2025-2030
Homelessness Strategic Plan
2 EXECUTIVE
SUMMARY
OVERVIEW
Santa Monica has an extensive five-decade history of deep investments in a local safety net, affordable housing, and coordinated efforts to prevent and address homelessness which are grounded in best practices tailored to meet Santa Monica’s needs. Homelessness is one of the most visible and challenging matters currently facing the City and the United States as a whole. Santa Monica has a long-standing, coordinated, and interdisciplinary approach to addressing homelessness which is advanced by City departments, non-profit partners, and regional, state, and federal agencies. The City has made strides in reducing and preventing homelessness; however, there is much more work to be done.
In 2024, the United States recorded its highest number of individuals experiencing homelessness since the Point-In-Time (PIT) Count began in 2007. Of the 771,480 people experiencing homelessness in the U.S.,187,084 (24%) lived in California.
At a regional level, Los Angeles County has the largest number of individuals experiencing homelessness in the country accounting for 40% of California’s total homeless population. As a result, Santa Monica’s location poses an inherent challenge to addressing homelessness in the City as it is surrounded on all three sides by LA City Council District 11 and is accessible by both bus and train lines, so many of the people experiencing homelessness in the City did not become homeless here.
BACKGROUND
In 2022, the City commissioned a homelessness study from the City’s Auditor, Moss Adams, which evaluated Santa Monica’s homelessness response and prevention efforts, including the City’s planning, reporting, and communication environment, the federal, state, and regional service environment, and City interventions and resource utilization. At the time the study was developed, the City organized efforts around Four Strategic Pillars - Prevention, Behavioral Health, Safe Public Spaces, and Regional Coordination to provide a framework for the City’s specific objectives related to homelessness. These pillars represent the ongoing efforts the City has made to address and prevent homelessness for decades.
The Moss Adams study recommended that the City develop a Homelessness Strategic Plan (HSP) to better coordinate and allocate resources between City departments, local service providers, and regional partners.
RECOMMENDATIONS
The City began the process of developing the HSP in October 2023. The HSP outlines four evolved strategic pillars to guide the City’s approach to homelessness:
Pillar 1: Prevention
Goal: Help prevent housed Santa Monicans from becoming homeless through responsive service provision and increasing diverse housing supply so every resident can afford to remain in Santa Monica.
Pillar 2: Intervention
Goal: Minimize the length and severity of homelessness and its impacts on the community by providing effective supportive services.
Pillar 3: Coordination
Goal: Collaborate with key partners in the region and advocate for policies at the local, state, and federal levels to advance strategic goals and help ensure equitable allocation of services and resources.
Pillar 4: Communication
Goal: Coordinate communication to clearly convey the City’s homelessness response and outcomes, and promote community input.
Each strategic pillar of the HSP includes goals, objectives, and performance measures that will serve to guide and track the City’s efforts to address homelessness. Through this plan, the City will have a transparent understanding of future actions, a greater ability to provide a coordinated approach to homelessness, and a better reporting system to the Santa Monica community about results achieved and progress made.
Homelessness Strategic Plan
3 HOW DID WE ARRIVE AT
THIS PLAN?
Homelessness Strategic Plan
October 2023
HSP Project Launch
November – December 2023
• Completed environmental scan
to inform HSP development
• Interviewed internal stakeholders
• Conducted interdepartmental
policy review sessions
January – February 2024
• Developed Mission, Vision, Values,
Goal Statements, and Objectives
with City department heads
• Developed performance measures March – August 2024
• Refined Goal Statements,
Objectives and Performance Measures
• Finalized core components
September – October 2024 and narrative content
• Reviewed HSP draft with
City department heads
• Conducted community engagement sessions
November – December 2024
• Incorporated feedback from
internal and external stakeholders
with external stakeholders including
Commissions and Service Providers
First Quarter 2025
Presentation of HSP to
City Council
Second Quarter 2025
HSP Implementation Begins
4 HOW DID WE ARRIVE AT
THIS PLAN?
