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Packet Pg. 246 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda n
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Ptojeot M2 Suite Implementation
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City of Santa Monica, CA
M2 Suite Implementation
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Packet Pg. 247 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Carahsoft' s to the of Santa Monica
The Bidder must provide detailed costs for the system delineating any configuration, setup, and implementation costs from system usage costs. The City prefers a plan that offers unlimited utilization of the system.
IQM2 is offering the City of Santa Monica, California its special No-Risk Model. • No Upfront Costs
• Training and Implementation included
• Unlimited Users and Meeting Groups
• Unlimited Storage
• 24/7 Support by IQM2 Software Experts
• Unlimited Access to the IQM2 Training Academy, including live on-ongoing weekly training sessions conducted by IQM2 software experts. Additionally the City of Santa Monica can request their specific topics and areas for IQM2 to conduct special training, including new user training, specific topic training; new elected official training, etc ... • City can stop at any time if they do not see the returns IQM2 is confident in offering the optimal Legislative Management solution for the City of Santa Monica.
Furthermore, this places the responsibility fully on us to ensure the City's satisfaction and success each and every day.
The vendor must provide a detailed itemized cost breakdown of the following categories:
1. Software licensing and annual renewals
The cost for Minute Traq, which is the component of the platform that these requirements are specifying, is very simple and straightforward. Due to the special No Risk model IQM2 is offering the City of Santa Monica, the cost for MinuteTraq is $1,377.85 per month. All upfront costs have been waived and there are no hidden or ancillary fees. This includes full formal training and implementation as well as ongoing 24/7 support.
Important Note: IQM2 will also incent the City of Santa Monica to migrate their current video streaming program currently being furnished by another provider and use IQM2's innovative MediaTraq tools by reducing the current video streaming costs by 50%. These saving could now be used to help substantially fund this initiative. IQM2 will also migrate historical documents and videos for free. This has proved extremely fiscally rewarding for the few governments we offered this to.
2. Professional services for installation/configuration, travel costs to be included There are no costs for professional services for installation/configuration. Travel will be billed at cost.
carahsoft
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Packet Pg. 248 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Carahsoft's to the of Santa Monica
3. On-site training ( specify costs for system administrator training and end-user training) There is no cost for on-site training (excluding travel costs) if necessary. IQM2's business goal is swift user adoption to drive a long term relationship and its intent is not to focus on frontend professional services revenue that causes complacency. IQM2 often hears from migrated governments that they were particularly frustrated with the upfront license and start 0 up costs they were required to pay and which never materialized into what they were promised. This is the same reason IQM2 offers monthly terms which we fill price fix for a period of time, if desired.
4. Rates for additional trainings
There will be no cost for additional trainings. IQM2 is providing the City of Santa Monica access to the IQM2 Training Academy for unlimited free on-going training. This is staffed by IQM2 software experts and the City of Santa Monica can request the training topics they desire at their discretion.
5. Fee schedules for trainers and hourly rates for customization of product This does not apply to IQM2's pricing model.
6. Annual service and maintenance for five years
The standard fee of $1,377.85 per month will be the cost per month for five years.
7. All other miscellaneous costs not listed above
There are no miscellaneous costs for the proposed solution.
The City reserves the right to select any or all of the components above, or that are included in the proposal.
carahsoft IQlY12
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4.H.a
Packet Pg. 249 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) of Santa Monica
REN
The following outline is a record of the bidder's relevant experience in work of a type similar in magnitude and character to that contemplated under this request for proposals. Please submit at least three (3) references for whom you have provided similar services in size and nature. Additional numbered pages outlining this portion of the proposal may be attached to this page.
Please see below for IQM2 references.
carahsoft
C:pn,t~ct'.s .. ·
Name/Title
Address
Phone
22795 Barton RcL . . . . GrandTerrace,CA923j3
:21
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Packet Pg. 250 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Carahsoft' s of Santa Monica
ca rah soft
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Packet Pg. 251 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Carahsoft' s to the of Santa Monica
EQUIPM NT S ECIFI NS
If the Bidder proposes a system that includes or requires any on -premise hardware, the Bidder must provide detailed specifications of all of the equipment listed in their proposal. The Bidder must include cut sheets of all equipment proposed.
This section is not applicable to IQM2's proposed system. carahsoft
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Packet Pg. 252 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Carahsoft' s to the of Santo Monica
IN SUMMARY
Carahsoft and IQM2 Inc. appreciate the opportunity to offer this solution for the City of Santa Monica's initiative.
Carahsoft and IQM2 have proposed a superior and cost-effective solution that not only fully complies with the City's requirements but offers functionality to further boost the success of the program. Carahsoft and IQM2 understand the importance of your project goals and are confident you will benefit from this solution and our expertise.
Carahsoft and IQM2 look forward to the opportunity to demonstrate this functionality to the City stakeholders, as well as the opportunity to work with the City of Santa Monica on this project. ca rah soft 24
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Packet Pg. 253 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Carnhsoft' s of Santa Monita
Please find the attachments below on the following pages:
• Attachment C: Non Collusion Affidavit
• Attachment E: City Policy on Doing Business with Arizona Firms • Training Guide
• Implementation Plan
Please note that Carahsoft and IQM2 are not submitting Attachment G: Personnel Benefits. This proposal is for software and outside of Implementation, Training and Ongoing support. This is not an outsourcing engagement, and thus, Attachment G does not apply.
carahsoft 2S
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Packet Pg. 254 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
AGENDA MANAGEMENT SYSTEM I REQUEST FOR PROPOSALS
ATIACHMENT C- NON COLLUSION AFFIDAVIT TO ACCOMPANY
STATE OF CALIFORNIA }
COUNTY OF LOS ANGELES }
PROPOSALS OR BIDS
~M=e=l=an...,y~L=·~S=m=i=th~------~· being first duly sworn, deposes, and says: that She/He is:
Dir ctor
(Insert "Sole Owner," "A Partner", "President," "Secretary," or other proper title) of, _ __,c,..2 ... r,..ab~.s""'o,.,ft.,.Tu.e.,.cb ... o..,o"'"l.,_,,ogy&i'-C"""-'or4p,.._. ----------------------- (Insert name of bidder)
Who submits herewith to the City of Santa Monica the attached proposal; that He, She, It, or They is (are) the person(s) whose name(s) is (are) (strike out words not appropriate) signed to the hereto attached proposal; that said proposal is genuine; that the same is not sham or collusive; that all statements of fact therein are true; that such proposal was not made in the interest or on behalf of any person, partnership, company, association, organization or corporation not therein named or disclosed.
