to help facilitate collaboration among the Westside cities, technical consultants, and stakeholders. The grant proposal also included funding for stipends to support the participation of members who have direct lived experience with issues or challenges related to behavioral health. Although the WSCCOG was not awarded the grant, the WSCCOG staff plans to reapply in 2025.

During this time, the WSCCOG staff propose suballocating the Local Solutions Funds to initiate the facilitation of the tiered framework and incorporate members with lived experience early in the process. The Advisory Group will include stakeholders representing diverse lived experiences, such as transitional age youth, older adults, LGBTQ individuals, BIPOC, and more. The goal is to provide 9 11.B.d
Packet Pg. 910 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) financial support for the time and effort required for their active participation. WSCCOG staff propose a stipend structure of up to $625 for up to eight (8) Advisory Group members with direct lived experience to participate in meetings, review materials, provide input, etc.

Given the extensive effort required to manage this tiered framework, the WSCCOG staff also propose increasing funding to support the WSCCOG’s support team in facilitating and coordinating these efforts. This would allow staff to dedicate up to 20 hours per month to this work. In alignment with these objectives, the WSCCOG staff recommends the following action for the Board’s consideration:

Recommended Action #1: Approve the suballocation of Local Solutions Funds totaling $258,062 as follows: technical consultant services (not to exceed $240,000), WSCCOG meeting and coordination support (not to exceed $13,062), and stipends for Advisory Group members with lived experience (not to exceed $5,000).

Request for Proposal for Technical Consultants
The WSCCOG staff is preparing to draft a Request for Proposal (RFP) to identify and select qualified technical consultants to build upon the preliminary research and extensive work spearheaded by the City of Santa Monica in their recent behavioral health feasibility study. Santa Monica’s study establishes a foundational framework for considerations related to operation costs, financing, infrastructure, and geographic location to inform the future development of a regional behavioral health facility. The City’s study evaluated the entire system of intensive behavioral health services in Santa Monica and in Service Planning Area (SPA) 5, and identified (1) service gaps, (2) the significance of these gaps, and (3) strategic investment opportunities to address the gaps and limitations.

The selected technical consultant will expand upon this work, extending the analysis beyond Santa Monica to include Beverly Hills, Culver City, West Hollywood, and Los Angeles based on the following objectives:
• Assess the continuum of intensive behavioral health services using the model adopted by the California Department of Health Care Services.
• Provide a detailed description of the current system of intensive behavioral health services including intensive outpatient services designed to decompress higher levels of care. • Explore capacity issues for existing programs.
• Identify system gaps including missing elements of a comprehensive continuum of intensive behavioral health care and challenges associated with insufficient service capacity. • Using the above analysis, provide recommendations regarding potential options for the development of a behavioral health center (transformational, transitional and incremental) In alignment with these objectives, the WSCCOG staff recommends the following action for the Board’s consideration:

Recommended Action #2: Authorize the WSCCOG to issue a request for proposal (RFP) for technical consultant services, with a budget not to exceed $240,000; 10 11.B.d
Packet Pg. 911 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) The WSCCOG staff will work closely with the Steering Committee and RFP Working Group to develop the RFP and establish the evaluation criteria. As of December 9, 2024, the member cities are still in the process of identifying key staff members to participate in the Steering Committee.

Meanwhile, the following Advisory Group members have expressed interest in joining the RFP Working Group:
• Brittany Bennett, Peer Support Specialist, West Hollywood Care Team • Cynthia Sirota, Outreach and Resource Navigator & Family Support Group Facilitator, NAMI Westside Los Angeles
• Garret Shaw, Therapist, Tulua Health & Support Group Facilitator, NAMI Westside Los Angeles
• Nicole Liner-Jigamian, Human Services Analyst, City of Santa Monica The WSCCOG staff proposes the following timeline for developing the RFP to issuing the Notice to Proceed (NTP) and finalizing the work:
• December 2024
o Finalize members for the Steering Committee and RFP Working Group o Collaborate with the Steering Committee and RFP Working Group to draft and finalize the RFP and evaluation criteria
o Issue the RFP before the end of the year
• January 2025
o Close the RFP on January 30, 2025
• February 2025
o Evaluate the proposals and develop recommendations to the WSCCOG Board for consideration and approval.
o Draft contract template and request the Board to authorize the WSCCOG staff and legal counsel to review, negotiate, and execute contract • March 2025
o Execute contract with the selected consultant
o Initiate work with the consultant, with a projected completion date of June 30, 2026 In alignment with the proposed timeline, the WSCCOG staff recommends the following actions for the Board’s consideration:

Recommended Action #3: Authorize WSCCOG staff to collaborate with the Regional Behavioral Health Facility Implementation Strategy’s Steering Committee and RFP Working Group to draft, release, and evaluate the RFP for technical consultant services. 11 11.B.d
Packet Pg. 912 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE REGIONAL BEHAVORIAL HEALTH

FACILITY IMPLEMENTATION STRATEGY
October 2024
Item 3B - Attachment A
12 11.B.d
Packet Pg. 913 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Advisory Committee
Objective: Bring together stakeholders who may not typically interact, providing subject expertise and insight to the WSCCOG Board and the technical consultants Purpose: Support the implementation of a regional behavioral health facility in the Westside
• Collaborate with the WSCCOG Board, technical consultants, and relevant stakeholders to promote cross-sector, interagency coordination, and actions for the development of a regional Behavioral Health Facility.
• If necessary, the WSCCOG staff will establish working groups dedicated to specific issue areas, bringing together individuals with subject matter expertise to address targeted challenges and opportunities within the core areas 13 11.B.d
Packet Pg. 914 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Key Stakeholders (75+ individuals identified)

1. Academia (college/university)

2. Behavioral health administrators

3. Business community

4. Education systems (K-12)

5. Faith Community

6. First responders (e.g., Fire department, law enforcement, etc.)

7. Housing teams from SPA 5 and SPA 4

8. LA County Departments (e.g. LAHSA, DMH, etc.)

9. Lived experience (e.g., transitional age youth, older adults, LGBTQ, BIPOC, etc.).

10.Philanthropy

11.Service providers (e.g., hospitals, mental health providers, substance abuse providers)

12.WSCCOG member jurisdictions
14 11.B.d
Packet Pg. 915 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Proposed Meeting Infrastructure
• Rename the Advisory Committee  Advisory Group
• Develop the meeting infrastructure for this effort to manage the # of stakeholders and discussion topics
Advisory Group
(75+ members)
Steering Committee
(6-12 members)
Working Groups
(7 members or less)
15 11.B.d
Packet Pg. 916 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Advisory Group (75+ members)
Participants:
• List of key stakeholders with subject matter expertise across 12 broad categories Roles/Responsibilities:
• Provide subject matter expertise and input on overarching vision and goals for the facility
• Pose research questions and ground truth data/information • Provide relevant data, information, and feedback via survey or email • Identify participants with subject matter expertise to the Working Groups Meeting Cadence:
• Platform to share updates/research and vet proposed recommendations • Receives all agendas/materials and determines whether they will participate in meetings and/or provide feedback via email
• Likely meets every 2 months or as needed
16 11.B.d
Packet Pg. 917 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Steering Committee (6-12 members)
Participants:
• Key staff person from each COG member jurisdiction
Roles/Responsibilities:
• Provide direction to the WSCCOG staff and Technical Consultant • Develop the agenda with the technical consultant and develop recommendations to the Board
• Support in high-level decision making
Meeting Cadence:
• Will likely need to meet monthly to drive the process and next steps 17 11.B.d
Packet Pg. 918 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Working Group (7 members or less)
Participants:
• Recruit members from the Advisory Group
Roles/Responsibilities:
• Conduct research
• Discuss specific subject matter issues (e.g., substance abuse, first responders w/ law enforcement and fire dept, service providers, etc.)
Meeting Cadence:
• As needed
18 11.B.d
Packet Pg. 919 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) WSCCOG Staff / Estolano Advisors
Roles/Responsibilities:
• Serve as the main point of contact and liaison between the technical consultant, steering committee, advisory group, working groups, and the WSCCOG Board • Develop RFP and manage the procurement process to retain a technical consultant
• Work with the technical consultant and steering committee to draft agendas, develop staff reports to the WSCCOG Board, report updates to the WSCCOG Board
• Support meeting logistics, including scheduling, sending meeting agendas and calendar invitations, meeting notes, etc.
19 11.B.d
Packet Pg. 920 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 3C
DATE: December 9, 2024
TO: Westside Cities Council of Governments Board
FROM: Westside Cities Council of Governments Staff
SUBJECT: County Homelessness Regional Coordination Contract Amendment #3 Recommended Actions:
(1) Approve additional amendments to County Contract HI-23-008 Amendment #3 to modify the programs outlined in the FY 2024-25 Statement of Work for the City of Santa Monica. (2) Authorize the WSCCOG Executive Director to execute the amendment.

Overview of Current Local Solutions Funds Programs
Under the existing contract (HI-23-008) with the County of Los Angeles for the Local Solutions Funds (LSF), the City of Santa Monica has an allocation of $818,362. Table 1 below provides a breakdown of funding for each program currently included under contract.

Table 1. City of Santa Monica Existing Programs under Local Solutions Funds Proposed New Programs and Budget Modifications
The City of Santa Monica proposes to modify the list of programs by adding two new programs.

These programs will be funded by reallocating the existing $818,362 budget, ensuring that no additional funding is required while maintaining the City’s overall funding allocation, as shown in Table 2.

New Program #1: Flexible Housing & Homelessness Prevention Assistance • Description - Expand City of Santa Monica Flex Fund assistance to provide motel vouchers for emergency interim housing for eligible households experiencing homelessness, and financial assistance to support retaining or entering permanent housing and gas station/grocery store gift cards to support urgent needs related to housing instability. • Alignment with New Framework to End Homelessness
o Prevent - Infuse Problem Solving into Local Services
Local Solution Funds Approved
Homelessness Related Response $446,250.00
Eviction Prevention / Preventative Assistance $269,961.00 Case Management/Flex Fund $100,000.00
Permanent Housing Ops $2,151.00
Subtotal $818,362.00
20 11.B.d
Packet Pg. 921 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) o House - Co-Investment in Permanent Supportive Housing (PSH) and Interim Housing; Locally Sited Time Limited Subsidies (TLS)
• Key Metrics and Targets
o Provide motel vouchers, transportation, and meal assistance to up to 6 households on a quarterly basis
o Assist and provide financial support to 3 of households to support them in becoming housed or prevent them from falling into homelessness on a quarterly basis New Program #2: Food Insecurity Stabilization Programs
• Description - Expand services with City contracted agencies Meals on Wheels West (MOWW) and Westside Food Bank (WSFB) to provide food assistance to currently and formerly unhoused individuals. MOWW and WSFB provide direct support to the City’s homeless service providers and Permanent Supportive Housing (PSH) sites, such as The Laurel which opened in the summer in 2024. Rising food costs and funding cuts have curtailed these agencies’ ability to serve homeless services providers in the City. For example, this marks the first time in MOWW’s history that they have had to initiate a waiting list for their services and have not been able to enroll all eligible residents of the Laurel. With this funding, MOWW will expand their Food & Shelter program to 25 residents at The Laurel, ensuring they receive essential nourishment for their health and wellbeing during their critical transition to stable housing. In addition to providing food assistance for low-income Santa Monicans experiencing housing instability, WSFB distributes food to the City’s homeless service providers, including The People Concern and St. Joseph Center, and this funding will ensure currently and formerly unhoused program participants have their essential needs met and by allowing providers to focus resources on services such as case management, mental health treatment, and housing navigation.
• Alignment with New Framework to End Homelessness
o Stabilize - Local Eviction and Prevention prioritized and linked to formerly homeless residents
• Key Metrics and Targets
o Up to 25 unduplicated residents of the Laurel who receive ongoing food assistance to stabilize housing each quarter
o Approximately 10,000 pounds of food distributed to stabilize people in housing and support people experiencing homelessness each quarter
Table 2. City of Santa Monica Proposed Modification for the Local Solutions Funds Local Solution Funds Approved
Budget
Proposed
Modification
Total Modified
Budget
Homelessness Related Response $446,250.00 ($132,352.00) $313,898.00 Eviction Prevention / Preventative Assistance $269,961.00 ($97,626.00) $172,335.00 Case Management/Flex Fund $100,000.00 $0.00 $100,000.00 Permanent Housing Ops $2,151.00 ($0.50) $2,150.50
*New Program: Flexible Housing &
Homelessness Prevention Assistance $0.00 $149,978.50 $149,978.50 *New Program: Food Insecurity Stabilization
Programs $0.00 $80,000.00 $80,000.00
Subtotal $818,362.00 $818,362.00
21 11.B.d
Packet Pg. 922 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 3D
DATE: December 9, 2024
TO: Westside Cities Council of Governments Board
FROM: Westside Cities Council of Governments Staff
SUBJECT: 2025 WSCCOG Regular Board Meeting Schedule
Recommended Action
Approve the proposed 2025 WSCCOG Regular Board Meeting Schedule.