Homelessness Strategic Plan
58 Documents reviewed
for Environmental Scan
63 People in 6 presentations
to Boards/Commissions
and Service Providers
15 City Departments
represented
4 Interdepartmental
Policy Reviews
17 Individual and
Group Interviews
8 Interdepartmental Strategic Pillar
Small Group Meetings
80 City staff members participated from DepartmentHeads to those overseeing the work “on the ground” 2 Strategic Planning Sessions
with Department Heads
5 MISSION VISION VALUES
Mission
Provide an
integrated response
to homelessness
that promotes the
wellbeing of all.
Values
Collaborative
We work collaboratively to effectively and efficiently
provide needed services to meet our mission.
Equitable
We recognize that homelessness disproportionately
impacts marginalized communities and people of color,
and we engage these communities in the design of
programs, policies, and services to reduce disparities.
Evidence-Based
We implement strategies to help prevent and reduce
homelessness that are aligned with evidence-based
best practices and tailored to reflect the specific strengths and challenges of Santa Monica.
Transparent
We strive to communicate clearly and openly,
sharing our intentions, decisions, and results
to foster the trust of our community.
Whole Person-Centric
We seek to understand the complexity of identity,
experience, and needs of individuals to
provide responsive and effective services.
Vision
A thriving, connected
community with a
diversity of housing
and social support
services that meet
the needs of
our community.
Santa Monica has an extensive five-decade history of deep investments in a local safety net, affordable housing, and coordinated efforts to prevent and address homelessness which are grounded in best practices tailored to meet Santa Monica’s needs. This document outlines four strategic pillars to guide the City’s future efforts to address and prevent homelessness. The pillars build on the work the City has already done, work that is currently ongoing, and areas the City would like to focus on in the coming years. In spite of being resource constrained, the City has already begun work on many of the Objectives included in the HSP as referenced by the “ ” symbol in the Implementation Plan table below.
Homelessness prevention remains a core pillar to the City’s homelessness response. The City will continue to prioritize affordable housing to help ensure residents remain housed. Building on existing pillars, the City will prioritize intervention to ensure that if an individual does become unhoused, their experience is short and does not reoccur. This includes prioritizing Permanent Supportive Housing (PSH), access to physical and mental health care, social services, and programs to help access housing. Additionally, the City will continue its coordination efforts with regional partners and leverage state and federal funding to support and expand programs and services. Expanding on the existing pillars, the City will also look to improve and prioritize communication with the community and across Citywide departments.
6 STRATEGIC
PILLARS
Homelessness Strategic Plan
7 PREVENTION
Homelessness challenges across the state are largely driven by the rising costs of housing. Santa Monica and other communities in California have seen a significant increase in rental costs and home prices without comparable wage increases. As the City looks to address homelessness, it is equally important to ensure housed Santa Monicans remain in safe, affordable housing and do not become unhoused.
OBJECTIVE 1
Leverage city and other publicly owned underutilized properties for affordable housing development including PSH.
Performance Measures
• By 2029, plan for 1,880 units across available city-owned sites through release of a Request for Proposal (RFP) every two years for identified city-owned properties in the Housing Element, to increase the pipeline of new affordable units. • By 2029, enter into three new exclusive negotiation agreements with selected developers for the development of affordable housing.
• Explore other avenues for expanding affordable housing and PSH (i.e., through master leasing or property acquisition).
OBJECTIVE 2
Sustain and expand existing eligibility of the Preserving Our Diversity (POD) program, which provides cash-based assistance to seniors who are low-income, long-term residents in rent-controlled apartments, to enable more seniors to age in place.
Performance Measures
• Conduct an ongoing needs assessment and fiscal analysis focused on severely rent-burdened senior Santa Monica residents who are not currently being served by POD.
• By September 2025, use what is learned from the Aging and Disability Action Plan community needs assessment to inform expansion of POD.
• By December 2025, add 100 new POD participants.