Affiant further deposes and says: that the bidder has not directly or indirectly by agreement, communication or conference with anyone attempted to induce action prejudicial to the interests of the public body which is to award the contract or of any other bidder, or anyone else interested in the proposed contract; that the bidder has not in any manner sought by collusion to secure for himself, herself, itself, or themselves, an advantage over any other bidder. (strike out words not appropriate)
Affiant further deposes and says that prior to the public opening and reading of bids the said bidder:
(a) Did not, directly or indirectly, induce or solicit anyone else to submit a false or sham bid; (b) Did not, directly or indirectly, collude, conspire, connive or agree with anyone else that said bidder or anyone else would submit a false or sham bid, or that anyone should refrain from bidding or withdraw his bid;
(c) Did not, in any manner, directly or indirectly, seek by agreement, communication or conference with anyone to raise or fix any overhead, profit or cost element of his, her, its, their price, or of that of anyone else; and
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Packet Pg. 255 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) AGENDA MANAGEMENT SYSTEM I REQUEST FOR PROPOSALS **
(d) Did not, directly or indirectly, submit his, her, its, or their bid price or any breakdown thereof, or the contents thereof, or divulge information or data relative thereto, to any corporation, partnership, company, association, organization, bid, depository, or to any member · or agent thereof, or to any individual or group of individuals, except to the awarding authority or to any person or persons who have a partnership or other financial interest with said bidder in his, her, its, or their business. (strike out words not appropriate) I declare under penalty of perjury that the foregoing is true and correct.
Melany L. Smith, Carahsoft Technology Corp.
Name of Bidder
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I
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Packet Pg. 256 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
AGENDA MANAGEMENT SYSTEM ( REQUEST FOR PROPOSALS
ATIACHMENT E- CITY POLICY ON DOING BUSINESS WITH ARIZONA FIRMS
CITY OF SANT A MONICA
CITY POLICY ON DOING BUSINESS WITH ARIZONA FIRMS
NOTICE TO APPLICANTS, BIDDERS, PROPOSERS AND OTHERS SEEKING TO DO
BUSINESS WITH THE CITY OF SANTA MONICA
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
DENOUNCING ARIZONA'S ANTI-IMMIGRATION, LAW SUSPENDING OFFICIAL
TRAVEL TO THE STATE OF ARIZONA AND DEVELOPING ADDITIONAL FINANCIAL
SANCTIONS UNTIL SUCH TIME AS THE NEW LAW IS REVOKED
The City Council of the City of Santa Monica adopted Resolution No. 10479 (CCS) on May 25, 2010, which requires a review of all current and likely future agreements and contracts with Arizona-based businesses to examine the feasibility of acquiring such products and services elsewhere while the Arizona law remains in effect.
Additionally, vendors offering goods or services to the City of Santa Monica must complete and sign the attached disclosure form; this applies to all solicitations, including but not limited to, bids and proposals. Please review, sign and submit the form with your bid packet prior to the closing date of bid.
Contractors that do not have headquarters in the State of Arizona and those that will not be working with Arizona-headquartered subcontractors to provide goods and/or services as specified in this solicitation will take priority in the bidding process.
NOTE: Headquarter location or residency may not be considered as a factor if prohibited by applicable law.
Failure to return this form or inability to certify as to its provisions will render your bid or proposal non-responsive.
State of Arizona Disclosure Form - see next page.
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Packet Pg. 257 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) CITY OF SANTA MONICA CiWM
Sauta 11ttnhHt"'
STATE OF ARIZONA DISCLOSURE FORM
TO BE COMPLETED BY ALL VENDORS PROVIDING GOODS AND SERVICES TO
THE CITY OF SANT A MONICA
Headquarter location or residency may not be considered as a factor if prohibited by applicable law.
Please check the appropriate boxes below.
Our company's headquarters are located in the State of Arizona.
D Yes [xi No
Goods or services pertaining to this solicitation will be provided by a subcontractor whose business is headquartered in the State of Arizona.
D Yes [lg No
If the response to the statement above was "yes", please list any and all subcontractors headquartered in the State of Arizona that may be providing goods or services (pertaining to this solicitation) to the City of Santa Monica.
If more than one, attach a list of additional subcontractors, including the physical address of each location.
Name of Subcontractor: --"-'N""'A'""---------------------- Street Address: _________________________ _
City:------------ State:. ______ Zip Code: ___ _
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Packet Pg. 258 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) *** PORTION BELOW TO BE COMPLETED BY ALL VENDORS •••
**************************************************************************************************** I declare under penalty Of perjury Ohder the laws of the State of California that the foregoing is true and correct.
Signed:
Printed name: Melany L. Smith Title: Director
Name of Company: Carahsoft Technology Corp.
Street Address of Headquarters: 12369 Sunrise Valley Drive, Suite D2 City: . Resto n State: __ V_A ___ Zip Code: _ __;;2c:.0"'19_1 __ _ Telephone# (including area code): 703.871.8500 Email: [email protected] FOR Cl1Y USE ONLY
NOTES:
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Packet Pg. 259 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
INTELLIGENT MEETING
MANAGEMENT
IQM2 Training and Implementation
Overview
IQM2 Inc.
90-D Raynor Avenue
Ronkonkoma, NY 11779
(631) 619-2017
MediaTn1Jq™
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Packet Pg. 260 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) IQM2 Customer Training Program
IQ
lNHtUGf:.NT MUTING MAN1\QEMtNl
The IQM2 training program follows a structured lesson plan model in which new customers are trained using 90 minute sessions. The sessions cover all the essentials to get up and running as efficiently and quickly as possible and use a "Train the Trainer" approach over a 4 week process with 2 meeting cycles. The training is geared to work with lto 3 people who become the Power Users and also internal trainers. After the essential training is complete and the customer is using the software, IQM2 and the Internal Trainers train the submitters, approvers and board members. After going live, additional training is provided for advanced functionality through the IQM2 Training Academy. •
•
'
•
•
•
•
•
Train the Trainer approach
1 to 3 Power Users become Internal Trainers
4 Week Process (2 Meeting Cycles)
90 Minute Training Sessions, 60 Minute Review Sessions
Submitters & Approvers Trained by IQM2 & Power Users
Essentials are covered to get up and running quickly
Advanced Topics covered after your Live
Free ongoing training through the IQM2 Training Academy Remote Training Environment
The IQM2 training program uses remote training tools (GoToMeeting and TeamViewer) to train users.
Users are asked to connect and dial-in from their desks and to use a "Do Not Disturb" sign if necessary. Before training begins IQM2 asks that all users have the software installed on their desktop or laptops and a confirmation that GoToMeeting can be used. • GoToMeeting (please confirm it works)
• Users are trained at their desks or in a group conference room. • Install Software before Training
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Packet Pg. 261 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) User Roles
IQ-·
JNHllHiENT MEETING MAN1\\J[M[NT
For the purposes of planning IQM2 will categorize the users of the system into the following roles:
• Power Users (PU) - The Power Users will be involved throughout the ENTIRE training process. They are involved in the initial setup decisions, training and become the Internal Experts of the IQM2 so~ware.
• Agenda Clerk (AC) - The Agenda Preparer builds and posts the final agenda for a meeting.
They are always in the Power Users group but there are sessions that are ONLY for the Agenda Preparers.