Background
The WSCCOG by-laws require that regular Board meetings be held at least four times per year. The WSCCOG staff recommends convening the regular Board meetings bi-monthly on the second Thursday of the month at 12:00 p.m., beginning in February 2025. An exception will be made for October to avoid a scheduling conflict with the League of California Cities Annual Conference. The WSCCOG board meetings will continue to be held in a hybrid format, with both in-person and virtual participation options.

Date Time Host City (1) Location
Thursday, February 13, 2025 12:00 p.m. Beverly Hills
Beverly Hills City Hall 2nd Floor
Municipal Gallery, 455 N. Rexford Dr.

Beverly Hills, CA 90210
Thursday, April 10, 2025 12:00 p.m. Culver City Culver City Hall Mike Balkman Council Chambers, 9770 Culver Blvd., Culver City, CA 90232
Thursday, June 12, 2025 (2) 12:00 p.m. Santa Monica Santa Monica Institute Training Room, 2nd Floor, 330 Olympic Drive, Santa Monica, CA, 90401
Thursday, August 14, 2025 12:00 p.m. West Hollywood West Hollywood Library Building - City Council Chambers, 625 N San Vicente Blvd. West Hollywood, CA 90069
Thursday, October 16, 2025 12:00 p.m. Beverly Hills Beverly Hills City Hall 2nd Floor Municipal Gallery, 455 N. Rexford Dr.

Beverly Hills, CA 90210
Thursday, December 11, 2025 12:00 p.m. Culver City Culver City Hall Mike Balkman Council Chambers, 9770 Culver Blvd., Culver City, CA 90232
Notes:
(1) WSCCOG will rotate the location of the Regular Board meetings between member jurisdictions. (2) WSCCOG Annual Meeting - Election of new COG Governing Board Officers (Chair, Vice-Chair, Secretary, and Treasurer); appointment of Committee Members; and adoption of the annual budget.
22 11.B.d
Packet Pg. 923 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4
DATE: December 9, 2024
TO: Westside Cities Council of Governments Board
FROM: Westside Cities Council of Governments Staff
SUBJECT: Executive Director’s Report
WSCCOG Updates
The WSCCOG staff convened the Transportation in October and November, the Homelessness Working Group in October, and the Regional Behavioral Health Facility Advisory Group in November.

Refer to Attachment A for the agenda items discussed in the meetings.

Upcoming WSCCOG Activities for 2025
• Updated WSCCOG Board Roster
The WSCCOG staff will share and post the updated WSCCOG Boardmember roster in January 2025 to reflect the annual appointments made by member cities to various committees and agencies, including the WSCCOG. The WSCCOG staff will coordinate with city representatives to ensure the timely filing of the Assuming Office and Leaving Office Statements under Form 700.
• Election for WSCCOG Chair and Vice Chair
The WSCCOG will coordinate and conduct an election in February 2025 to fill the WSCCOG’s Chair and Vice Chair positions, which will become vacant following the conclusion of the current Chair and Vice Chair’s terms with their respective City Councils in December 2024. • Engagement for the FY 2023-24 WSCCOG Audit
The WSCCOG staff will collaborate with the Treasurer to initiate the engagement process with an auditor to conduct the financial audit for the fiscal year ending June 30, 2024. WSCCOG staff will return to the Board in early 2025 to consider the proposed auditor’s budget and scope of work for the audit.
• Launch REAP 2.0 Projects
WSCCOG staff will continue working with SCAG to finalize a Memorandum of Understanding (MOU) for the Regional Early Action Planning (REAP) 2.0 funding. In November, SCAG staff informed WSCCOG staff that the REAP 2.0 program expenditure deadline has been extended from December 31, 2025 to June 30, 2026. However, SCAG noted that the procurement through its consultant bench cannot begin until February 2025 and may take up to 6 months to complete. This timeline means the notice to proceed would likely be issued around August 23 11.B.d
Packet Pg. 924 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) 2025, which provides consultants with approximately 11 months to complete scope of work to develop a Regional Housing Trust Implementation Plan and provide on-call technical assistance for member cities. Given this timeline, WSCCOG staff will consult with the Treasurer on the feasibility of undergoing the procurement process internally and assess COG’s financial capacity to pay consultants upfront and submit invoices to SCAG for reimbursement afterward. As the WSCCOG launches the RFP process, staff will reconvene the WSCCOG Housing Group to review and assist in the evaluation of consultant proposals and develop a recommendation for the WSCCOG Board’s approval. The WSCCOG Housing Working Group will also review and provide feedback on consultant deliverables to ensure alignment of the COG’s REAP project objectives.
• WSCCOG Appointed Representative and Call for Nominations Table 1 outlines the calls for nominations to address upcoming vacancies and expiring terms for the following positions listed below. All interested candidates must submit a letter to Winnie Fong, WSCCOG Project Director, via email at [email protected] no later than Friday, January 30, 2025. The WSCCOG Board will take action to make the appointments at the next regular meeting held in February 2025, with the exception of the SCAG Regional Council position, which will be filled through an election process as detailed further below.

Table 1. Current Call for Nominations
Agency/Committee Current Representative Vacancy or
Term Expiration
Note
League of California Cities
COG Regional Director
Mayor Phil Brock (City of
Santa Monica)
Vacancy as of
December 2024
Refer to Attachment B
for details.

SCAG Regional Council
District #41
Councilmember Lauren
Meister (City of West
Hollywood)
Term expiring
May 2025
Refer to Attachment C
for details.

SCAG Energy &
Environment Committee
Mayor Phil Brock (City of
Santa Monica)
Vacancy as of
December 2024
Refer to Attachment D
for details.

SCAG Transportation
Committee
Vice Mayor Sharona R.

Nazarian (City of Beverly
Hills)
Term expiring
February 2025
Refer to Attachment E
for details.

Santa Monica Bay
Restoration Commission
Mayor Phil Brock (City of
Santa Monica)
Vacancy as of
December 2024
Refer to Attachment F
for details.

SCAG Regional Council Election Process
In accordance with the SCAG Regional Council Policy Manual, the representative for the SCAG Regional Council District #41 position shall be elected by a majority of the votes of those city councilmembers present from voting‐eligible cities with a quorum. The SCAG Regional Council District #41 is represented by the cities of Beverly Hills, Culver City, Santa Monica, and West Hollywood. The WSCCOG is required to post the following notices:
o First Notice: Call for Candidates for SCAG Regional Council District #41 (December 9, 2024)
24 11.B.d
Packet Pg. 925 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) o Second Notice: Election for Regional Council District #41 Representative (February 3, 2025)
Other important notes regarding the election are listed below:
o A quorum for the election shall consist of at least one City Councilmember present inperson from at least two‐thirds of the voting‐eligible SCAG member cities in District

41. o A maximum of five (5) city councilmembers from each of the voting‐eligible cities in District 41 shall be provided the opportunity to vote for the individual who will serve as the District Representative to ensure equity among cities in voting. If a voting‐eligible city is comprised of more than five (5) city councilmembers, then the mayor of that city shall appoint a maximum of five (5) members to vote in the District 41 election. o Nominations from the floor and proxy voting are not allowed. o Participation and voting via teleconferencing are not allowed. o In the event of a tie vote, additional balloting shall occur until a District Representative is elected.

Other upcoming expiring terms in 2025
Below is a list of upcoming expiring terms for various appointed representative positions in 2025.
o Metro Westside/Central Service Council
o Current representative: Vice Mayor Chelsea Lee Byers (City of West Hollywood)
o Call for Nominations: February 2025
o Board Consideration for Appointment: April 2025
o SCAG Community, Economic & Human Development
o Current representative: Councilmember Freddy Puza (City of Culver City) o Call for nominations: June 2025
o Board Consideration for Appointment: August 2025
25 11.B.d
Packet Pg. 926 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4 – Attachment A

WSCCOG TRANSPORTATION WORKING GROUP
Agenda for Tuesday, October 22, 2024 @ 2pm
1) Welcome and Agenda Review (5 min)
a) MSP Annual Update at Metro Planning and Programming Committee 2) Metro K Line Northern Extension (10 min)
a) October 2024 Update from Metro
b) Timeline Updates
3) Metro Sepulveda Transit Corridor (5 min)
a) October 2024 Update from Metro
b) Beverly Hills Support for Alternatives 4, 5, and 6
c) West Hollywood Support for an On-Campus UCLA Station and Seamless Connection to D Line
d) Santa Monica Support for an On-Campus UCLA Station and Seamless Connection to D Line
e) LADOT letter on the Sepulveda NOP
4) Metro Westside/Central Service Council (15 min)
a) October 9, 2024, Meeting Agenda
5) 2028 Olympics and Paralympics (15 min)
a) Tomorrow 10/23 at 10am - Metro Ad Hoc 2028 Olympic & Paralympic Games Committee Meeting
b) Lessons from Paris
c) LA28 Mobility Concept Plan Update
d) Santa Monica LA28 Games Agreement Study Session
6) Subregional Bus Lane/Stop Cost Estimates and SEP Funding Options (10 min) Agenda for Tuesday, November 26, 2024 @ 2pm
1) Welcome and Agenda Review (5 min)
a) MSP Annual Update Approved by Metro
b) MSP Updated 5 Year Cashflows
2) Metro Westside/Central Service Council (10 min)
3) Asterisk Alliance (10 min)
4) Subregional Bus Lane Network Discussion (25 min)
5) Sepulveda Transit Corridor Support Letters (5 min)
a) Draft WSCCOG Alt 3-6 Support Letter
b) Member Jurisdiction Support Letters
26 11.B.d
Packet Pg. 927 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WSCCOG HOMELESSNESS WORKING GROUP
Agenda for Wednesday, October 23, 2024 @ 9am
1) County and CEO-HI Updates
2) WSCCOG Oct. 10th Board Meeting Recap
3) Regional Behavioral Health Facility Advisory Group
a. Structure of the Committee
b. Kick-Off Meeting
i. Propose Wed, November 20 @ 9am in place of next WSCCOG Homelessness Working Group
ii. Agenda
iii. Purpose, Outcome, Process
iv. Presentation from Santa Monica’s Behavioral Health Feasibility Study v. Present draft RFIQ for Technical Consultant
vi. Next Steps
c. RFIQ Discussion

REGIONAL BEHAVIORAL HEALTH FACILITY ADVISORY GROUP
Agenda for Wednesday, November 20, 2024 @ 9am
1) Welcome and Introductions (10 min)
a. Advisory Group Intros
b. WSCOG Staff Intros
2) Overview of Westside Regional Behavioral Health Facility Implementation Strategy (20 minutes)
a. Background and context
b. Advisory Group
c. Q+A
3) Presentation from City of Santa Monica Behavioral Health Strategy Development & Feasibility Study (40 minutes)
a. Key findings from study
b. Lessons learned
c. Q+A
4) RFIQ for Technical Consultant (10 minutes)
a. Overview of components and process
b. Working Group
5) Timeline and Future Agenda Items (5 minutes)
6) Next Steps (5 minutes)
27 11.B.d
Packet Pg. 928 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4 – Attachment B

MEMORANDUM
DATE: December 9, 2024
TO: Mayors and Councilmembers of the Cities of Beverly Hills, Culver City, Santa Monica, and West Hollywood
FROM: Winnie Fong, WSCCOG Project director
SUBJECT: Call for Nominations for WSCCOG Regional Director to the League of California Cities – Los Angeles County Division (2025-2027)
The Westside Cities Council of Governments (WSCCOG) is issuing a call for candidates to all Mayors and Councilmembers in Beverly Hills, Culver City, Santa Monica, and West Hollywood to serve as the WSCCOG Regional Director Representative to the League of California Cities - Los Angeles County Division for a two-year term beginning in February 2025. Eligible candidates are encouraged to submit their letter of interest to the WSCCOG Project Director Winnie Fong at [email protected] by Friday, January 30, 2025. The WSCCOG Board will review and consider the nominations at the next regular Board meeting in February 2025.