Our Goal
Help prevent
housed Santa
Monicans from
becoming homeless
through responsive
service provision
and increasing
diverse housing
supply so every
resident can
afford to remain
and thrive in
Santa Monica.
8 PREVENTION
Homelessness Strategic Plan
OBJECTIVE 3
Expand, promote, and enforce eviction-prevention regulations and tenant-protection resources, including an expanded Right to Counsel (RTC) program and Flexible Financial Assistance (FFA) program.
Performance Measures
• By March 2025, present to City Council recommendations for a Renters’ Protections Program (RPP) including an expanded RTC and FFA Program for tenants.
• By March 2025, update City website with current eviction-defense and tenant-protection information. • By March 2026, implement RTC program recommendations including a community engagement and communication plan to inform tenants of their rights.
• By June 2026, explore creating a Universal Basic Income (UBI) program to support vulnerable populations to thrive in Santa Monica by completing a study of a possible UBI pilot program. • Increase the number of people who receive legal assistance and/or rental assistance and remained housed year-over-year.
OBJECTIVE 4
Better understand and manage existing rental housing stock to reduce the length of time a unit is vacant and the overall number of rental vacancies.
Performance Measures
• By April 2025, establish a Short-Term Rental (Home Sharing) Address Identification, Compliance Monitoring and Registration software system.
• By January 2026, establish a rental registry.
• By July 2026, create a “proactive rental housing inspection” system that not only inspects units for habitability (to survive) but livability (to thrive).
9 PREVENTION
Homelessness Strategic Plan
OBJECTIVE 5
Augment limited Santa Monica Housing Authority Project Based Vouchers (PBVs), which are subsidies attached to individual housing units, with alternative funding to support PSH development and operations.
Performance Measures
• By December 2025, conduct a gap analysis to determine the need/demand for vouchers. • By December 2026, study the feasibility of creating alternative voucher assistance or a capitalized subsidy program for PSH.
• By 2029, increase the number/percentage of operating subsidies available for PSH.
OBJECTIVE 6
Explore mechanisms to develop middle-income housing so that current residents can remain and people who work in the city can live in Santa Monica.
Performance Measures
• By March 2026, assess the public policy benefits and financing options to assist the development of housing for certain Area Median Income (AMI) populations (after the rental registry is established). • By December 2026, conduct a study to determine the impact of Santa Monica housing prices on the Santa Monica workforce.
10 INTERVENTION
If a person does become unhoused, it is paramount to make sure it is brief and non-recurring. The City has invested in a variety of resources to support residents in accessing physical and behavioral healthcare and interim housing. The City also supports departments in creating clean and healthy public spaces, addressing encampments, and conducting outreach to people experiencing homelessness, and leveraging local and regional resources to ensure services and outreach are happening city-wide.
OBJECTIVE 1
Use data to drive outreach and multidisciplinary operations, paired with increased sharing of interdepartmental and service provider data, to better assess community needs and inform program decisions including targeted expansion of resources.
Performance Measures
• By December 2025, standardize data points related to homelessness across departments and programs.
• By December 2025, compare data elements for Calls for Service (CFS), 311 calls, and Outreach Team outcomes to help ensure the consistency of data collected.
• By December 2025, create an internal data dashboard for CFS that integrates homelessness data from city and county databases.
• Deploy resources efficiently and with interdepartmental coordination based on data received and evaluated to address:
– Geographic hotspots
– “High need” individuals
• Reduce CFS and 311 requests for people experiencing homelessness. • Reduce unsheltered homelessness by a minimum of 10% year-over-year.
Our Goal
Minimize the
length and severity
of homelessness
and its impacts on
the community by
providing effective
supportive services.
11 OBJECTIVE 2
Establish and maintain a network of 24/7 responses that include multidisciplinary outreach, enforcement of laws, and connection to an appropriate level of care to address the needs of people experiencing homelessness.