• Minutes Clerk (MC) - The Minutes Preparer inputs the votes and comments of the meeting and then generates the Minutes. They are always part of the Power Users group but there are sessions that are ONLY for the Minutes Preparer.
• Project Manager (PM) - In larger organizations there may be a project manager who is responsible for coordinating the project and may become the Internal Trainer. They are always in the Power User group.
• Submitters & Approvers (SA) - Submitters are the users within the departments that are submitting agenda items. Approvers are typically the users and managers within the workflow that are approving agenda items prior to them being added to the agenda. The Power User group may sometimes contain 1 or 2 key submitters or approvers. • Board Members (BM) - The Board Members may want to be trained in how to access the agendas, search, log in to get confidential information and make sticky notes. • Information Technology (IT) - A technical individual from the City is typically used when something needs to be installed or the Website updated or for MediaTraq network settings need to be set up.
• Audio/ Video (AV) - The A/V person is responsible for the audio and video equipment.
For MediaTraq, the encoder needs to be plugged into the Audio and Video equipment. This person can often be an outside consultant who initially installed the equipment (for professional setups) or may be someone who simply operates the camera equipment during the meetings.
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Packet Pg. 262 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) MinuteTraq
IQM2 starts with a discovery and planning session where the entire project timeline is set and then the City's system is set up and configured. During the first 2 weeks of training, IQM2 covers submitting, approving and building the agenda for the upcoming Parallel meeting. By week 3, the parallel meeting is taking place, the minutes are being completed and training of the preparers takes place so that submitting for the Live meeting can begin. In week 4, the customer is generating the agenda for the live meeting and if necessary, the board members are trained, Pl:imning
60 Minutes - Power Users
The IQM2 Planner shall produce a calendar of the training and events working around the City's meeting cycles, availability and the availability of IQM2 trainers. All key people are asked to bring their calendars to this session so vacations and other scheduling conflicts can be avoided. After approving the dates and times a full project plan and meeting invites will be sent and accepted by all individuals. Tasks: Project Calendar & Project Plan. Meeting Invites Sent and accepted.
Setup
2 Days - IQM2 Staff
IQM2 staff will prepare the system with basic users, departments, file types, categories, standard templates and any other information necessary to complete the lessons. Before the Discovery Session, IQM2 will do as m.uch setup as possible from the City's website or emailed documents.
Discovery Session
90 Minutes - Power Users
During the setup phase, IQM2 will have a Discovery Session to ask a series ofquestions and provide explanations as necessary to key Power Users and decision makers. The gathering of the information will allow IQM2 to finalize the configuration of the City's system in preparation of the training. This is the City's opportunity to let IQM2 know all concerns or unique information about the City - but don't worry IQM2 personnel are experts at this.
• Discovery Check! ist
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Packet Pg. 263 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Software Installed
IT Staff
Customer IT Staff should have the software installed and deployed for the Power Users, at a minimum, so training can begin.
• Smart Client Deployment Guide
• IQM2 Downloads
Demo, Review & Approval of Setup
90 Minutes - Power Users
After tweaking the setup, IQM2 staff will demo the City's personalized system and then review workflow, templates, output and setup for the City's approval before beginning the training. Further changes may be made as the City trains.
Session 1 - Overview of Concepts, User and Department
Creation
90 Minutes ·- Power Users
Session 1 deals with Getting Started, Overview of menus and toolbars, Lists, User Manager, Permissions, Creating Meetings and importing older agendas and minutes. Tasks: Setup any users or departments missing with appropriate permissions. Add meetings for current year and last year, then upload agendas and minutes for previous 6 months.
• Training Video: Installing and Logging into MinuteTraq [4 min] • Training Video: Navigating MinuteTraq and the Support Site [5 min] • Training Video: Creating and Editing Users & Permissions [10 min] • Training Video: Creating Meetings, Meeting Types and Locations [5 min] Session 2 - Creating Agenda Items
90 Minut:es - Power Users
This lesson delves into basic drafting, submitting, adding and updating attachments, statuses, tracking changes, locking, placement, print preview, confidential information, Communications, PDF printer and Edit in Word. Tasks: Submit all agenda items you have for upcoming parallel meeting. • Training Video: Creating a Basic Agenda Item [7 min]
Session 3 - Approving, Rejecting, Searching
90 Minutes -- Power Users
The third session goes over Work Items, approving, rejecting, signatures, email notifications, approver permissions, delegates, workflow designer, stage groupings and Searching. Tasks: Continue submitting any agenda items for parallel meeting.
•
•
•
Training Video: Workflow Part 1 - Approving and Rejecting [6 min] Training Video: Workflow Part 2 - Tracking Changes, Adding Work Items & History [6 min] Training Video: Searching and Reporting [6 min]
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Packet Pg. 264 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Session 4 - Agenda Wizard & Publishing
90 Minutes - Power Users
IQ
INTH-l!Gli.NT MHTI-NG MANAGl.M1'.N1
In Session 4, IQM2 personnel explain agenda outline tasks such as auto fill, adding/ removing items, attachments, statements, motions and sections; minutes approval; consent; generating; viewing; publishing/ web portal; distribution email; tagging; Web agenda; sticky notes and split view. Tasks:
Build the City's agenda for parallel meeting. Send distribution email. Get board approval of agenda. •
•
Training Video: Agenda Wizard [8 min]
Training Video: Generating, Finalizing, Distributing & Publishing the Agenda & Minutes [5 min]
Session 5 - Minutes Maker & Web Portal
90 Minutes - Power Users
Session 5 goes over minutes auto-fill, roll call, votes, comments, generating, publishing, add-ons, flags, amendments, Define Vote Results, Speaker Sign-up, Public Discussion, Board member profiles, voting history, web search, item detail page, web calendar, auto-backup and restoring. Tasks: Finish minutes for all items and generate.
• - Training Video: Minutes Maker [9 min]
• Training Video: Generating, Finalizing, Distributing & Publishing the Agenda & Minutes [5 min]
Session 6 - Open Session / Advanced Topics
90 Minutes ---- Power Users
IQM2 personnel go over Searching, Reporting, Notices, Public Hearings, Save Reasons, Input Templates, Agency Settings and Advanced Features. Tasks: Complete a meeting from start to finish in Parallel.
Historical Document Import Completed
Any historical agendas, minutes and other documents are imported.
Web Portal live
Webmaster
Customer website button or link at top-level navigation is completed. Board member pictures, header refinement, template customization are handled. Historical Agendas and Minutes for the current year are posted and all test data is removed.
Parallel Agenda - Build & Post
60 Minutes - Agenda Preparer
The IQM2 staff will follow along as the City builds and posts agenda for the first time.
Parallel Meeting
The Parallel Meeting sees the presentation of the final agenda, packet and web portal to the board.
Minutes are prepared in Minute Maker tool.
Parallel Minutes - Build &. finalize
60 Minutes - Minutes Preparer
The IQM2 staff will follow along as the City finishes minutes.
Press Release
A Joint press release is sent out to raise positive awareness within the community.