Background
The Los Angeles County Division is made up of 86 cities within Los Angeles County and provides members with the opportunity to exchange ideas and information and share the advantages of cooperative advocacy. The Division is guided by an executive committee under the leadership of a Division President. Elected city officials and professional city staff attend Division meetings and events throughout the year to share what they are doing and advocate for their interests in Sacramento. Division members also participate in the development of Cal Cities policy through representation on the Cal Cities Board of Directors and Policy Committees.

LA County Division Officers (As of November 2024)
President - Dr. Michael Cao, M.D., Mayor, Arcadia
Vice President - Britt Huff, Council Member, Rolling Hills Estates Secretary/Treasurer - Ana Maria Quintana, Council Member, Bell Board Director - James R. Bozajian, Council Member, Calabasas Past President - Bea Dieringer, Council Member, Rolling Hills Regional Director - Arroyo Verdugo JPA: Konstantine Anthony, Council Member, Burbank Regional Director - Gateway Cities COG: Brenda Olmos, Council Member, Paramount Regional Director - Las Virgenes-Malibu COG: Laura McCorkindale, Council Member, Hidden Hills
Regional Director - San Fernando Valley COG: Mary Mendoza, Council Member, San Fernando 28 11.B.d
Packet Pg. 929 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Regional Director - San Gabriel Valley COG: Margaret Clark, Mayor Pro Tem, Rosemead Regional Director - South Bay Cities COG: Barry Waite, Council Member, Lomita Regional Director - Westside Cities COG: Phil Brock, Mayor, Santa Monica Regional Director - City of Los Angeles: Steve Luu, Legislative Analyst, Los Angeles Regional Divisions are at the core of the League’s advocacy efforts. City officials—both elected and career—help develop region-specific programs and carry out grassroots activities that support legislative, regulatory, and ballot measure goals. Divisions also help guide Cal Cities policy by appointing representatives to the board of directors, as well as through its resolutions, policy, and annual conference committees.

The Los Angeles County Division holds general membership meetings at various times throughout the year. All General Membership meetings begin with a reception at 6 PM, followed by the meeting unless otherwise noted. Additional Division events include the Countywide City Managers Meeting, the Annual Installation Ceremony & Dinner, a Division meeting at the Annual Conference, and the All Cities Holiday Reception. Additional trainings and briefings are held as needed. Please refer to the League of CA Cities’ 2024-25 calendar on the next page. For more information, visit:
https://www.calcities.org/los-angeles-county-division
29 11.B.d
Packet Pg. 930 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) 2024-25 Important Dates – Virtual Calls and Events
Board of Director and Legislative Committee Virtual Calls -- 4:00 p.m.

Wednesday, August 28, 2024
Wednesday, September 25, 2024
Wednesday, October 30, 2024
Wednesday, November 27, 2024 (if necessary)
Wednesday, January 29, 2025
Wednesday, February 26, 2025
Wednesday, March 26, 2025
Wednesday, April 23, 2025
Wednesday, May 28, 2025
Wednesday, June 25, 2025
Wednesday, July 30, 2025 (if necessary)
General Membership Meetings and Division Events
Thursday, August 1, 2024, 6:00-8:30 p.m.–Annual Installation Ceremony & Dinner, Santa Anita Park, Arcadia Wednesday, October 16, 2024, 11:45 a.m.-1:15 p.m.–Lunch in conjunction with Annual Conference & Expo, Long Beach
Wednesday, December 11, 2024, 6:00-8:30 p.m.–Annual All Cities Holiday Reception, California Club, Los Angeles
Saturday, December 14, 2024, 9:00 a.m.-12:00 p.m.–Annual Division Strategic Planning Session, BBK downtown offices
Thursday, January 9, 2025, 6:00-8:30 p.m.–General Membership Meeting, Universal Sheraton, Universal City Thursday, March 6, 2025, 6:00-8:30 p.m.–General Membership Meeting, Southern California Edison, South Bay Service Center, Torrance
Wednesday, May 21, 2025, 9:00 a.m.-1:00 p.m.–Countywide City Managers Meeting, Location TBD April/May 2025 TBD, 11:00 a.m.-2:00 p.m.–Annual CITIPAC Fundraiser, Location TBD Thursday, June 5, 2025, 6:00-8:30 p.m.–General Membership Meeting, USC Hotel, Los Angeles Thursday, August 7, 2025, 6:00-8:30 p.m.–Annual Installation Ceremony & Dinner, Location TBD Note that additional dates may be added for other trainings and events.

For additional details, contact Jennifer Quan at 626-786-5142 or [email protected] 30 11.B.d
Packet Pg. 931 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4 – Attachment C

MEMORANDUM
DATE: December 9, 2024
TO: The Honorable Mayor and Councilmembers of the Cities of Beverly Hills, Culver City, Santa Monica, and West Hollywood
CC: Maggie Aguilar, SCAG Clerk of the Board
Erik Rodriguez, SCAG Sr. Government Affairs Officer
Kevin J. Gilhooley, SCAG Manager of Legislation

FROM: Winnie Fong, WSCCOG Project Director
SUBJECT: First Notice of Special Election: Call for Candidates for SCAG Regional Council District #41
____________________________________________________________________________ Call for Candidates
The Westside Cities Council of Governments (WSCCOG) is issuing a call for candidates to all Mayors and Councilmembers in Beverly Hills, Culver City, Santa Monica, and West Hollywood to serve as the SCAG’s Regional Council (RC) District #41 representative for a two-year term beginning in May 2025.

Interested candidates must submit their interest in writing to the Westside Cities Council of Governments (WSCCOG) no later than Friday, January 30, 2025 by email to Winnie Fong, WSCCOG Project Director at [email protected].

District Election
If there are two (2) or more candidates, an election will be held by member cities within RC District #41. The WSCCOG will hold the district election at the next regularly scheduled Board meeting in February 2025 (date to be determined). Once the candidate notification period has ended, the WSCCOG will send a Second Notice identifying all candidate names and confirming the District Representative election date, time, and virtual link information. Please refer to the attachment for detailed information related to district representative appointment, election procedures, and no confidence votes.

As a Regional Council representative, the member is eligible to:
• Serve on one of SCAG’s policy committees: Community, Economic and Human Development Committee (CEHD); Energy and Environment Committee (EEC); or Transportation Committee. • Be appointed by the SCAG President to other SCAG committees. • Receive a stipend for attending SCAG meetings or SCAG-sponsored events as provided in the Regional Council Policy Manual.
31 11.B.d
Packet Pg. 932 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) • Receive public transit or mileage reimbursement (based on travel distance between member’s seat of government and SCAG’s meeting/event location) as provided in the Regional Council Policy Manual.
• Receive parking validation at SCAG’s Los Angeles office. • Receive lodging reimbursement for travel requirement.

All regular meetings of the Regional Council and Policy Committees are scheduled for the first Thursday of each month at SCAG’s downtown Los Angeles Office.

About the SCAG Regional Council
The Southern California Association of Governments (SCAG) is a metropolitan planning organization representing six counties, 191 cities and over 19 million residents. SCAG’s 86-member governing board is known as the Regional Council. The Regional Council has general authority to conduct the affairs of SCAG and implements the policy direction provided at the annual General Assembly of the membership.

In addition, the Regional Council acts upon policy recommendations from SCAG policy committees and external agencies; appoints committees to study specific problems and programs; amends, decreases or increases the proposed budget to be reported to the General Assembly; and directs the actions of the agency throughout the year. Each Regional Council member serves for a term of two (2) years commencing at the end of the Annual Regional Conference and General Assembly. 32 11.B.d
Packet Pg. 933 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

ARTICLE V

DISTRICT REPRESENTATIVE APPOINTMENTS, ELECTION PROCEDURES AND

NO CONFIDENCE VOTES
The appointment or election of District Representatives to serve on the Regional Council and the undertaking of a no confidence vote regarding a District Representative shall all be conducted in accordance with the following procedures.

A. District Representative Eligibility ‐ Any elected member of the city council of a city that is a voting‐eligible member of SCAG and that is part of a District may be appointed or elected to serve as a District Representative to the Regional Council if that city council member isthen serving on the respective city council on the date of the District representative appointment or election.

B. Single‐CityDistrict Representative Appointments‐ When a District encompasses only one city or part of only one city (“Single‐City District”), that city shall appoint its District Representative(s) fromamong its city councilmembers by action taken at a meeting of said city council or by any lawful appointment action or process deemed appropriate by the city. Unless otherwise required by the Regional Council, such appointments shall be made during even‐numbered years for even‐ numbered Single‐City Districts and odd‐numbered years for odd‐numbered Singe‐City Districts and shall be fortwo years in accordance with Article V A. (2)(b) ofthe Bylaws. The appointment of District Representatives from single‐city Districts shall take place no later than twenty‐eight days prior to the regular meeting of the General Assembly that is held each year unless otherwise required by the Regional Council.

C. Multi–City District Representative Elections ‐ When a District encompasses more than one city (“Multi‐City District”), a maximum of five (5) city council members from each of the voting‐ eligible cities in the Multi‐City District shall be provided the opportunity to vote for the individual who will serve as the District Representative to ensure equity among cities in voting. In a voting‐ eligible city comprised of more than five (5) city council members, the city, using any reasonable method of random selection, shall appoint a maximum of five (5) members to vote in Multi‐City District Representative Elections. Multi‐City District Representative Elections shall be conducted in accordance with the following policies and procedures.
33 11.B.d
Packet Pg. 934 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) (1) District Representatives from Multi‐City Districts shall be elected by city council members from the cities in their respective Districts that are voting‐eligible Members of SCAG as defined in Article II of SCAG’s Bylaws.
(2) District Representative elections shall be held no later than twenty‐eight days prior to the regular meeting ofthe General Assembly in even yearsfor even‐numbered Districts and in odd years for odd‐numbered Districts unless otherwise required by the Regional Council or in the case of special elections of Districtrepresentatives.
(3) District Representative elections shall be held: (i) prior to or during meetings ofsubregional organizations of the type identified in Article V A.(1)(a)(5) of the SCAG’s Bylaws; or (ii) prior to or at division meetings of the League of California Cites; or (iii) at meeting locations and on meeting dates set by SCAGstaff in cooperationwith the cities in a Districtthat are voting‐eligible Membersof SCAG. (4) SCAG staff in consultation with subregional organizations will oversee all District Representative elections and will ensure that all members of the city councils within the District receive written notification two weeks in advance of any District Representative election, including a special election. Appendix A describes the two‐step notification process that is provided to individuals who are eligible to be candidates in District Representative elections and to the cities whose city council members may vote in District Representative elections. (5) For a District Representative election to be valid, there must be a quorum which shall consist of at least one city council member present from at least two‐thirds of the voting‐eligible SCAG member cities in the District.
(6) Nominations from the floor and proxy voting are not allowed. Teleconferencing for the District Representative election is not allowed unless the President expressly authorizes, in writing, teleconference participation for a District election.
(7) District Representatives shall be elected by a majority of the votes of those city council members present with a quorum. In the event of a tie vote, additional balloting shall occur until a District Representative is elected.
34 11.B.d
Packet Pg. 935 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) (8) If there is only one candidate for District Representative that individual shall be declared the District Representative and no election shall berequired.

D. Term of District Representative ‐ The term of office for a District Representative shall be two years in accordance with Article V A. (2) of SCAG’s Bylaws and shall commence in accordance with that same Article of the Bylaws.

E. District Representative Position Declared Vacant ‐ Notwithstanding Article V, Section D. above, if SCAG’s President declares a District representative’s position to be vacant in accordance with Article V A.(2)(a) of the Bylaws, a new appointment (in the case of a single‐city District) or a special election that complies with all of the election policies described in this Article V and Appendix A (in the case of a multi‐city District) shall take place within forty‐five (45) days of the declaration of a position vacancyunlessotherwisespecifiedby SCAGstaff. A DistrictRepresentative who is so appointedor elected shall assume his/her position immediately upon the appointment or election and shall serve the remainder of the unexpired District Representative term.