Performance Measures
• By September 2025, assess gaps in service provision and identify appropriate roles and responsibilities among service groups/providers to achieve 24/7 response.
• By December 2025, develop a long-term plan for SAMOSHEL with the goal of converting this into a permanent structure at an alternate location in the City.
• Maintain shelter bed utilization at city-funded shelters through city referrals. • Create greater availability at non-city funded shelters to allow for city referrals year-over-year. • Reduce CFS related to homelessness requiring Santa Monica Police Department (SMPD) or Santa Monica Fire Department (SMFD) deployment or Public Works Department (PWD) year-over-year. • Increase access to detox beds year-over-year.
• Increase the successful placement of people into services from street outreach (including behavioral health and other widely available services) year-over-year.
• Increase the number of people housed in interim and permanent housing annually using local and regional resources year-over-year.
• Reduce the number of people who return to homelessness after exiting homelessness into stable housing year-over-year.
OBJECTIVE 3
Continue and expand diversion initiatives in the criminal justice system to improve outcomes for people experiencing homelessness.
Performance Measures
• By June 2026, pursue sustainable funding to continue diversion programs. • Increase the number of participants who graduate from diversion programs year-over-year. • Reduce the recidivism rate for diversion program participants year-over-year.
INTERVENTION
Homelessness Strategic Plan
12 OBJECTIVE 4
Activate community spaces using national best practices related to park safety and engagement to help ensure quality experiences for all.
Performance Measures
• By June 2026, identify funding to complete an assessment of existing parks and facilities for environmental and safety needs. • Contingent upon receiving funding, establish an intentional design (a design that considers impacts on people, places and resources) framework for public spaces and the built environment through interdepartmental processes. • Contingent upon receiving funding, complete necessary facility maintenance, restore staffing to reopen public facilities, and reactivate public spaces with community-based programming that is welcoming and accessible to all. • Proactively monitor security camera systems to create greater safety and outreach for community spaces.
INTERVENTION
Homelessness Strategic Plan
13 COORDINATION
The City has invested significant time and resources into developing and implementing programs and resources to support both housed and unhoused residents. However, the lack of affordable housing, lack of necessary housing stock, and strained support systems across LA County – paired with a regional homelessness crisis – means the City alone cannot fund and support programs to address the challenges. Leveraging funding and resources from regional, state, and federal partners is crucial to the City’s success. Municipal borders are porous, and there is a daily influx and outflux of unhoused people in Santa Monica.
City resources alone are insufficient to meet current demand.
Involvement in regional planning efforts helps to coordinate and plan resources and advocate for funding to provide a coordinated response to addressing homelessness across communities.
OBJECTIVE 1
Advocate for Caltrans to effectively maintain its jurisdiction, including appropriate regional outreach, to mitigate costs to the city.
Performance Measures
• By December 2025, propose a partnership with businesses and Caltrans to construct a consistent and durable barrier along the Caltrans property between Olympic and the freeway from 11th to 20th Streets.
• By December 2025, explore an enhanced services partnership with Caltrans to leverage City funded resources in low-risk areas of their jurisdiction in return for increased responsiveness to encampment build-up in high-risk areas. • Collaborate with Caltrans on clean ups at least monthly and meet at least quarterly to discuss operations and continue coordination.
• Continue to advocate and share opportunities with Caltrans to utilize more sustainable methods to securely enclose all of its properties within city limits and effectively maintain its jurisdiction, including appropriate regional outreach, to mitigate costs to the city.
• Reduction in Customer Service Reports (CSRs), 311 complaints, and 911 emergency calls pertaining to issues on Caltrans property year-over-year.
Our Goal
Collaborate with
key partners in
the region and
advocate for
policies at the
local, state, and
federal government
to advance
strategic plan goals
and help ensure
equitable allocation
of services and
resources.
14 OBJECTIVE 2
Advocate for LA METRO to coordinate regional solutions that mitigate the varied impacts of its End-of-Line (EOL) policy.