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Packet Pg. 265 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Session 7 - Preparer Training
2 Hours -- Department Su/Jmitters & Approvers
IQl\/[:2
JNTl:ll!GE.NT MHTL"ic; MAN,\GlMtNT
The seventh session delves into submitting agenda items, approving, dashboard and searching broken up into groups up to 5 users. Tasks: All users begin submitting and approving agenda items for Live meeting coming up using MinuteTraq.
• Training Video: Creating a Basic Agenda Item [7 min]
• Training Video: Workflow Part 1 - Approving and Rejecting [6 min] • Training Video: Workflow Part 2 -Tracking Changes, Adding.Work Items & History [6 min] • Training Video: Searching and Reporting [6 min]
Training Survey
IQM2 likes to get feedback from users to follow up with individuals who may need some extra help or attention.
live Agenda - Build & Post
60 Minutes - Agenda Preparer
The IQM2 staff will follow along as the City builds and posts the agenda for the second time.
Board Member
60 Minutes - Power Users & Board Members
Power User group teaches Board members how to download agenda, access information on web portal, make sticky notes and use split view.
All preparers will have submitted items for this meeting. 90 Minutes - Minut:es Preparer
The IQM2 staff will follow along as the City finishes the minutes for the Live meeting.
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Packet Pg. 266 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) MediaTraq
Preparation Work
1 Week -- IQM2 & IT Staff
IQM2 Staff will prepare the system with basic users, boards and committees, and the encoder setup for the MediaTraq product. IT Staff at the City will set up the NAT Configuration and Firewall Configuration necessary as per the Customer Setup Checklist for MediaTraq. Check Encoder for connection from primary meeting location.
Hookup Session
90 Minutes - IT/Network & Audio/Video Staff
IQM2 & customer IT Staff setup the encoder on the network and with the A/V equipment. A series of tests are run to make sure all streaming, archiving, remote start and other features work. • MediaTraq Hookup Checklist
Session 1 - Overview of Concept, User and Board setup
90 Minutes - Power Users
Session 1 provides an overview of menus and toolbars, User Manager, Creating Meetings and importing older agendas and minutes. Tasks:. Set up a three users and set up two departments. Add meetings for current year and last year then upload agendas and minutes for previous 6 months.
Session 2 - Recording and Uploading a Meeting
90 Minutes -- Power Users
Basic running of MediaTraq, Uploading Media, Media Vault, Media Event, Media Event Types, Transcoding, Remote Start, Pausing and Download Setting is dealt with in this session. Tasks: Record a test meeting, set up a new media event and upload an older video or audio file.
Session 3 - Importing the Agenda and Minutes Maker
90 Minutes - Power Users
Session 3 goes over importing and parsing the agenda, roll call, votes, comments, new sections, dragging and dropping, motions, statements, generating, viewing, publishing, defining vote results, time stamping and synching media points. Tasks: Import an agenda into the system and create the minutes document. If possible practice time stamping to a view and synching to that video.
Session 4 - Web Portal & follow Up
90 Minutes - Power Users
The fourth session delves into web agenda, minutes and agenda packets, media and calendar tab, searching online, board member profiles and vote history. Tasks: View the web site and run search, go through and upload 2 Media Events.
Parallel Meeting
60 Minutes -- IQM2 Staff & Minutes Preparer
Agenda is imported and posted, Meeting is recorded live, Minutes Maker is used to timestamp agenda items, Archive is uploaded and Minutes are generated.
Web Portal live
Web master
Customer website button or link at top-level navigation is completed. Board member pictures, header refinement, template customization. Historical Agendas, Minutes and Video from the last current year are posted for at least current year and test data is removed.
Press Release
A Joint press release is sent out to raise positive awareness within the community. live Meeting
60 Minutes - IQM2 Staff & Minutes Preparer
The live meeting is the same as a parallel meeting.
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Packet Pg. 267 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) E-Boardroom: Optional
Preparation Work
1 Week - IQM2 Slaff & Minutes Clerk
IT Staff will set up multiple windows based tablets or pc's for board members to use. IT Staff will also setup a clerk PC to function as the E-Boardroom server and control the Audience Display. IQM2 Staff will provide instructions on setting up the MinuteTraq client to function as an E-Boardroom PC.
Session 1 - Starting and Controlling !:-Boardroom
90 Minutes -- Minutes Clerk
Starting E-Boardroom through Minutes Maker, timer settings, audience display, set current item, eVoting, Signing into E-Boardroom, speaker queue, using the E-Boardroom Client, Speaker Sign-Up Kiosk. Tasks: Stage a mock meeting using E-Boardroom to get comfortable with the flow of the system.
Session 2 - Mock Meeting
90 Minutes -- Minutes Clerk & Board Members
Internal staff running through a full meeting process
Meeting
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Packet Pg. 268 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) INTE LlIG ENT MEETING
MANAGEMENT
City of Santa Monica, CA
MinuteTraq™ MediaTraq™
Advanced Implementation Steps
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Packet Pg. 269 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) M2 Open Suite Platform Implementation
Advanced Implementation Steps
Phase I: Remote - Preparation and Testing
• Laying the Groundwork
IQM2.com
In the beginning of the implementation process a number of essential steps must take place.
IQM2 will first conduct a Turnover Meeting to introduce the Implementation Team and to begin the process. The meeting's discussions will start to define a Charter for the upcoming project. It is important to establish what the City's vision is regarding the outcome of the project. Once a vision is defined IQM2 and the City can lay out the objectives and develop an agreed upon timeline. The City's vision will also help to confirm the deliverables so that expectations can be met. IQM2 and the City will discuss in detail the roles of both sides of the project; how IQM2 staff will lead the project and transition this lead to the City's project team over the course of the project.
• Appoint Project Team
Establishing a Project Team is a very important step.
• Executive Sponsor: The most important member of the team is the Executive Sponsor. He/she will be someone from the executive staff who will oversee the project and provide firm guidance when necessary.
• Project Champion: Having the right Project Champion is key as this is the owner of the project on a day to day basis. The Project Champion will be the go-to person throughout the project.
• Project Team: The Project Team should be assembled to support the Scope and Objectives of the project. The number of members and their origin will be determined by the project goals.
• Physical Environment
The workspace environment will also need to be addressed.
1. Will there be a training room?
2. Will there be hardware for each participant to use in training?
3. Will there be access to necessary staff throughout training periods?
4. Will there be the use of a presenter PC (laptop) and a projector? IQM2 will need to set up a communications plan so all methods of communication are known by all.
1. What is the preferred method of communication; email, phone, etc.?
2. How will IQM2 and the City work together remotely; go to-meeting, Connect, etc.?
IQM2 and the City will need to share all contact information to ensure there will be no disconnects. The implementation methodology will be documented later in this guide as well as
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Packet Pg. 270 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) M2 Open Suite Platform Implementation IQM2.com
in the Implementation Schedule Outline. The project timeline will be defined in Microsoft Project and displayed in a number of formats.