F. Notification ‐ Written notification of the appointment or election of a District Representative shall be provided to the SCAG’s Office of the Regional Council within 10 business days of the respective appointment or election.

G. District Representative No Confidence Vote – Article V A.(2)(a) of SCAG’s Bylaws indicates that the position of a District Representative shall be declared vacant by the SCAG President in the event of a no confidence vote undertaken in response to a resolution passed by all the cities in a District that are voting‐eligible Members of SCAG. A no confidence vote by a District shall be conducted in accordance with the following procedures.
(1) A no confidence vote must be held within 30 days of the date on which the final city in the District approves a resolution calling for the no confidence vote. (2) A maximum of five (5) city council members from each of the voting‐eligible cities in the District shall be given the opportunity to participate in a no confidence vote. In a voting-eligible city comprised of more than five (5) city council members, the city, using any reasonable method of random selection, shall appoint a maximum of five (5) members to vote in the no confidence vote.
35 11.B.d
Packet Pg. 936 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) (3) A no confidence vote shall be held: (i) prior to or during meetings of subregional organizations of the type identified in Article V A (1)(a)(5) of SCAG’s Bylaws; or (ii) prior to or at division meetings of the League of California Cites; or(iii) at meeting locations and on meeting dates that are arranged by SCAG staff in cooperation with the voting eligible cities in the District. (4) SCAG staff will organize the notice and preparation for any no confidence vote and conduct the actual vote and will ensure that all members ofthe voting‐eligible city councils within the District receive written notification two weeks in advance of any no confidence vote. (5) For a no confidence vote to be valid, there must be a quorum which shall consist of at least one city council member present from at least two‐thirds of the voting‐eligible SCAG member cities in the District.
(6) Proxy voting is not allowed.
(7) A no confidence vote shall pass upon the affirmative, majority vote of those city council members present with a quorum.

H. Incumbent District Representatives – Notwithstanding the requirements of this Article V, incumbent District representatives shall retain their positions until the completion of their terms or until their position is vacated by order of the SCAG President.

I. Effective Date of Appointment and Election Procedures ‐The appointments and elections of all District representatives after July 1, 2018 must be conducted in accordance with the procedures of this Article V in this Policy Manual. All appointments and elections prior to July 1, 2018 are to be conducted in accordance with the Regional Council Policy Manual adopted on July 12, 2007 and updated in September of 2009, and the District Representative Election Procedures adopted by the Regional Council on June 2, 2011.
36 11.B.d
Packet Pg. 937 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4 – Attachment D

FROM: Winnie Fong, WSCCOG Project Director
SUBJECT: Call for Nominations – SCAG Energy and Environment Committee (2025-2027) ____________________________________________________________________________ The Westside Cities Council of Governments (WSCCOG) is issuing a call for candidates to all Mayors and Councilmembers in Beverly Hills, Culver City, Santa Monica, and West Hollywood to serve as the WSCCOG representative to the SCAG Energy & Environment Committee (EEC) for a two-year term beginning March 2025. Eligible candidates are encouraged to submit their letter of interest to the WSCCOG Project Director Winnie Fong at [email protected] by Friday, January 30, 2025. The WSCCOG Board will review and consider the nominations at the next regular Board meeting in February 2025.

Background
The role of the SCAG Energy & Environment Committee (EEC) considers environmental and energy issues of regional significance, including but not limited to air quality, water quality, solid and hazardous waste, habitat preservation, environmental justice, and environmental impact analysis.

The EEC meets on the first Thursday of every month from 10:00 a.m. to 12:00 p.m. at the SCAG Headquarters located in Downtown Los Angeles.
• For more information on the SCAG EEC, visit:
http://www.scag.ca.gov/committees/Pages/CommitteeL2/Granicus.aspx?CID=46 • For a list of the current members of the SCAG EEC, visit:
http://www.scag.ca.gov/committees/Pages/CommitteeMembers.aspx?CID=46 37 11.B.d
Packet Pg. 938 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4 – Attachment E

FROM: Winnie Fong, WSCCOG Project Director
SUBJECT: Call for Nominations – SCAG Transportation Committee (2025-2027) ____________________________________________________________________________ The Westside Cities Council of Governments (WSCCOG) is issuing a call for candidates to all Mayors and Councilmembers in Beverly Hills, Culver City, Santa Monica, and West Hollywood to serve as the WSCCOG representative to the SCAG Transportation for a two-year term beginning March 2025.

Eligible candidates are encouraged to submit their letter of interest to the WSCCOG Project Director Winnie Fong at [email protected] by Friday, January 30, 2025. The WSCCOG Board will review and consider the nominations at the next regular Board meeting in February 2025.

Background
The role of the SCAG Transportation Committee is to study and provide policy recommendations to the Regional Council relative to challenges and opportunities, programs and other matters, which pertain to the regional issues of mobility and accessibility, including, but not limited to all modes of surface transportation, transportation system preservation and system management, regional aviation, regional goods movement, transportation finance as well as transportation control measures. Major programs that are under the purview of Transportation Committee are Regional Transportation Plan (RTP), Regional Transportation Improvement Program (RTIP), Aviation, Highway, Transportation Finance and Transportation Conformity. The Transportation Committee meets on the first Thursday of every month from 10:00 a.m. to 12:00 p.m. at the SCAG Headquarters located in Downtown Los Angeles.
• For more information on the SCAG Transportation Committee, visit:
http://www.scag.ca.gov/committees/Pages/CommitteeL2/Granicus.aspx?CID=47 • List of current members and officers
http://www.scag.ca.gov/committees/Pages/CommitteeMembers.aspx?CID=47 38 11.B.d
Packet Pg. 939 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 4 – Attachment F

MEMORANDUM
DATE: December 9, 2024
TO: The Honorable Mayor and Councilmembers of the Cities of Beverly Hills, Culver City, Santa Monica, and West Hollywood
FROM: Winnie Fong, WSCCOG Project director
SUBJECT: Call for Nominations for Santa Monica Bay Restoration Commission (2025-2027) The Westside Cities Council of Governments (WSCCOG) is issuing a call for candidates to all Mayors and Councilmembers in Beverly Hills, Culver City, Santa Monica, and West Hollywood to serve as the WSCCOG representative on the Santa Monica Bay Restoration Commission (SMBRC) for a two-year term beginning March 2025. Eligible candidates are encouraged to submit their letter of interest to the WSCCOG Project Director Winnie Fong at [email protected] by Friday, January 30, 2025. The WSCCOG Board will review and consider the nominations at the next regular Board meeting in February 2025.

Background
SMBRC was established by the California Legislature in 2002 to monitor, assess, coordinate and advise the activities of state programs and oversees funding that affects the beneficial uses, restoration and enhancement of Santa Monica Bay and its watersheds. The SMBRC Governing Board meets on the third Thursday of the even-numbered months of the year from 9:30 a.m. to 12:00 p.m. at the Del Rey Yacht Club in Marina del Rey, and an option to participate from a remote location.

The cities of Beverly Hills, Culver City, Santa Monica, and West Hollywood are within the Ballona Creek watershed portion of the Santa Monica Bay watershed and are eligible to be represented on the SMBRC Governing Board by a mayor or city councilmember. The WSCCOG Board appoints the representative to the SMBRC Governing Board for a two-year term, and the appointed representative is allowed to designate up to two alternates.
• For more information about the SMBRC, visit:
www.smbrc.ca.gov
• For a list of the current SMBRC Governing Board members, visit:
https://www.smbrc.ca.gov/about-us/docs/smbrc_mbrs_gb.pdf 39 11.B.d
Packet Pg. 940 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Item 5

DATE: December 9, 2024
TO: Westside Cities Council of Governments Board
FROM: Westside Cities Council of Governments Staff
SUBJECT: Transportation Updates
Measure M Multi-Year Subregional Program (MSP) 5-Year Cashflows Update On October 31, 2024, Metro released the updated MSP cashflows for FY 2024-25 through FY 2028- 29 (refer to Attachment A). The updated cashflows identify an unallocated balance of $7,152,063 and an additional $14,268,402 available in FY 2028-29 for the WSCCOG Active Transportation 1st/Last Mile Connections Program (AT/FLM). In April 2024, the WSCCOG Board approved the revised MSP AT/FLM funding allocation for each member jurisdiction based on their proportion of the service population (share of residents and jobs) within the subregion. Table 1 below provides a summary of the MSP AT/FLM funding available for each jurisdiction.

Table 1. MSP Funding Availability by Jurisdiction, FY 2028-2029 Jurisdiction Service Population
(Pop + Jobs)
Share of Service
Population
Year 5 Starting
Balance + Cashflows
West Hollywood 62,468 5.0% $704,921
Culver City 106,230 8.6% $2,372,969
Beverly Hills 80,568 6.5% $1,799,742
Santa Monica 165,604 13.4% $3,752,376
Los Angeles 798,919 64.4% $11,440,890
County 26,690 2.2% $1,254,578
TOTAL 1,240,480 100.0% $21,325,476
Sepulveda Transit Corridor Project Update
Metro continues to conduct environmental review for the planned Sepulveda Transit Corridor project, which would provide rail transit service between Westside and the San Fernando Valley. In February 2022, as part of the initial scoping phase, the WSCCOG Board formally expressed support for “a Sepulveda Transit Corridor Project alignment with a station at UCLA that facilitates a seamless connection to the Metro D Line (Purple).”
40 11.B.d
Packet Pg. 941 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) In 2023, Metro conducted extensive outreach focused on proposed station locations, estimated travel times, and estimated ridership for six potential alignments. In May 2024, Metro removed Alternative 2, which did not align with the WSCCOG’s preference for a station at UCLA and a seamless D Line connection. However, four of the five remaining alternatives meet the WSCCOG’s official support position.