Performance Measures
• By December 2025, utilize LA METRO data from the Tap-To-Exit fare pilot program in Santa Monica to establish a baseline for fare evasion and set a target for reduction year-over-year. • Utilize established regular working group with LA METRO to review the EOL data and develop solutions. • Reduce the number of unhoused people at the end of the line each night (establish a reliable baseline and then set a target for reduction year-over-year).
• Reduce the number of CFS and 911 calls at the station during overnight hours.
OBJECTIVE 3
Work with the Westside Cities Council of Governments (WSCCOG) Behavioral Health Advisory Committee to implement specific goals and objectives that support the regional provision of homeless services.
Performance Measures
• Annually, confirm an agenda of advocacy issues on which the working group will collaborate and create specific goals for the working group to pursue in consultation with service providers including expanding regional behavioral health services.
• Evaluate how the WSCCOG funding was allocated in previous years to plan for future years and increase WSCCOG investment in behavioral health services going forward.
OBJECTIVE 4
Address service gaps by increasing coordination among regional partners and local service providers to connect vulnerable community members to services.
Performance Measures
• Utilize the recently established Aging and Disability Action Plan Advisory Committee to address gaps in service/coordination for older adults and people with disabilities. – By June 2025, prioritize gaps to be addressed.
– By July 2025, identify grant funding to address identified service gaps. – By March 2026, implement a strategy that increases coordination with older adults and people with disabilities. • By early 2025, assess local landscape of behavioral health services and work with partners to implement local and regional recommendations and address key challenges.
• By July 2026, coordinate with LA County to establish a baseline of people who are connected to mainstream benefits. • By December 2026, assess baseline data to identify where additional coordination with regional partners is needed. • Increase the number of people who have access to services (set a baseline and improve year-over-year).
COORDINATION
Homelessness Strategic Plan
15 OBJECTIVE 5
Advocate for the County to better coordinate its investment in current programs and establish future initiatives in the westside to fully address the area’s behavioral health, housing, and employment needs.
Performance Measures
• By January 2025, enter into contract negotiations with LA County Department of Mental Health (DMH) to extend the Therapeutic Transport Team van contract into calendar year/fiscal year 2026. • Work with the county and the WSCCOG to advance mental health and substance use services, including:
– Issuing an RFP to develop a strategy for establishing a behavioral health center on the westside to expand availability of community-based mental health and substance use services, including crisis services. – Encouraging LA County to provide additional mental health and substance use services at the West LA Armory “Safe Landing Site”.
• By December 2025, work with the county and WSCCOG to expand county-provided interim and long-term housing solutions across the westside.
• By December 2025, work with City and County partners like the American Jobs Center, Santa Monica Chamber of Commerce, and Santa Monica College to support our grantees employment goals. • By January 2027, incorporate employment related goals into the HSGP FY27-31 grantee performance evaluations.
OBJECTIVE 6
Secure additional funding and pursue policies through advocacy to the regional (i.e., neighboring jurisdictions), state and federal government to incorporate best practices and advance the Santa Monica HSP Objectives.
Performance Measures
• Annually bring to City Council a state and federal legislative agenda. • Work to increase funding from the county, state and federal government for homelessness services year-over-year. • Develop policy recommendations to streamline housing development financing at state and federal level. • Continue to research evolving best practices in the field of addressing homelessness and prevention and employ new strategies based on best practices.
COORDINATION
Homelessness Strategic Plan
16 COMMUNICATION
City departments have been working collaboratively to provide a coordinated, consistent, and supportive approach to outreach and services. The City has been focused on identifying
opportunities for more streamlined and efficient communication with the community, improving transparency, and making it easier for the community to provide feedback to the City. Clear and consistent approaches, coordination, and communication is essential to ensure trust with both housed and unhoused residents.
OBJECTIVE 1
Implement a citywide communications strategy that educates and informs the public about the City’s homelessness initiatives and their impact and how residents and businesses can participate in the City’s response to homelessness.