• Quality Plan
The best way to ensure a successful implementation is to plan the necessary time and stick to the plan. After identifying the team we will assess availability and create a project calendar.
When resources are assigned to the calendar they will be put all together in MS Project to create the end to end implementation timeline. Adherence to this timeline is essential for a successful project.
A high level demo of the MinuteTraq system is done utilizing the sales demo system. The purpose of this is to engage all members of the Project Team by allowing them to see where they fit in the process. All too often the Project Team members are not part of the buying decision and will not have seen the system prior to now.
• Risk Plan
Even with the best of plans, every undertaking has an element of risk. The goal is to minimize the risk factors to maximize success. There are some known risk factors and of course there are those that come up along the way. The common ones will be identified to work towards avoiding them; any of the others will be dealt with as they arise. • Plan Acceptance
At the completion of each phase of the implementation process IQM2 and the City will need to go through the judgment criteria specific to that section and determine if the project is ready to move on to the next phase. When that is accomplished, IQM2 and the City will complete an acceptance form stating the agreement and listing any remaining stipulations. This is also a good time to review the upcoming phase and make sure the expectations are realistic and adjust proactively if necessary.
Phase II: (Core Group) - System Testing and Configuration • Build Deliverables
Prior to start, information is sent to IQM2 based on what was requested in the Implementation Schedule Appendix. The agency will be created with some configuring and information input into the system. The rest will be done as part of the training process. • Review Deliverables
A Kick-Off meeting will be held so all project members have the opportunity to meet. A demo of the system is done to show the Project Team the status of the agency and for the first time they see their agency specific data in action. All necessary changes are made to make sure all requirements are met.
Page3
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Packet Pg. 271 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) M2 Open Suite Platform Implementation IQM2.com
• Quality Management
To ensure that the project stays on track and that any new or unresolved issues are taken care of, the Project Champion will constantly monitor progress and compliance. • Change Review
If and when any new issues or concerns arise, they will be documented by the Project Champion and reviewed with the team for possible solutions. First the team will pursue the easiest, most logical solution; which often is to make slight changes to the process to make current application features fit. This is the fastest, most cost effective solution. When current features cannot satisfy the need for change IQM2 and the City will investigate the possibility of enhancements.
Enhancements, when available, are time consuming and can negatively impact progress.
Whatever method is used to satisfy the issue, it must be approved by all those necessary. • Risks Assessment
Whenever a deviation to the plan takes place, whether it is a timing issue being rescheduled or a process issue being resolved, the overall effects it will have on the project must be assessed. If IQM2 and the City accept the proposed change, it is important to investigate the negative effects it will have on the project versus the positive effects it will have on the issue. Upon weighing this out, the team will make a decision to accept or deny the risk. • Issue Management
To minimize problems when issues arise IQM2 and the City need to have a plan in place for resolution. First the team needs to investigate process change and then consider application changes. Being open to compromise and/or alternatives is the soundest way to go forward as it allows resolution with little or no negative impact to the project plan. Of course, first and foremost, the resolution must satisfy all parties.
• Acceptance Management
Once the agency has been built and configured, tried and tested, JQM2 and the City will sign off that all conditions have been met. The sign off will show agreement with the agency configuration as well as accepting the design and processes as those that the staff will be trained on. Any stipulations to the above will be listed and resolved in an agreed upon manner.
Phase Ill: Remote - Final Refinements
• Stipulations
When the configuration process is complete and signed off, there are times when stipulations are part of the process. These are corrections or updates that we agree to complete prior to the onsite training in Phase IV.
• Final Changes
All final changes to the process need to be aired and instituted. Once IQM2 and the City move on from this point, there shouldn't be any more change, so as to be consistent with the material in Page4
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Packet Pg. 272 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) M2 Open Suite Platform Implementation IQM2.com
training. When the users are presented with the MinuteTraq system for training, the configuration and process should be locked down.
• Review Plans
A last review will be done on all plans to make sure they still fit. Although IQM2 and the City will most likely not want to change anything from this point on, it's best to take one last look and weigh any possible changes versu.s the risk.
Phase IV: User Training and Go Parallel
• Sub-Phase 1
During this Sub-Phase IQM2 will be showing everyone involved in the upcoming training a demo of the system as configured so they will understand what the goals are and where they fit in.
Following the demo there will be a quick session with the system administrators and managers to mal<e sure they are prepared to support the system. IQM2 will then begin the first submitter training. The key focus of the submitter training will be creating legislative files. Topics ranging from selecting the proper template to submitting the file will be covered. IQM2 begins with a simple, basic file and end with a complex entry including all available features. • Sub-Phase 2
IQM2 begins this Sub-Phase by repeating the submitter training and then focusing on creating agendas. By utilizing the legislative files created by the submitters, our first agenda will be created. The feature in Minute Traq for creating agendas is called the Agenda Wizard. The Agenda Wizard allows for the creation of default outlines that are specific to a meeting group or type. The City will learn how to create these default outlines which ultimately will provide for the automation of the agenda process. Once the agenda outlines are created they are generated to a finished agenda printout. To complete the process the City will learn how to publish to the web portal and distribute copies to predetermined distribution lists. • Sub-Phase 3
The next step in the process is to record all of the happenings of the meeting, which include the roll call, meeting comments and the vote results. The Minutes Maker is the tool in MinuteTraq • that manages this part of the process. The City will learn all of its features through to the point of publishing and distributing; which is basically the same as in the Agenda Wizard. The second part of this Phase will be used to enter parallel data for an upcoming meeting. This will allow the City to use the MinuteTraq meeting process with real data and compare it to an actual meeting.
Based on the success of this the City will be able to begin to focus on a live meeting. • Sub-Phase 4
During this Phase of training IQM2 will check in with all people and departments that were trained to make sure that everyone is comfortable with the system and that no questions remain unanswered.
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Packet Pg. 273 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) M2 Open Suite Platform Implementation IQM2.com
• Training Completion Acceptance
As IQM2 concludes the training and have confirmed with all parties that IQM2 has achieved its training goals, IQM2 training staff will do a sign off that demonstrates Training Completion Acceptance.
Phase V: Remote - Parallel Meeting and Go Live Preparation • Parallel Meeting
The Parallel Meeting involves dual entry of data for an upcoming meeting. The meeting documents are created both in MinuteTraq and by the current process. If the MinuteTraq documents have successfully succeeded the current process IQM2 and the City will go to the meeting with those. If the documents still need further refinement, IQM2 and the City will go to the meeting with the legacy documents and make sure any issues are corrected prior to the next meeting.
• Status Meeting
Following the Parallel Meeting a Status Meeting (conference call) is held to discuss the meeting outcome. If necessary there will be another Parallel Meeting, but in most cases IQM2 and the City will be able to move on to going live with the system. At this point IQM2 and the City agree on the Go Live Meeting date.