During the May 2024 WSCCOG Transportation Working Group (TWG) meeting, staff from UCLA Local Government Relations invited the WSCCOG and its member jurisdictions to join the STC4All coalition of organizations and individuals. STC4All advocates for “a direct station on the UCLA campus and a seamless connection to the Purple/D Line at Westwood Village.” In September and October 2024, the cities of Santa Monica, Beverly Hills, and West Hollywood each submitted a letter to Metro advocating for STC4All’s stated position. The WSCCOG will continue to monitor these efforts as Metro continues environmental review in 2025. 41 11.B.d
Packet Pg. 942 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Measure M Multi-Year Subregional Programs 5-Year Cashflows (October 2024) In Year of Expenditure Dollars
FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Modal Connectivity Program and Complete Streets Proj. av FY 2018 $ 1,786,535 $ 2,492,693 $ 7,672,508 $ 7,983,981 $ 19,935,717 $ 191,133 $ 102,895 Transit Projects av FY 2018 $ 1,388,583 $ 3,172,630 $ 9,765,356 $ 10,161,790 $ 24,488,359 $ 243,269 $ 130,961 Subregional Equity Program av FY 2018 $ 798,662 $ 798,662 $ 802,676 $ 802,676 $ 802,676 -$ $ 4,005,351 $ 20,067 $ 12,041 Active Transportation Projects av FY 2033 $ - $ - $ -
Arroyo Verdugo Projects to be Determined av FY 2048
Goods Movement Projects av FY 2048
Highway Efficiency, Noise Mitigation and Arterial Proj. av FY 2048 Arroyo Verdugo Subregion Total $ 48,429,428 $ 454,468 $ 245,896 Active Transportation, 1st/Last Mile, & Mobility Hubs cc FY 2018 $ 4,652,182 $ 8,166,284 $ 8,497,802 $ 21,316,268 $ 203,434 $ 203,434 Subregional Equity Program [d] cc FY 2018 $ 1,964,883 $ 1,964,883 $ 1,964,883 $ 1,964,883 $ 1,964,883 -$ $ 9,824,415 $ 49,122 $ 49,122 Los Angeles Safe Routes to School Initiative cc FY 2033 BRT and 1st/Last Mile Solutions e.g. DASH cc FY 2048
Freeway Interchange and Operational Improvements cc FY 2048 LA Streetscape Enhancements & Great Streets Prog. cc FY 2048 Public Transit State of Good Repair Program cc FY 2048
Traffic Congestion Relief-Signal Synchronization cc FY 2048 Central City Area Subregion Total $ 31,140,683 $ 252,556 $ 252,556 Active Transportation Program gc FY 2018
I-605 Corridor 'Hot Spot' Interchange Improvements [c] gc FY 2018 $ 56,695,809 $ 14,915,370 $ 15,301,678 $ 47,098,566 $ 49,010,579 $ 183,022,002 $ 946,202 $ 586,202 Subregional Equity Program gc FY 2018 $ 2,040,134 $ 2,040,134 $ 2,040,134 $ 2,040,134 $ 2,040,134 -$ $ 10,200,669 $ 51,003 $ 51,003 Gateway Cities Subregion Total $ 193,222,671 $ 997,206 $ 637,206 Active Transportation, Transit, and Tech. Program lvm FY 2018 $ 1,671,322 $ 2,700,993 $ 2,810,643 $ 7,182,958 $ 146,740 $ 27,558 Highway Efficiency Program lvm FY 2018 $ 36,870,694 $ 11,226,002 $ 11,681,733 $ 59,778,430 $ 610,818 $ 114,979 Subregional Equity Program lvm FY 2018 $ 142,140 $ 142,140 $ 142,140 $ 142,140 $ 142,140 -$ $ 710,702 $ 3,554 $ 3,554 Modal Connectivity Program lvm FY 2048
Traffic Congestion Relief and Improvement Program lvm FY 2048 Las Virgenes Malibu Subregion Total $ 67,672,090 $ 761,112 $ 146,091 Active Transportation Program nc FY 2018 $ 2,278,619 $ 10,027,437 $ 10,434,510 $ 22,740,566 $ 249,797 $ 249,797 Transit Program [b],[c] nc FY 2018 $ 6,056,450 $ 22,333,836 $ 23,240,500 $ 51,630,786 $ 556,367 $ 556,367 Subregional Equity Program nc FY 2018 $ - $ 961,538 -$ $ 961,538 $ 24,038 $ 24,038 Multimodal Connectivity Program nc FY 2033
Arterial Program nc FY 2048
Goods Movement Program nc FY 2048
Highway Efficiency Program nc FY 2048
Program Sub-region
Groundbreaking
Start Date
Unallocated
Balance [a]
2024 New Total
Plus
Unallocated
Balance
Project
Development
Funding
Unexecuted
Balance
TBD
Project
Development
Funding
Maximum [b]
Prepared by Metro Strategic Financial Planning Page 1 10/25/2024 Item 5 - Attachment A
42 11.B.d
Packet Pg. 943 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Measure M Multi-Year Subregional Programs 5-Year Cashflows (October 2024) In Year of Expenditure Dollars
FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Program Sub-region
Groundbreaking
Start Date
Unallocated
Balance [a]
2024 New Total
Plus
Unallocated
Balance
Project
Development
Funding
Unexecuted
Balance
Project
Development
Funding
Maximum [b]
North County Subregion Total $ 75,332,891 $ 830,203 $ 830,203 South Bay Highway Operational Improvements [b],[c] sb FY 2018 $ 70,801,335 $ 43,477,127 $ 114,278,462 $ 473,101 $ 98,812 Transportation System and Mobility Impr. Prog. 2057 sb FY 2018 $ - $ 13,833,631 $ 13,833,631 $ 331,171 $ 69,168 Transportation System and Mobility Impr. Prog. 2032 sb FY 2018 $ 71,293,037 $ 25,778,862 $ 97,071,899 $ 1,345,882 $ 492,342 Subregional Equity Program [e] sb FY 2018 $ 1,086,957 $ 1,086,957 $ 1,086,957 $ 1,086,957 $ 1,086,957 -$ $ 5,434,783 $ 27,174 $ 27,174 South Bay Subregion Total $ 230,618,774 $ 2,177,328 $ 687,495 Active Transportation Prog. (Including Greenway Proj.) sg FY 2018 $ 12,657,557 $ 9,130,197 $ 21,787,753 $ 218,573 $ 117,470 Bus System Improvement Program sg FY 2018 $ 4,080,166 -$ $ 4,080,166 $ 52,041 $ 27,969 First/Last Mile and Complete Streets sg FY 2018 $ 9,877,251 $ 7,825,883 $ 17,703,134 $ 187,348 $ 100,689 Highway Demand Based Prog. (HOV Ext. & Connect.) sg FY 2018 $ 3,129,904 -$ $ 3,129,904 $ 218,573 $ 117,470 Subregional Equity Program [f] sg FY 2018 $ - $ 1,663,880 -$ $ 1,663,880 $ 41,597 $ 41,597 Goods Movement (Improvements & RR Xing Elim.) sg FY 2048 Highway Efficiency Program sg FY 2048
ITS-Technology Program (Advanced Signal Tech.) sg FY 2048 San Gabriel Valley Subregion Total [h] $ 48,364,837 $ 718,132 $ 405,196 Active Transportation 1st/Last Mile Connections Prog. w FY 2018 $ 7,152,063 $ 14,268,402 $ 21,420,466 $ 341,579 $ 71,342 Subregional Equity Program [g] w FY 2018 $ 1,337,793 $ 1,337,793 $ 1,337,793 $ 1,337,793 $ 1,337,793 -$ $ 6,688,963 $ 33,445 $ 33,445 Westside Subregion Total $ 28,109,429 $ 375,024 $ 104,787 Notes:
[a] - Executed project development funding is included in the unallocated balance. [b] - Project development funding (0.5%) amount based on Measure M funding only. [c] - Includes Measure M funds. Metro and subregions will utilize other eligible fund types per the Measure M Expenditure Plan where possible. [d] - SEP does not include funding for Crenshaw/LAX Transit Project, Westside Purple Line Extension Section 1 Project, or Eastside Light Rail Access (Pedestrian) Project. [e] - SEP does not include funding for Crenshaw/LAX Transit Project. [f] - SEP does not include funding for Gold Line to Pomona Project (FY26 - FY28). [g] - SEP does not include funding for Westside Purple Line Extension Section 1 Project. [h] - The cashflows account for a loan repayment associated with the ACE and I-605/Valley Interchange Improvement projects beginning in FY2029.

Forecasts assume inflation.

Prepared by Metro Strategic Financial Planning Page 2 10/25/2024 43 11.B.d
Packet Pg. 944 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) TO: WESTSIDE CITIES COG BOARD OF DIRECTORS
FR: JEFF KIERNAN, LEAGUE OF CALIFORNIA CITIES
RE: CAL CITIES UPDATE FOR 12/12/2024 MEETING

UPDATE ON THE NOVEMBER GENERAL ELECTION
Congratulations to all of our members and those aspiring city officials who appeared on the ballot this November! Win or lose, it is an incredibly noble cause to put yourself in a public facing position and offer up your ideas on how to better your community. Being an elected city official, in any capacity, is a public service and a tremendous amount of work for very little compensation for your time and effort. Cal Cities and the Division appreciate you! This election, Cal Cities supported Propositions 4, 5, and 36 and the Los Angeles County Division supported Proposition 36 and Los Angeles County Measure E. The Associated Press has called the results in favor of Propositions 4 and 36 but voters appear to have stopped just short of approving Proposition 5. Measure E, a parcel tax in select LA County Cities that the Division supported was also approved by voters.

FIRST GENERAL MEMBERSHIP MEETING OF 2025 ON JANUARY 9
On Thursday, January 9, 2025 from 6 - 8 PM at the Sheraton Universal Hotel, the Los Angeles County Division will host our first general membership meeting of 2025 with special guest LA County District Attorney Nathan Hochman. DA Hochman will join our meeting to provide an overview of his priorities and goals for the office and how cities can be a partner in his efforts.

This meeting will also include a special presentation to Assembly Member Blanca Pacheco who was the recipient for Cal Cities Distinguished Legislative Leadership Awards. This honor was given to the Assembly Member in appreciation for her partnership and commitment to local governments and Cal Cities.

The membership will also have an opportunity to take action on the Division’s 2025 budget.

REGISTRATION NOW OPEN FOR CAL CITIES MAYORS & COUNCIL MEMBERS ACADEMY Whether you're a new mayor or council member recently elected to your first term, or you have been serving your community for years, this academy is for you. These twin academies - one in Northern California and the other in Southern California - cover the legal, financial, and practical fundamentals of your job as an elected city official. Nearly as vital, you'll also have opportunities to foster relationships with your peers from around the state. Sessions will also include an update on key legislative issues and an overview of Cal Cities services and resources.

Please join us January 22 - 24 in Sacramento or January 29 - 31 in Garden Grove for our 2025 Mayors & Council Members Academy!
Item 6A
44 11.B.d
Packet Pg. 945 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Mayors & Council Members Academy - North
January 22 - 24, 2025
Sheraton Grand Sacramento
1230 J Street
Sacramento, CA 95814
Register Now for the Academy - Sacramento Location
Currently sold out, but staff are working to add capacity to fulfill the wait-listed members.

Advanced registration open until January 15
Mayors & Council Members Academy - South
January 29 - 31, 2025
Delta Hotels by Marriott - Anaheim/Garden Grove
12021 Harbor Blvd.

Garden Grove, CA 92840
Register Now for the Academy - Garden Grove Location
Advanced registration open until January 22
Both locations will cover nearly identical material, but additional details on each academy can be found HERE.

UPCOMING EVENTS
• January 9, 2025 from 6 – 8:30 PM: Los Angeles County Division General Membership Meeting (Universal Sheraton)
• January 22 - 24, 2025: Mayors and Council Members Academy (Sacramento) • January 29 - 31, 2025: Mayors and Council Members Academy (Garden Grove) • March 5 – 7, 2025: Planning Commissioners Academy (Santa Rosa) • March 6, 2025 from 6 – 8:30 PM: Los Angeles County Division General Membership Meeting (Southern California Edison, Torrance)
View the Cal Cities event calendar at www.calcities.org/events or at LACities.org for Division events 45 11.B.d
Packet Pg. 946 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

FINANCIAL STATEMENTS
FISCAL YEAR ENDED JUNE 30, 2023
Item 7A
46 11.B.d
Packet Pg. 947 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

TABLE OF CONTENTS
FISCAL YEAR ENDED JUNE 30, 2023
Independent Auditor’s Report……………………………………………………………………………1 Managements’ Discussion and Analysis……………………….………………………………………3 Financial Statements
Government-wide Financial Statements:

Statement of Net Position .............................................................................................. 10 Statement of Activities ................................................................................................... 11 Fund Financial Statements:

Balance Sheet - Governmental Fund ............................................................................ 12 Reconciliation of the Governmental Funds
Balance Sheet to the Statement of Net Position ........................................................ 13 Statement of Revenues, Expenditures, and Changes in Fund Balances – Governmental Funds .............................................................................. 14 Reconciliation of the Governmental Funds Statement of Revenues, Expenditures, and Changes in Fund Balances to the Statement of Activities ................................... 15

Notes to Financial Statements............................................................................................. 16 Required Supplemental Information:

Schedule of Revenues, Expenditures, and Changes in Fund Balance – Budget and Actual – General Fund................................................................................ 23

47 11.B.d
Packet Pg. 948 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) 1 OFFICES: BEVERLY HILLS ∙ CULVER CITY ∙ SANTA MARIA
MEMBER AMERICAN INSTITUTE OF C.P.A.’S ∙ CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFICERS ∙ CALIFORNIA ASSOCIATION OF SCHOOL BUSINESS OFFICIALS

PARTNERS COMMERCIAL ACCOUNTING & TAX SERVICES GOVERNMENTAL AUDIT SERVICES CRAIG A HARTZHEIM, CPA 8383 WILSHIRE BLVD., SUITE 800 5800 HANNUM AVE, SUITE E HADLEY Y HUI, CPA BEVERLY HILLS, CA 90211 CULVER CITY, CA 90230 ALEXANDER C HOM, CPA TEL: 310.670.2745 TEL: 310.670.2745 ADAM V GUISE, CPA FAX: 310.670.1689 FAX: 310.670.1689
TRAVIS J HOLE, CPA www.mlhcpas.com www.mlhcpas.com

WILSON LAM, CPA
INDEPENDENT AUDITOR’S REPORT
Board of Directors
Westside Cities Council of Governments
Culver City, California
Opinions
We have audited the accompanying financial statements of the governmental activities and the major fund of the Westside Cities Council of Governments (the Authority) as of and for the fiscal year ended June 30, 2023, and the related notes to the financial statements, which collectively comprise the Authority’s basic financial statements as listed in the table of contents.