Performance Measures
• By June 2025, select key performance measures from the homelessness strategic plan that tell the story of the city’s response to share with the public (e.g., number of people helped off the street, number of housing units built, prevention outcomes) and develop an externally facing dashboard reflecting these key measures.
• By December 2025, complete a homelessness communications strategy and develop an internal process for quarterly review and monitoring. • Track the number of site visits to the homelessness dashboard (establish baseline and measure year-over-year increase). • Quarterly, conduct proactive community engagement.
OBJECTIVE 2
Establish an integrated and robust process for triaging requests and concerns related to homelessness for an efficient response to 311/911 reports made by community members.
Performance Measures
• By December 2024, improve navigation across the 311 systems for reporting issues related to homelessness.
• By June 2025, establish a straightforward way for city departments to access key homelessness data, including 311 tickets, for better coordination/collaboration and direction of resources.
• Modify the homelessness communications strategy to incorporate details regarding 311/911.
• Reduce the number of public safety and public works CFS related to homelessness and non-emergency public safety call volume year-over-year.
Our Goal
Coordinate
communication
to clearly convey
the City’s
homelessness
response and
outcomes and promote
community input.
17 OBJECTIVE 3
Create a citywide internal communications strategy and coordination processes to help ensure a streamlined homelessness response.
Performance Measures
• By December 2025, establish and maintain an up-to-date internal dashboard that reports homelessness activity. • Convene the interdepartmental leadership team on addressing homelessness and quality of life issues by the Housing and Human Services Department (HHS) at least quarterly to evaluate data to monitor progress toward program goals and improve services.
• Enhance homelessness response messaging/content in the City Manager’s newsletter. • Provide city staff with the appropriate training and tools to support their work. – By June 2025, distribute materials and train staff on programs offered and how to respond to (or forward) public inquiries.
– By December 2025, establish 311 as a point-of-contact system and method of consistent messaging to the community.
COMMUNICATION
Homelessness Strategic Plan
18 Built to endure the changes of a five-year period, while staying relevant, this strategic plan communicates what the City will focus on to achieve the vision and goals of our homelessness response. With the strategic plan in place, the City will finalize the implementation plan to translate the strategic pillars, goals, and objectives into actionable steps with assigned responsibilities, established timelines, defined prioritization, metrics and estimated funding and staff resources it will take to put the plan into action. This will allow city departments to work together to achieve the desired future. As needs or opportunities shift over time, the City expects to address changes within the yearly implementation plan and the City’s budget priorities. In addition to tracking progress, the City will continue to audit and monitor the effectiveness of homelessness programs and services which will help inform the annual evaluation of the HSP. Community members can expect to understand what we are working on and the outcomes via the public dashboards.
Keeping Track of Progress
The City will monitor progress toward strategic plan goals and objectives and report on performance measures via public dashboards which will be updated annually. The HHS will present an interdepartmental progress report on the HSP, which will serve as the City’s annual update on homelessness, beginning in the fall 2026 which will be shared with the community via the City’s HSP webpage.
Implementation Roadmap
The City will now begin the process of implementing the plan. The table below reflects a high-level implementation roadmap for the lifecycle of the HSP which ranks the Objectives in order of priority and includes a cost estimate of financial resources based on current City data. While some of the objectives can be achieved with existing funding and staff resources, some of them will require new and enhanced investments to successfully meet the HSP goals.
What
Homelessness Strategic Plan
's Next?
What's Next? Homelessness Strategic Plan
PILLAR OBJECTIVE RESOURCES
Prevention
Sustain and expand existing eligibility of the Preserving Our Diversity (POD) program, which provides cash-based assistance to seniors who are low-income, long-term residents in rent-controlled apartments, to enable more seniors to age in place.
POD Program: $3 million per year from
Housing Trust Fund (HTF)
Prevention
Expand, promote, and enforce eviction-prevention regulations and tenant-protection resources, including an expanded Right to Counsel (RTC) program and Flexible Financial Assistance (FFA) program.