• Start Go Live
Starting the Go Live process basically puts the agency 100% in MinuteTraq mode; there is no reason to go back and produce any documents using the legacy method. If any issues come up they will be addressed immediately so there are no voids in the system. • Web Portal Link
Once live documents are created and are part of the system, the next step is to make them available to the public via the IQM2 Web Portal. The Web Portal is a place where they can view meeting documents by the calendar, search for resolutions, ordinances, and any other type of meeting document and if media is available, search and view that. There are a number of ways that the Web Portal can be seamlessly integrated with any current web site.
Completion Review - Live Status
• Status Call with Project Te_am
As Live Meetings are produced, questions and possible issues may arise. For that reason, IQM2 and the City will plan a follow up Status Meeting to make sure if any of these things do exist, that they are answered or resolved in a satisfactory manner and timeframe. IQM2 also appreciates feedback and would like to hear the success stories from a new, live customer.
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Packet Pg. 274 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) M2 Open Suite Platform Implementation IQM2.com
Phase VI: (Optional) - Advanced Functions
• Suggested Advanced Function Training Topics
The M2 Suite has many options and functions available, and many of these may not have been originally purchased and/or addressed as they are advanced features of the system. Once MinuteTraq has been successfully deployed it's a good idea to investigate what other features will fit the City and how to go about using them. A conversation with IQM2 staff will help determine what will best fit with the City's future plans as well as what else can be done to add additional efficiencies. Some of the Advanced Functions are listed below:
1) End User Reports (advanced), searching
2) Letter Factory
3) Legal Notices
4) Work Planner
5) Work Flow and Routing
6) Other Documents
7) Templates Concept and Methodology (Admin Users)
8) Tasks/Follow Actions (All Users)
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Packet Pg. 275 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
EXHIBITC
Terms (See Attached)
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Packet Pg. 276 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) G 'TvEFtl\J Sivil1..RTER
Government Meeting Management
Software
City of Santa Monica, CA
Submitted By:
Katie Dyer
Account Representative
IQM2 Inc.
100 Comae Street
Ronkonkoma, NY 11779
(631) 619-2017
8/13/2013
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Packet Pg. 277 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) IQMZ, Inc. Terms, Conditions and Pricing for
City of Santa Monica
IMPORTANT NOTICE TO USER: IQM2, Inc. owns all intellectual property in the MinuteTraq, MediaTraq and EBoardroom software "Software". You shall not modify, adapt, translate, rent, lease or otherwise attempt to discover the Software source code. This Agreement wi!l be governed by the laws in force !n the State of New York.
1. Reseller Terms. The following terms are required to be included in all of Carahsoft's (Reseller) Software subLicense and Service Agreements and shall govern all End User orders for IQM2 sublicensed there under. All Purchase Orders and payments must be made out to Carahsoft Technology Corp.
2. Software License. This software program and the accompanying files, software updates, lists and documentation are licensed, not so!d, to you. You may install and Use a copy of the Software on your compatible computer for the purpose of connecting to the hosted service provided by IQM2 as !ong as you are a current subscriber and maintain your monthly or annual continued services for the app!icable licenses.
3. Continued Services
3.1 Updates and Renewals. If the Software is an Update to a previous version of the Software, you must possess a valid license to the previous version in order to use the Update. Corrections of substantial defects in the Software so that the Software will operate as purported will be rectified by IQM2.Customer agrees to install all updates, Including any enhancements, for the Software in accordance with the instructions provided by IQM2.
3.2 Service Level Agreement "SLA". Technical support is available twenty-four (24) hours per day, seven (7) days per week for the term of this Agreement. IQM2 policy requires a response from a support staff member within 60 minutes which will result (if necessary) in a formal submission of a case #. Client will be notified of estimated resolution schedule.
3.3 Hosting. IQM2 agrees to maintain customer data in a Tier-3 datacenter and is committed to providing 99.9% uptime and availability. IQM2 will perform nightly backups of your hosted data to an alternate physical location.
3.4 Ownership of Data. All hosted data belongs to the customer. At the request of the customer IQM2 will provide a backup of al! database information and files through a downloadable backup or DVD. IQM2 agrees to provide this service without charge at least once per year.
4. Payment Terms & Fees
4.lBilling Procedures. Saas Services of $11 377.85 per month blHing wiil begin upon project start date (first discovery call with trainer). Each subsequent payment will occur on the 1st or 15th of each month. IQM2 reserves the right to charge a 5% cost of living per year. Payment Terms are NET 30 Days. This agreement can be terminated at any time with 30 days prior written notice. Initial here. __ ~
4.2Travel Expenses. Travel expenses are not Included and will be invoiced separately.
4.3Hardware. IQM2 does not warranty any hardware. Should IQM2 ct1oose to furnish encoder hardware as part of our MediaTraq video streaming service at no additional cost, hardware warranty is through manufacturer repair or replacement only. Any hardware issues requiring new equipment not covered by the warranty will be billed to the client at cost.
5. Limitation of Liability. In no event will IQM2 be liable to you for any damages, claims or costs whatsoever or any consequential, indirect, incidental damages, or any Jost profits or lost savings, even if an IQM2 representative has been advised of the possiblllty of such loss, damages, claims or costs or for any claim by any third party. The foregoing limltations and exclusions apply to the extent permitted by applicable law in your jurisdiction. IQM2's aggregate liability shall be llmited to the amount contracted for the software, if any.
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Packet Pg. 278 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
6. Pricing Structure:
SKU # Description Monthly Saas
IQJ~v12
!NTHUGENT MHTJNG M,\N;\Gl'Mf.NT
One Time
20·310 MinuteTraq · Unlimited
10-002 System Conflguration, Implementation & Training
Total--MonthlySaaS
$1,377.85 / mo
Waived/Included ... """""" .... """-·--"-·"···-····-------•.•...•.... """ ------- -···- Optional Additions (if adopted within the next 12 months):
21-310 MediaTraq - Unlimited $1,000 / mo
22·310 e-Boardroom • Unlimited $960 I mo
Contract Number 4476961
"All Products Purchased under this agreement are available via Electronic Distribution only. No tangible media or documentation will be available or shipped under this agreement. Access to the products purchased under this agreement is in no way dependent upon any tangible media that may have been received prior to, or separately from, this agreement.
To support the California sales and use tax exempt status of electronically downloaded software allowed under California regulation 1502 (F) (1) (D), vendor invoices for all purchases made under this agreement must accurately state that software distribution is solely via electronic download and that no tangible media or documentation will be shipped to or received by our agency."
City of Santa Monica, CA
Signature
Printed Name, Title
Date:
Please Sign Below and Send to:
KATIE DYER
IQM2 AT CARAHSOFT TECHNOLOGY CORP.
12369 Sunrise Valley Drive, Suite D2
Reston, VA 20191
Phone: (703) 889-9701
Fax: (703)871-8505
KATIE. DYER@CARAHSOFT .COM
Carahsoft Technology Corp.