In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the governmental activities and the major fund of the Authority, as of June 30, 2023, and the respective changes in financial position for the fiscal year then ended in accordance with accounting principles generally accepted in the United States of America.

Basis for Opinions
We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the Authority, and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.

Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about the Authority’s ability to continue as a going concern for twelve months beyond the financial statement date, including any currently known information that may raise substantial doubt shortly thereafter.

Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinions.

Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards Government Auditing Standards will always detect a material misstatement when it exists. 48 11.B.d
Packet Pg. 949 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) 2 The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with generally accepted auditing standards and the standards applicable to financial audits contained in Government Auditing Standards, we:
 Exercise professional judgment and maintain professional skepticism throughout the audit.  Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.  Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control. Accordingly, no such opinion is expressed.  Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.  Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about the Authority’s ability to continue as a going concern for a reasonable period of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control-related matters that we identified during the audit.

Required Supplementary Information
Accounting principles generally accepted in the United States of America require that the management’s discussion analysis (pages 3 through 9) and budgetary comparison information for the General Fund (page 23) be presented to supplement the basic financial statements. Such information is the responsibility of management and, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.

Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated September 19, 2024, on our consideration of the Authority’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on internal control over financial reporting or on compliance.

That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Authority’s internal control over financial reporting and compliance.

Moss, Levy & Hartzheim, LLP
Culver City, California
September 19, 2024
49 11.B.d
Packet Pg. 950 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
1 Our discussion and analysis of the Westside Cities Council of Governments (the “Authority”) financial performance presents an overview of the Authority’s financial activities during the fiscal year ended June 30, 2023. We encourage readers to consider information presented here in conjunction with the financial statements (beginning on page 10). The financial statements, notes and this discussion and analysis were prepared by management and are the responsibility of management.

Background
The Authority was created on December 20, 2005 by a Joint Exercise of Power Agreement (the agreement) between the City of Santa Monica, City of Beverly Hills, City of Culver City, City of Los Angeles, City of West Hollywood and the County of Los Angeles, all in California (collectively, Members). The Authority was formed to enable the Members to voluntarily engage in regional and cooperative planning and coordination of government services and responsibilities to assist the Members in the conduct of their affairs. The goal and intent of the Authority is one of voluntary cooperation among cities for the collective benefit of cities in the Westside areas of Los Angeles.

The Authority’s mission is to be the regional voice that extends the leverage of its member agencies at the State and Federal level for the benefit of the region. The Authority is charged with preserving and enhancing the respective local and regional quality of life by building relationships, maximizing resources, advocating for mutual interests and promoting policy for the benefit of the residents, businesses and visitors.

The Board of Directors is comprised of a Delegate and Alternate from each of the local government entities, appointed by their respective jurisdictions. These members have partnered in a voluntary cooperative endeavor to forge consensus on policies and programs of regional significance that enhance the quality of life, sustain the environment and enrich the future of Westside residents, businesses and visitors.

The Authority provides a forum for discussion and communication as well as formalized representation and advocacy with governmental agencies at all levels. The organization also monitors legislation as well as regional, state and federal funding and other collaborative opportunities to maximize services to the public at minimum cost. Priority issues established by the Board are subregional transportation and improved mobility, land use and housing, and homelessness and social services.

The Board of Directors convenes a total of six (6) regular meetings annually, including special meetings to discuss important subregional issues. The Board of Directors is also in charge of designating representatives to serve on behalf of the subregion on local public agency committees.

The Authority staff includes an Executive Director who is charged with the following tasks, assisting and guiding the Board of Directors, developing and leading the annual work program and budget, managing grant funding and program reimbursements, providing administrative support to the Board of Directors, serving as a liaison to public agencies, serving as the filing officer for the Fair Political Practice Commission Statement of Economic Interests, and organizing advocacy efforts to further the annual work program.
50 11.B.d
Packet Pg. 951 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
2 Financial Highlights
At June 30, 2023, the Authority’s assets of $566,401 exceeded its liability of $441,763, resulting in a net position of $124,638, which consisted of unrestricted net position.

The Authority’s net position increased from $121,992 at June 30, 2022 to $124,638 at June 30, 2023, which is an increase of $2,646.

Overview of Financial Statements
The Authority’s basic financial statements consist of three components: (1) Government-wide Financial Statements, (2) Fund Financial Statements and (3) Notes to the Basic Financial Statements.

Government-wide Financial Statements
The government-wide financial statements found on pages 10 and 11 are designed to give readers a broad overview of the Authority’s financial position. These include all the Authority’s assets, liabilities, revenues, and expenses. The accounting basis is full accrual (similar to private sector companies) where revenues are recorded as earned and expenses are recorded when liability is incurred, regardless of the timing of related cash flows.

The Statement of Net Position presents all of the Authority’s assets and liabilities with the difference reported as net position (or equity in the private sector). Over time, increases or decreases in net position serve as useful indicator of whether the financial position of the Authority is improving or declining.

The Statement of Activities presents information showing how the Authority’s net position changed during the most recent fiscal year. All changes in net position are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of the related cash flows.

Fund Financial Statements
The fund financial statements can be found on pages 12 through 15 of this report. A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives.

Differences between the two sets of financial statements are normally determined by the complexity of the reporting agency and usually revolve around different treatments for capital assets and debt issuance and repayment. Since the Authority has no capital assets and no longterm debts, the Government-wide and the Fund Financial Statements are similar.

Notes to the Basic Financial Statements
This report includes notes to the basic financial statements. They provide additional information that is important to a complete understanding of the data contained in the government-wide and fund financial statements. The notes can be found on pages 16 through 22 of this report. 51 11.B.d
Packet Pg. 952 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
3 Financial Analysis
Statements of Net Position
The following table summarizes the assets, liabilities, and net position of the Authority’s primary government as of June 30, 2023 and 2022:

Current assets increased by $330,670, or 140%, primarily due to a rise in cash received from grants.

Current liabilities also increased significantly, by $328,024 or 288%, mainly due to additional invoices outstanding at year-end.

As previously discussed, net position can serve as an indicator of financial health. As of June 30, 2023, the Authority’s assets exceeded liabilities by $124,638, compared to $121,992 as of June 30, 2022.
2023 2022
Current assets: $ 566,401 $ 235,731
Total assets 566,401 235,731
Current liabilities: 441,763 113,739
Total liabilities 441,763 113,739
Net position:

Unrestricted 124,638 121,992
Total net position $ 124,638 $ 121,992
Statement of Net Position
52 11.B.d
Packet Pg. 953 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
4 Statements of Activities
The following table presents the Authority’s revenues, expenses, and changes in net position for the fiscal years ended June 30, 2023 and 2022:

In FY 2023, program revenues primarily came from dues paid by six members, totaling $138,000, and grant revenues amounting to $493,646. This represents an increase of $348,303, or 124%, compared to the previous fiscal year.

The revenue growth is primarily due to additional grant funding from several sources: Los Angeles County for the Regional Homelessness Coordination and Innovation Funds, the Southern California Association of Governments (SCAG) for the Regional Early Action Program Funds, and the Los Angeles County Metropolitan Transportation Authority for the Multi-Year Subregional Program Funds.

General government expenses increased from $283,803 in FY 2022 to $626,415 in FY 2023, which is an increase of $342,612, or 121%. The increase in expenses is almost entirely due to spending for the grant programs listed above.

Financial Analysis of Fund Statements
The Authority uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements.
53 11.B.d
Packet Pg. 954 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
5 Governmental Funds
The focus of the Authority’s governmental fund is to provide information on the sources, uses and balances of spendable resources. Such information is useful in assessing the Authority’s short- term financial requirements. The General Fund is the only fund for the Authority.

The following table summarizes the Statement of Revenues, Expenditures, and Changes in Fund Balance for the General Fund for the fiscal years ended June 30, 2023, and 2022.

The total fund balance grew from $121,992 on June 30, 2022, to $124,263 on June 30, 2023, marking an increase of $2,271, or 2%. This growth is primarily due to a decrease in General Government expenditures.

Intergovernmental revenues for the Authority consist of dues from the six members, totaling $138,000 for both FY 2022 and FY 2023.

Grant revenues rose from $177,718 in FY 2022 to $493,271 in FY 2023, an increase of $315,553 or 178%. This growth is attributed to increased funding from the Los Angeles County Regional Homelessness Coordination & Innovation Funds and the Southern California Association of Governments (SCAG) Regional Early Action Program.

General government expenditures rose from $283,803 in FY 2022 to $626,415 in FY 2023, reflecting an increase of $342,612, or 121%. This rise is primarily due to higher grant funding distributions for the programs previously mentioned. Specifically:
 Expenditures for the Regional Homelessness Coordination and Innovation Funds received from the Los Angeles County increased from $134,182 in FY 2022 to $421,590 in FY 2023, an increase of $287,408, or 214%.
54 11.B.d
Packet Pg. 955 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
6  Expenditures for the Regional Early Action Program, funded by the Southern California Association of Governments (SCAG), grew from $0 in FY 2022 to $66,717 in FY 2023, representing an increase of $66,718, or 100%.
 Expenditures for the Multi-Year Subregional Program received from the Los Angeles County Metropolitan Transportation Authority rose from $3,065 in FY 2022 to $5,338 in FY 2023, an increase of $2,273, or 74%.

General Fund Budgetary Highlights
No adjustments were made to the FY 2023 budget, so the original budget remains unchanged from the final budget. The largest variances between the final budget and actual expenditures were as follows: The Los Angeles County Regional Homeless Coordination and Innovation Funds had a final budget of $1,195,714 but actual expenditures of $421,591, resulting in a variance of $774,123. The Southern California Association of Governments (SCAG) Regional Early Action Program had a final budget of $79,167 with actual expenditures of $66,717, resulting in a variance of $12,450. The Metro Multi-Year Subregional Program had a final budget of $12,000 and actual expenditures of $0, resulting in a variance of $12,000.

The variances for the grants are attributed to timing, as these are multi-year projects spanning several fiscal years. Additionally, the Authority finished under budget by $10,269 in categories including travel, miscellaneous printing, meeting setup and logistics, IT services, audit services, and Metro Deputy Shared Salary expenses.

Overall, the final budget projected a net decrease to fund balance of $796, while the actual increase was $2,271, resulting in a variance of $3,067.

Economic Factors and Next Year’s Budget
The FY 2024 budget assumes that the net position as of June 30, 2023, will be sufficient to cover program and administrative expenses.

The significant changes in the FY 2024 budget are:
 An increase of $1,475,354 (123%) in the Los Angeles County Regional Homelessness Program, rising from $1,195,714 in FY 2023 to $2,671,068 in FY 2024.  An increase of $8,000 (67%) in the Multi-Year Subregional Program from the Los Angeles County Metropolitan Transportation Authority, growing from $12,000 in FY 2023 to $20,000 in FY 2024.  A decrease of $38,541 (49%) in the Regional Early Action Program from the Southern California Association of Governments (SCAG), falling from $79,167 in FY 2023 to $40,626 in FY 2024.

The annual dues for each member and the contract for Executive Director Services remain unchanged.