Up to $8 million available initially;
additional resources available depending
on Measure GS funding
Intervention
Establish and maintain a network of 24/7 responses that include multidisciplinary outreach teams (MDT), enforcement of laws, and connection to an appropriate level of care to address the needs of people experiencing homelessness.
MDT: $1,200,000 per year for 3 teams to work
1 weekday shift; SAMOSHEL: $1,912,471 per
year; currently funded through multi-year grants
Coordination Advocate for Caltrans to effectively maintain its jurisdiction, including appropriate regional outreach, to mitigate costs to the city.
No additional staff or financial resources
required
Coordination Address service gaps by increasing coordination among regional partners and local service providers to connect vulnerable community members to services.
No additional staff or financial resources
required
Coordination
Advocate for the County to better coordinate its investment in current programs and establish future initiatives in the westside to fully address the area’s behavioral health, housing, and employment needs.
No additional staff or financial resources
required
Coordination
Secure additional funding and pursue policies through advocacy to the regional (i.e., neighboring jurisdictions), state and federal government to incorporate best practices and advance the Santa Monica HSP objectives.
Additional staff resources required
No additional financial resources required
Prevention Leverage city and other publicly owned underutilized properties for affordable housing development including PSH.
Parking Structure 3: $4.2 million from HTF;
Wilshire Boulevard: $14 million from HTF
Prevention
Augment limited Santa Monica Housing Authority Project Based Vouchers (PBVs), which are subsidies attached to individual housing units, with alternative funding to support PSH development and operations.
Study on cost and feasibility of
augmenting PBVs: $200,000
Intervention
Use data to drive outreach and multidisciplinary operations, paired with increased sharing of interdepartmental and service provider data, to better assess community needs and inform program decisions including targeted expansion of resources.
Additional staff resources required
No additional financial resources required
Intervention
Continue and expand diversion initiatives in the criminal justice system to improve outcomes for people experiencing homelessness.
SaMo Bridge: $2,642,057 per year;
Shelter, Treatment and Empowerment
Program (STEP) Court: $338,048 per year;
currently funded through multi-year grants
Intervention
Activate community spaces using national best practices related to park safety and engagement to help ensure quality experiences for all.
Additional staff resources required. Cost
per event in park: $15,000 for daytime
event and $20,000 for nighttime event
Coordination Advocate for LA METRO to coordinate regional solutions that mitigate the varied impacts of its End-of-Line (EOL) policy.
No additional staff or financial resources
required
Coordination
Work with the Westside Cities Council of Governments (WSCCOG) Behavioral Health Advisory Committee to implement specific goals and objectives that support regional provision of homeless services.
No additional staff or financial resources
required
Communication
Implement a citywide communications strategy that educates and informs the public about the City’s homelessness initiatives and their impact and how residents and businesses can participate in the City’s response to homelessness.
No additional staff or financial resources
required for implementation but may be
required for expansion
Communication
Establish an integrated and robust process for triaging requests and concerns related to homelessness for an efficient response to 311/911 reports made by community members.
No additional staff or financial resources
required for implementation but may be
required for expansion
Communication
Create a citywide internal communications strategy and coordination processes to help ensure a streamlined homelessness response.
No additional staff or financial resources
required for implementation but may be
required for expansion
Prevention
Better understand and manage existing rental housing stock to reduce the length of time a unit is vacant and the overall number of rental vacancies.
Additional staff resources required
One-time cost to create a Rental Registry:
$300,000-$500,000 (if not outsourced) to
$15,000-$25,000 (if outsourced)
Prevention Explore mechanisms to develop middle-income housing so that current residents can remain and people who work in the city can live in Santa Monica.
Study on cost and feasibility of
middle-income housing: $200,000
Indicates when one or more Performance Measures
are in progress for the Objective. 19
PRIORITY LEVEL CRITICAL HIGH MEDIUM
Homelessness Strategic Plan