Signature
Printed Name, Title
Date:
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Packet Pg. 279 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) carab,~Qft '"'"''"'"''''-"j;;'/ \;'Joy
Billing Contact:
Billin Address:
Billin Email:
Billin Phone:
IQM2, Inc.
Signature s
Printed Name, Title
Date:
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Packet Pg. 280 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
EXHIBITD
Professional Services Agreement Insurance Requirements
Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder and the results of that work by the Consultant, its agents, representatives, employees or subcontractors.
Minimum Scope/Limits of Insurance
Coverage shall be at least as broad as:
1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 · covering GCL on an "occurrence" basis, including products-completed operations and personal and advertising injury, with limits of no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
2. Workers' Compensation and Employer's Liability: Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease (see footnote #1).
If the Consultant maintains higher limits than the minimums shown above, the City of Santa Monica requires and shall be entitled to coverage for the higher limits maintained by the Consultant.
Other Insurance Provisions
1. The policies are to contain, or be endorsed to contain, the following provisions:
a. Additional Insured Status {CGL policy): The City of Santa Monica, its officers, officials, employees and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Consultant including materials, parts or equipment furnished in connection with such work or operations. The additional insured status can be provided in the form of an endorsement at least as broad as Insurance Services Office Form CG 20 10 11 85. b. Primary Coverage (all policies): For any claims related to this Agreement, the Consultant's insurance shall be primary as respects the City of Santa
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Packet Pg. 281 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Monica, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City of Santa Monica, its officers, officials, employees or volunteers shall be in excess of the Consultant's insurance and shall not contribute with it.
c. Notice of Cancellation (all policies): Each insurance policy required herein shall state that coverage shall not be cancelled except after notice has been given to the City of Santa Monica.
d. Waiver of Subrogation: Consultant hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of said Consultant may acquire against the City of Santa Monica by virtue of payment of any loss. Consultant agrees to obtain any endorsement that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the City of Santa Monica has received the a waiver of subrogation endorsement from the insurer.
Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the City of Santa Monica. The City of Santa Monica may require the Consultant to reduce or eliminate the deductible or retention applicable to the contracted work or provide satisfactory proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of no less than A:VII, unless otherwise acceptable to the City of Santa Monica.
Verification of Coverage
Consultant shall furnish the City of Santa Monica with original certificates and amendatory endorsements or copies of the applicable policy language providing the insurance coverage required herein. All certificates and endorsements are to be received and approved by the City of Santa Monica before work commences. However, failure to obtain required documents prior to the work beginning shall not waive the Consultant's obligation to provide them. The City of Santa Monica reserves the right to require complete, certified copies of all required insurance policies, including the endorsements required herein, at any time.
Failure to Maintain Insurance Coverage
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Packet Pg. 282 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) If Consultant, for any reason, fails to maintain insurance coverage which is required pursuant to this Agreement, the same shall be deemed a material breach of Agreement. The City of Santa Monica, at its sole option, may terminate this Agreement and obtain damages from the Consultant resulting from said breach. Alternatively, the City of Santa Monica may purchase such coverage (but has no special obligation to do so), and without further notice to the Consultant, the City may deduct from sums due to the Consultant any premium costs advanced by the City for such insurance.
Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein. All exceptions must be approved in writing by the Risk Manager.
Footnotes
# 1: Workers' Compensation insurance coverage is not required if the Consultant does not have employees. The Consultant must, however, execute the City's Workers' Compensation Coverage Exemption Declaration Form.
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Packet Pg. 283 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) FIRST MODIFICATION OF AGREEMENT NO. 9784 (CCS)
This First Modification of Agreement Number ____ (CCS) ("First Modification"), entered into as of 1'1'\0-1}- (¢ ____ , 2014, by and between the City of Santa Monica, a municipal corporation ~"City"), and IQM2, Inc. (IQM2) is made with reference to the following:
RECITALS
A. On or about October 7, 2013, the City and 1QM2 entered into Agreement Number 9784 (CCS) for professional, software, and web hosting services for an agenda management system ("Original Agreement").
B. The City and 1QM2 desire to modify the Original Agreement to foclude additional services to be performed by IQM2 to enhance the agenda management system.
TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Original Agreement as follows:
1. Section 1 of the Original Agreement entitled "Term" shall be deleted in its entirety and replaced with the following paragraph:
Term. This Agreement begins on the Execution Date and terminates on June 30, 2018, unless terminated earlier as set forth in the Original Agreement or extended by the parties in writing.
2. Section 2 of the Original Agreement entitled "IQM2 Services" shall be modified by adding the following paragraph:
Additional Services. IQM2 will perform all of the additional services ("Additional Services") described in Exhibit Al, Scope of Services.
IQM2 will complete the Additional Services in accordance with Exhibit B-1, Budget.
3. Section 4 of the Original Agreement entitled "Compensation" shall be modified by adding the following paragraph:
Compensation. The City will compensate IQM2 for the Services in an amount not to exceed $13,000, as set forth in Exhibit B-1. The total contract price for services pursuant to the Original Agreement and this First Modification shall not exceed $85,357.
4. Exhibit A 1 and Exhibit B-1 are attached hereto incorporated herein by this reference. 1 4.H.a
Packet Pg. 284 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
5. Except as expressly modified by this First Modification, all other terms and conditions of the Original Agreement shall be and remain in full force and effect.
IN WITNESS WHEREOF, the parties have executed this First Modification as of the date and year first written above.
ATTEST:
SARAH P. GORMAN
City Clerk
APPROVED AS TO FORM:
2 CITY OF SANTA MONICA,
a municipal corporation
By:~
City Manager
IQM2 Corporation
Name: _ ,);\"?S\ t:AJ\-~i~\
Title: r\/ ~ ··
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Packet Pg. 285 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Attachment A-1
Scope of Services
---- IQMTwill-pYovio,.-t11eCiWofSanfaMonicaWitn-MinuteTraq;the Legislative andAgenaa-Management framework of IQM2's Government Meeting Platform. The system will provide functionality to manage all meeting documen.ts, reviewing processes and procedures, creating agenda packets, creating minutes, compiling and distributing post-meeting letters, and web publishing and search functions. Key standard components of the system include the following:
• Centralized Document Database
• Workflow, Routing, and Review Process
• Attachments and Importing
• PDF Printer
• Document Generation
• Fast Re-Generation Technology to quickly modify and regenerate documents • History Tracking and Audit Trail
• Revision Tracking and Comparing
• Information Sharing and Delivery
• Meeting Capture and Streaming
• Task Follow-Up and Process Tracking
• Free Ongoing Training
Additional Services
In addition to the standard platform detailed above and in the original agreement, IQM2 will provide the City of Santa Monica with an enhancement to the agenda management system to provide the following additional template-driven functionality.
• Template Grouping and Organization
• Field-Driven, Field-Specific Template Filtering
• Hyperlink functionality in Rich Text Fields
• Improvements to Template Selector
This enhancement is detailed below.