Further Information
55 11.B.d
Packet Pg. 956 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Westside Cities Council of Governments
Management’s Discussion and Analysis
Fiscal year ended June 30, 2023
7 This report has been designed to provide a general overview of the Authority's finances for all those with an interest in the Authority’s finances and to show the Authority’s accountability for the money it receives. Questions concerning any of the information provided in the June 30, 2023 report or requests for additional information should be addressed to Lisa Soghor, Chief Financial Officer, at 9770 Culver Blvd, Culver City, California, 90232 56 11.B.d
Packet Pg. 957 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

BASIC FINANCIAL STATEMENTS
57 11.B.d
Packet Pg. 958 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Governmental
Activities
ASSETS
Cash and investments $ 498,534
Interest receivable 1,428
Due from other governments 55,797
Prepaid expenses 10,642
Total Assets 566,401

LIABILITIES
Accounts payable and accrued expenses 58,973
Due to other governments 82,828
Due to the City of Culver City 299,962
Total Liabilities 441,763

NET POSITION
Unrestricted 124,638
Total Net Position $ 124,638

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

STATEMENT OF NET POSITION
JUNE 30, 2023
See accompanying notes to basic financial statements
10 58

11.B.d
Packet Pg. 959 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Governmental activities:

General Government $ 626,415 $ 138,000 $ 493,646 $ 5,231 Total governmental activities $ 626,415 $ 138,000 493,646 5,231 General revenues
Interest income 3,002
Change in fair value of investments (5,587)
Total general revenues (2,585)
Change in net position 2,646
Net position at beginning of fiscal year 121,992
Net position at end of fiscal year $ 124,638
Net (Expense)
Revenue and
Changes in Net
Position

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

STATEMENT OF ACTIVITIES
FISCAL YEAR ENDED JUNE 30, 2023
Operating
Program Revenues
Charges for Grants and Governmental
Expenses Services Contributions Activities
See accompanying notes to basic financial statements
11 59

11.B.d
Packet Pg. 960 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) General
Fund
ASSETS
Cash and investments $ 498,534
Interest receivable 1,428
Due from other governments 55,797
Prepaid expenses 10,642
Total Assets 566,401

LIABILITIES
Accounts payable and accrued expenses 58,973
Due to other governments 82,828
Due to the City of Culver City 299,962
Total Liabilities 441,763

DEFERRED INFLOWS OF RESOURCES
Unavailable revenue 375
Total Deferred Inflows of Resources 375

FUND BALANCE
Unassigned 124,263
Total Fund Balance 124,263
Total Liabilities and Fund Balance $ 566,401

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

BALANCE SHEET
JUNE 30, 2023

GOVERNMENTAL FUND
See accompanying notes to basic financial statements
12 60

11.B.d
Packet Pg. 961 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Total fund balances - governmental funds $ 124,263
Amounts reported for governmental activities in the statement of Certain revenues in the governmental funds are deferred inflows of resources because they are not collected within the prescribed time period after year-end However, these revenues are included in the government-wide statements. 375 Total net position - governmental activities $ 124,638

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

RECONCILIATION OF THE BALANCE SHEET OF THE GOVERNMENTAL

FUND TO THE STATEMENT OF NET POSITION
JUNE 30, 2023
See accompanying notes to basic financial statements
13 61

11.B.d
Packet Pg. 962 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) General
Fund

REVENUES
Intergovernmental $ 138,000
County Homeless Coordination Grant 421,590
Metro Multi-Year Subregional Program Planning Funds 4,964 SCAG Regional Early Action Program 66,717
Interest income 3,002
Change in fair value of investments (5,587)
Total Revenues 628,686

EXPENDITURES
General Government 626,415
Total Expenditures 626,415
Net Change in Fund Balance 2,271
Fund Balance, Beginning of Fiscal Year 121,992
Fund Balance, End of Fiscal Year $ 124,263

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE FISCAL YEAR ENDED JUNE 30, 2023

GOVERNMENTAL FUND
See accompanying notes to basic financial statements
14 62

11.B.d
Packet Pg. 963 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Net Change in Fund Balance of the Governmental Fund $ 2,271 Amounts reported for governmental activities in the statement of activities are different because:

Certain revenues in the governmental funds are deferred inflows of resources because they are not collected within the prescribed time period after fiscal year-end. This amount represents the amount by which prior fiscal year deferred inflows exceeds the current fiscal year. 375
Change in Net Position of Governmental Activities $ 2,646

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

RECONCILIATION OF THE STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES

IN FUND BALANCE OF THE GOVERNMENTAL FUND TO THE STATEMENT OF ACTIVITES FISCAL YEAR ENDED JUNE 30, 2023
See accompanying notes to basic financial statements
15 63

11.B.d
Packet Pg. 964 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
16 NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A. Reporting Entity
The Westside Cities Council of Governments (the Authority) was created on December 20, 2005 by a Joint Exercise of Power Agreement (the Agreement) between the City of Santa Monica, City of Beverly Hills, City of Culver City, City of Los Angeles, City of West Hollywood, and the County of Los Angeles, all in California (collectively, Members). This Agreement shall continue in existence until the Agreement is terminated. This Agreement may not be terminated except by an affirmative vote of a majority of total voting membership of the Governing Board.

The Authority was formed to enable the Members to voluntarily engage in regional and cooperative planning and coordination of government services and responsibilities so as to assist the Members in the conduct of their affairs. The goal and intent of the Authority is one of voluntary cooperation among cities for the collective benefit of cities in the Westside area of Los Angeles County.

One elected official from each Member is appointed to the Authority as a governing board representative of the Authority (the Governing Board). The terms of office of the Chair and Vice Chair shall commence until July 1 of that fiscal year and expire on the following July 1. The positions of Chair and Vice Chair are alternated between the Members.

The Governing Board approves an annual budget based upon the costs of operating the Authority prior to July 1 of each fiscal year. The Governing Board may at any time amend the budget to incorporate additional income and disbursements that might become available to the Authority for its purposes during a fiscal year.

The books and records for the Authority for the fiscal year ended June 30, 2023, are located at the City of Culver City, Finance Department at 9770 Culver Boulevard, Culver City, CA 90232.

B. Measurement Focus, Basis of Accounting, and Financial Statement Presentation The basic financial statements of the District are comprised of the following:
 Government-wide financial statements
 Fund financial statements
 Notes to the basic financial statements
Government-wide Financial Statements
Government-wide financial statements are presented using the economic resources measurement focus and the accrual basis of accounting. Measurement focus indicates the type of resources being measured such as current financial resources or economic resources. Under the economic resources measurement focus, all (both current and long-term) economic resources and obligations of the reporting government are reported in the government-wide financial statements. Basis of accounting refers to when revenues and expenses are recognized in the accounts and reported in the financial statements. Under the accrual basis of accounting, revenues, expenses, gains, losses, assets, and liabilities resulting from exchange and exchange-like transactions are recognized when the exchange takes place. Revenues, expenses, gains, losses, assets, and liabilities resulting from nonexchange transaction are recognized on an actual basis.
64 11.B.d
Packet Pg. 965 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
17 NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) B. Basis of Accounting, Measurement Focus, and Financial Statement Presentation (Continued) Government-wide Financial Statements (Continued)
Program revenues include charges for services and payments made by parties outside of the reporting government’s citizenry if that money is restricted to a particular program. Program revenues are netted with program expenses in the statement of activities to present the net cost of each program. The grant revenues consist of a grant from the County of Los Angeles for Homeless Services, Los Angeles County Metropolitan Transportation Authority and Southern California Association of Governments.

Amounts paid to acquire capital assets are capitalized as assets in the government-wide financial statements, rather than reported as an expenditure. Proceeds of long-term debt are recorded as a liability in the government-wide financial statements, rather than as an other financing source.

Amounts paid to reduce long-term indebtedness of the reporting government are reported as a reduction of the related liability, rather than as an expenditure. The Authority has no capital assets or long-term debt.

Fund Financial Statements
Fund financial statements for the Authority’s governmental fund are presented after the government wide financial statements.

In the fund financial statements, governmental funds are presented using the current financial resources measurement focus and modified - accrual basis of accounting. Revenues are recognized when they become measurable and available as net current assets. Measurable means that the amounts can be estimated, or otherwise determined. Available means that the amounts were collected during the reporting period or soon enough thereafter to be available to finance the expenditures accrued for the reporting period. The Authority uses a 60-day availability period. Expenditures are recorded when the liability is incurred.

The Authority reports the following major governmental funds:

 The General Fund is the primary operating fund of the Authority. It is used to account for all financial resources.

C. Annual Budget
The Authority adopted an annual budget prepared on the modified accrual basis for the General Fund, which is consistent with accounting principles generally accepted in the United States of America.

In addition, a minimum reserve of 15% of operating revenues must be maintained according to the Authority's reserve policy.

Financial policies also provide for the Executive Director to transfer up to 50% of budget line items and to report such transfers in monthly financial reports.

D. Cash

The Authority has a separate cash account that is maintained by the City of Culver City. The Authority also has investments of funds in the pooled cash held by the City of Culver City. 65 11.B.d
Packet Pg. 966 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
18 NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) E. Prepaid Items
Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as prepaid items.

F. Deferred Outflows and Inflows of Resources

In addition to assets, the statement of net position and the governmental fund balance sheet will sometimes report a separate section for deferred outflows of resources. This separate financial statement element, deferred outflows of resources, represents a consumption of net position that applies to future periods and will not be recognized as an outflow of resources (expenses/expenditures) until that time. The Authority does not have any applicable deferred outflows of resources.

In addition to liabilities, the governmental fund balance sheet reports a separate section for deferred inflows of resources. This separate financial statement element, deferred inflows of resources, represents an acquisition of net position that applies to future periods and will not be recognized as an inflow of resources (revenue) until that time. The Authority had $375 of unavailable revenues that is considered deferred inflows of resources.

G. Net Position
Net position is the excess of the Authority’s asset and deferred outflows of resources, over all its liabilities and deferred inflows of resources and is divided into three captions:
 Net Investment in Capital Assets – describes the portion of net position that is represented by capital assets, net of accumulated depreciation, and reduced by the outstanding principal of related debt. The Authority has no such net position.  Restricted – describes the portion of net position that has external constraints placed on it by creditors, grantors, contributors, laws or regulations of other governments or through constitutional provisions or enabling legislation. The Authority has no restricted net position.  Unrestricted – describes the portion of net position that does not meet the definition of net investments in capital assets or restricted net position.

When both restricted and unrestricted resources are available for use, it is the Authority’s policy to use restricted resources first and then unrestricted resources as they are needed.

H. Fund Balances
In the fund financial statements, the governmental fund reports fund balance as nonspendable, restricted, committed, assigned, or unassigned based primarily on the extent to which the Authority is bound to honor constraints on how specific amounts can be spent.  Nonspendable fund balance – amounts that cannot be spent because they are either (a) not spendable in form or (b) legally or contractually required to be maintained intact. 66 11.B.d
Packet Pg. 967 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
19 NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) H. Fund Balances (Continued)
 Restricted fund balance – amounts with constraints placed on their use that are either (a) externally imposed by creditors, grantors, contributors, or laws or regulations of other governments; or (b) imposed by law through constitutional provisions or enabling legislation.
 Committed fund balance – amounts that can only be used for specific purposes determined by formal action of the Authority’s highest level of decision-making authority (the Board of Directors) and that remain binding unless removed in the same manner. The underlying action that imposed the limitation needs to occur no later than the close of the reporting period.
 Assigned fund balance – amounts that are constrained by the Authority’s intent to be used for specific purposes. The intent can be established at either the highest level of decision making, or by a body or an official designated for that purpose.  Unassigned fund balance – the residual classification for the Authority’s funds that include amounts not contained in other classifications.

When both restricted and unrestricted resources are available for use, it is the Authority’s policy to use restricted resources first, followed by committed, assigned, and unassigned resources as they are needed.

The Board of Directors establishes, modifies, or rescinds fund balance commitments and assignments by passage of an ordinance or resolution. This is done through adoption of the budget amendments that occur throughout the fiscal year.

I. Classification of Revenues
Program revenues consist of charges to member agencies and grant revenues. General revenues consist of investment income and other income.

J. Estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America, as prescribed by the GASB and the AICPA, requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenditures/expenses during the reporting period. Actual results could differ from those estimates.
67 11.B.d
Packet Pg. 968 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
20 NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) K. GASB Statement Number 87 “Leases”
GASB issued Statement No. 87 “Leases” to better meet the information needs of financial statement users by improving accounting and financial reporting for leases by governments. This statement increases the usefulness of governments’ financial statements by requiring recognition of certain lease asset and liabilities for leases that previously were classified as operating leases and recognized as inflows of resources or outflows of resources based on the payment provisions of the contract. It establishes a single model for lease accounting based on the foundational principle that leases are financings of the right to use an underlying asset. Under this Statement, a lessor is required to recognize a lease receivable and deferred inflow of resources, thereby enhancing the relevance and consistency of information about governments’ leasing activities. The Authority had no leases in which they are considered a lessor or lessee.

L. GASB Statement Number 96 “Subscription-Based Information Technology Arrangements” Implementation
GASB issued Statement No. 96 “Subscription-Based Information Technology Arrangements” provides guidance on the accounting and financial reporting for subscription-based information technology arrangements (SBITAs) for government end users. Under this statement, a government should generally recognize a right-of-use subscription asset and a corresponding subscription liability. This statement had no impact on the opening balances of the Authority. The Authority had no such SBITAs.

M. Future Accounting Pronouncement
GASB Statements listed below will be implemented in future financial statements:

Statement No. 99 "Omnibus 2022" The provisions of this statement are effective for fiscal years beginning after June 15, 2023.

Statement No. 100 "Accounting Changes and Error The provisions of this statement are effective Corrections- and amendment of for fiscal years beginning after June 15, 2023.

GASB Statement No. 62"
Statement No. 101 "Compensated Absences" The provisions of this statement are effective for fiscal years beginning after December 15, 2023.

Statement No. 102 "Certain Risk Disclosures" The provisions of this statement are effective for fiscal years beginning after June 15, 2024.

Statement No. 103 "Financial Reporting Model
Improvements"
The provisions of this statement are effective for
fiscal years beginning after June 15, 2025
68 11.B.d
Packet Pg. 969 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
21 NOTE 2 – CASH

Cash as of June 30, 2023 is classified in the accompanying financial statements as follows Statement of Net Position:

Cash and Investments $ 498,534
Cash as of June 30, 2023 consist of the following:

Deposits with Financial Institutions $ 247,116
Investment in City of Culver City's pooled cash 251,418 Total cash and investments $ 498,534
The Authority has not adopted an investment policy separate from that of the City of Culver City. For more information about the cash and investments held in the City of Culver City’s pooled cash, please see the City of Culver City’s Annual Comprehensive Financial Report.

Interest Rate Risk
Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of an investment. Generally, the longer the maturity of an investment, the greater the sensitivity of its fair value to changes in market interest rates. The Authority’s investment in 3rd party pooled cash is not affected by changes in market interest rates.

Credit Risk
Generally, credit risk is the risk that an issuer of an investment will not fulfill its obligation to the holder of the investment. This is measured by the assignment of a rating by a nationally recognized statistical rating organization. Investment in 3rd party pooled cash does not have a rating provided by a nationally recognized statistical rating organization.

Custodial Credit Risk
Custodial credit risk for deposits is the risk that, in the event of the failure of a depository financial institution, a government will not be able to recover its deposits or will not be able to recover collateral securities that are in the possession of an outside party. The California Government Code and the Authority’s investment policy do not contain legal or policy requirements that would limit the exposure to custodial credit risk for deposits, other than the following provision for deposits: The California Government Code requires that a financial institution secure deposits made by state or local governmental units by pledging securities in an undivided collateral pool held by a depository regulated under state law (unless so waived by the governmental unit). The fair value of the pledged securities in the collateral pool must equal at least 110% of the total amount deposited by the public agencies. California law also allows financial institutions to secure the Authority’s deposits by pledging first trust deed mortgage notes having a value of 150% of the secured public deposits.

As of June 30, 2023, the Authority’s deposits (bank balances) were insured by the Federal Deposit Insurance Corporation.
69 11.B.d
Packet Pg. 970 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

NOTES TO BASIC FINANCIAL STATEMENTS
JUNE 30, 2023
22 NOTE 2 – CASH (CONTINUED)
Fair Value Measurement
The Authority categorizes its fair value measurements within the fair value hierarchy established by generally accepted accounting principles. The hierarchy is based on valuation inputs used to measure the fair value of the assets. These principles recognize a three-tiered fair value hierarchy. Level 1 inputs are quoted prices in active markets for identical assets; Level 2 inputs are significant other observable inputs; Level 3 inputs are significant unobservable inputs. The Authority’s investment in 3rd party pooled cash is not required to be measured under Level 1, 2 or 3.

NOTE 3 – COMMITMENTS
The Authority has a contract with an advisory firm to provide Executive Director services. Under this agreement, the Authority is to pay this firm approximately $10,000 per month through June 30, 2024. 70 11.B.d
Packet Pg. 971 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy)

REQUIRED SUPPLEMENTARY INFORMATION
71 11.B.d
Packet Pg. 972 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) Variance with
Final Budget
Positive
Original Final Actual (Negative)
REVENUES:

Intergovernmental $ 138,000 $ 138,000 $ 138,000 $ -
County Homeless Coordination Grant 1,195,714 1,195,714 421,590 (774,124) Metro Multi-Year Subregional Program Planning Funds 12,000 12,000 4,964 (7,036) SCAG Regional Early Action Program 79,167 79,167 66,717 (12,450) Investment Earnings 3,002 3,002
Change in Fair Value of Investments (5,587) (5,587)
Total Operating Revenues 1,424,881 1,424,881 628,686 (796,195)

EXPENDITURES
General Government:

Contract for Executive Director 120,000 120,000 120,000 Travel 60 60 60
Miscellaneous Printing and Binding 1,500 1,500 1,500
Meeting Setup and Logistics 2,700 2,700 1,832 868
IT Services 504 504 504
Audit Services 12,000 12,000 6,495 5,505
Metro Deputy Shared Salary
Augmentation and Travel Expense 1,832 1,832 1,832
County Homeless Coordination Project 1,195,714 1,195,714 425,619 770,095 Metro Multi-Year Subregional Program Planning 12,000 12,000 12,000 SCAG Regional Early Action Program 79,167 79,167 71,476 7,691 Bank Fees 200 200 993 (793)
Total Expenditures 1,425,677 1,425,677 626,415 799,262
Change in Net Position (796) (796) 2,271 3,067
Net Position, Beginning of Fiscal Year 121,992 121,992 121,992 Net Position, End of Fiscal Year $ 121,196 $ 121,196 $ 124,263 $ 3,067 Budgeted Amounts
FISCAL YEAR ENDED JUNE 30, 2023

WESTSIDE CITIES COUNCIL OF GOVERNMENTS

BUDGETARY COMPARISON SCHEDULE

GENERAL FUND
23 72

11.B.d
Packet Pg. 973 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) A project of the Heroica Foundation
a 501(c) non-profit educating & advocating for equality for all P.O. Box 480077, Los Angeles, CA 90048 Ph.323.954.9644
[email protected] www.equalmeansequal.org
December 4, 2024
Dear Members of the Westside Cities Council of Governments:

On December 12th at 1:30 pm, immediately after the regular Board Meeting of your Council, EQUAL MEANS EQUAL will be holding a Press Conference on the steps of the West Hollywood Public Library (625 N San Vicente Blvd, West Hollywood, CA 90069) where we recently completed our largest FINAL IMPACT installation to date and we would be grateful for your attendance.

As Founder and President of EQUAL MEANS EQUAL, I am writing to invite you to please join me at the Press Conference immediately after the meeting, right outside the Council Chambers.
(https://www.weho.org/Home/Components/News/News/11437/23) News | City of West
Hollywood
The City of West
Hollywood is cosponsor of a powerful
temporary installation
at West Hollywood
Library urging
awareness about –
and publication of –
the fully ratified Equal
Rights Amendment
(ERA).
www.weho.org
I would also be extremely grateful if you would please use your considerable skills and networks to alert members of the media and the public about this press event so they may learn more about this critical matter and help us inform the public.

Item 10A
73 11.B.d
Packet Pg. 974 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) A project of the Heroica Foundation
a 501(c) non-profit educating & advocating for equality for all P.O. Box 480077, Los Angeles, CA 90048 Ph.323.954.9644
[email protected] www.equalmeansequal.org
As you may know, the recent FINAL IMPACT Campaign from EQUAL MEANS EQUAL is focused on raising awareness about the urgency of finalizing and certifying the Equal Rights Amendment.

Many of us in the civil rights struggle, especially those of us focused on women and LGBTQ rights, are extremely concerned about the potential of the new administration to increase rollbacks and directed attacks on our human rights and protections under law.

EQUAL MEANS EQUAL has been focused on the Equal Rights Amendment (ERA) as a permanent solution to many of these issues since 2009 and was instrumental in the final passage and ratification of the amendment in 2020.

We have been raising the alert that publication of the ERA would put the Courts and the country on notice that equality regardless of sex is now a Constitutional right and must be adopted and enforced.

We are thrilled that very recently we have been joined in this position by extremely important allies including:
o the American Bar Association
o the League of Women Voters
o the American Constitution Society
o and Women’s March
All that is required is for President Biden to instruct the U.S. Archivist (Colleen Shogun) to publish the ERA, as is required by law. She has said that she would do so, if instructed by the President.

We must use every available means NOW to pressure President Biden to take this step to ensure and protect the rights of over 180 million American citizens, who presently do not enjoy the equal protection of our laws.

With less than fifty days to achieve this goal, time is of the essence.

I will be moving to Washington DC for the remainder of President Biden’s term in office to do whatever I can to save the ERA before the work of millions of women for over a century is thrown into the dustbin of history - will you please help by doing what you can to ensure the public is aware of this situation? 74 11.B.d
Packet Pg. 975 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) A project of the Heroica Foundation
a 501(c) non-profit educating & advocating for equality for all P.O. Box 480077, Los Angeles, CA 90048 Ph.323.954.9644
[email protected] www.equalmeansequal.org
The City of West Hollywood is broadening the reach of our campaign through their social media platforms as well as on bus kiosks and other city-owned billboards. Will your city join us as well? I would be very happy to adapt them for each of your cities and provide you with the graphic assets you could use.

Thank you very much for your kind consideration. If you have any questions or would simply like to speak with me to learn more, please do not hesitate to call me (310) 592 5277.

I look forward to meeting you on Thursday December 12th at 1:30pm at the West Hollywood Public Library and am grateful for this opportunity.

Best wishes,
Kamala
Kamala Lopez
Equal Means Equal - Founder/President
www.equalmeansequal.org
[email protected]
(310) 592 5277
P.O. Box 480077
Los Angeles, CA 90048
75 11.B.d
Packet Pg. 976 Attachment: Attachment D COG board notes (6705 : Behavioral Health Strategy) 1685 Main Street, Room 209, Santa Monica, CA 90401 • (310) 458-8201 • [email protected] santamonica.gov • @cityofsantamonica • @santamonicacity September 3, 2024
The Honorable Lindsey P. Horvath
Chair
Los Angeles County Board of Supervisors
Kenneth Hahn Hall of Administration
500 W Temple Street, Room 821
Los Angeles, CA 90012
RE: Inclusion of behavioral health and crisis stabilization beds at the West LA Armory
Dear Chair Horvath,
On behalf of the City of Santa Monica, we respectfully urge Los Angeles County to reimagine services planned for the redevelopment of the West Los Angeles Armory (Armory) by expanding programming at the site to include substance use treatment and crisis stabilization beds. We are committed to partnering with the County on addressing the complex needs of our homeless populations and believe incorporating these essential services into the planned development at the Armory site is crucial for the City and our surrounding communities - not doing so would be a missed opportunity, especially considering the limited land available on the Westside to house these services.

The Department of Health Services (DHS) is currently leading the plan to develop a “Safe Landing Light” model site at the Armory. Typically, Safe Landing sites offer triage beds and 24/7 clinical services, including medical care, mental health care, and sobering/substance use disorder (SUD) services. The “light” model at the Armory will include interim beds, some medical rooms, and 24/7 triage beds, with The People Concern (TPC) as the on-site services provider.

Santa Monica strongly believes DHS is missing an opportunity for long-term savings and the ability to begin serving people sooner and more effectively by not including clinical behavioral health beds, specifically crisis stabilization and substance use treatment beds, at the Armory.

These services, co-located with the Safe Landing facility, will ensure that individuals can step down from higher levels of care and continue to receive the support they need. Given the limited land on the Westside and the Armory’s accessible location, this is a unique opportunity to enhance service provision in your district and in our region.

Safe Landing will be a welcomed addition yet there will still be significant gaps in behavioral health care. The Westside is in desperate need of sobering services, detox services, and residential treatment. In light of this, we respectfully request DHS site these services at the Armory. While some crisis stabilization and SUD services exist on the Westside, they are limited and often at capacity. They are also geographically distant and require transportation

11.B.e
Packet Pg. 977 Attachment: Attachment E_ Sup Horvath-BHS WLA Armory (6705 : Behavioral Health Strategy) The Honorable Lindsey P. Horvath

Page 2 ends

Santa Monica City CouncilFebruary 25, 2025

Santa Monica City Council
February 25, 2025