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Packet Pg. 286 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Standard Language Guide EnhancementTemplate Properties, Grouping & Organizing • Currently templates can belong to multiple Template Types but there is only a template type defined for the discussion and body but no comments. Additionally the XML templates are mixed in with the Body templates.
• Header and Insert templates are used for "Generating" and should be left alone and considered separate. It would be preferable to have the Template List operate in two different modes (Generating Templates and New Templates/ Standard Language Guide) which could have 2 different menu options or some kind ofTab on the list that lets the list filter between these two types.
• Template Types: Currently the Usage field on a template allows for this partially but does not have enough defined types.
o New: Minutes Statement
o New: Minutes Motion
o New: Discussion --> Rename to: New: Legislative Discussion o New: Legislative File
• This one will only be used for the XML templates
• Move any Non-XML templates of this type to the new type below (New: Legislative Body).
• Add the following Template Types
o New: Legislative Comments
o New: Legislative Body (Move any non-XML to Legislative File templates to this new type) • Clarifying Info
o New Templates - New XML for Legi Files (Can't be edited except for properties) o Language Guide - essentially the "New" type templates • Body
• Discussion
• Comments
• Statements
• Motions
• Template Properties for New Legislative Files - When creating a template of type New Legislative File you are prompted for the File Type. This should be extended to any of the fields that apply to the file type (New: Legislative File, Body, Discussion and Comments). It should be optional so a template could apply to all or a specific file type.
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Packet Pg. 287 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Template Name SLG - Body
. Usages New: Legislative File
Additional Usages
"
• Additional Usages Field= Language Groups
o This field will be used for these template types as "Language Groups". o The label should dynamically switch between "Additional Usages" and "Language Groups" depending if a Generating Templates or Language Templates are being indicated in the Usage.
o Additional instructional labels should be added under the "Additional Usages" that better explains what the user should use this field:
• Add report names to each line which allow you to customize this template in different modes. The additional report names will appear under the drop down menus in the Agenda Wizard and Minutes Maker.
• Add names of Language Groups that you would like this template to be grouped under and included in when being selected for specific uses. When selecting a template from a hyper/ink the language groups can be used to limit the templates available for a specific selection.
Usages New Legislative File "
Addilicn,1..._
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Packet Pg. 288 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Filtering Templates based on Field(s) being Used
• New Button - When starting a new Legislative file from the beginning the template selector should be modified to show all "New" type templates for that file type being created. o This is a change in current behavior to include the discussion and new comments types. This could be a problem if there are discussion templates that are unwanted. Need further investigating.
• Use Template - When using the "Select Template" field from the toolbar the dialog form should only show templates where the usage (aka Template Type) has the matching type selected:
o Discussion, Body, Comments ==> New: Legislative XXX
• If the Legislative File Type is specified on a template then this also should be considered part of the filtering parameters. If a template has this field blank then it applies to all file types.
o Agenda and Minutes Motion or Statement ==> New: Minutes Motion, New: Minutes Statement
"Click Here" Hyperlinks in Rich Text Fields
• When loading a Rich Text field automatic recognize some delimiting mark that turns the text into a hyperlink:
• «CLICK TO SELECT»
• «CLICK TO SELECT: Vendor Selection»
o This would allow them to select templates where the Standard Language Group was "Vendor Selection". The dialog box would limit the templates based on both the field and the group.
• Templates that selected may also have these delimiters so inserting a template could bring across additional hyperlinks to click and select.
• After selecting template the delimiter is removed entirely. If the delimiter is the only nonwhitespace within the paragraph then the extra paragraph is removed. If the delimiter is included from within a paragraph then just the delimiter is cleared.
Cc-mme.rits:
!Standard Language Guide for: Discussion
r <CLICK TO SELECT: Vendm Selection>_?
Sbcrt t1amed': ! ..... .
4.H.a
Packet Pg. 289 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) • The Rich Text editor is used on forms. All areas should be confirmed to work properly after the changes:
o Legislative Files
o Template Editor
o Agenda Comments
o Minutes Comments
o Legal Notice Editor
o Attachment/ Note editor
o Task Notes Editor
o Template Set Editor
Improvements to Template Selector
• Groupings should show in list when a list is showing more than one group - if possible. • There may be limitations of the control that prevent grouping from showing. We also may choose to deploy Language Tagging instead of Grouping. • Text filter at top, focus is defaulted here and as user types the list of templates filters down by keywords in name, description and language groups.
Name
!J;l Blank Template
BMilGM¥4
0 Overwrite All Text in Editor · OK Cancel
4.H.a
Packet Pg. 290 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Not Final
• IQM2 reserves the right to modify or expand the specifications. • Specifically in regards to the Grouping. We believe it may actually be more flexible to deploy "Tagging" instead and allow the Template selector hyperlinks the ability to select multiple tags ("groups") with comma separated list. The display of the templates on the template selection dialog may be affected.
Functional Cleanup as Part of Project
There are a few other minor changes to the software that will be made as part of the project.
4.H.a
Packet Pg. 291 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit B-1
Budget
The City will compensate IQM2 in a total amount not to exceed $85,357.
Monthly service and maintenance fee for up to five years Additional Services
Project: Enhancements to the Agenda Management System
Contingency
$1,377.85
$11,000.00
$2,000.00
Not-to-exceed amount $13,000.00
$5500 will be paid at commencement of the Enhancements to the Agenda Management System project.
The remainder will be paid at project completion and delivery, defined by incorporation of new custom template functionality residing in MinuteTraq. IQM2 will provide City with reviews of development progress at regular intervals to obtain City's verification that custom functionality being developed meets with City's requirements and expectations. The estimated time to complete the enhancement project is five weeks from Monday, March 25, which is April 28, 2014.
4.H.a
Packet Pg. 292 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
4.H.a
Packet Pg. 293 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) SECOND MODIFICATION OF AGREEMENT NO. 9784 (CCS)
This Second Modification of~reement Number 9784 (CCS) ("Second Modification"), entered into as of _;J_ __ _ J.(L ___ , 2018, by and between the City of Santa Monica, a municipal corporatio ("City"), and Carahsoft Technology Corporation (CARAHSOFT) is made with reference to the following:
RECITALS
A On or about October 7, 2013, the City and 1QM2/CARAHSOFT entered into Agreement Number 9784 (CCS) for professional, software, and web hosting services for an agenda management system ("Original Agreement").
B. On or about May 6, 2014, the City and IQM2/CARAHSOFT entered into a First Modification of Agreement Number 9784 (CCS) ("First Modification") which included additional services to be performed by 1QM2 to enhance the agenda management system. The Original Agreement and First Modification may be referred to collectively herein as "the Agreement."
C. On or about June 4, 2014, IQM2 was acquired by Accela.
D. On or about March 13, 2018, Accela sold its agenda management system to Granicus.
E. The City and CARAHSOFT desire to modify the Agreement to extend the contract term and increase the contract price to pay for those additional services.
TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:
1. Section 1 of the Agreement entitled "Term" shall be deleted in its entirety and replaced with the following paragraph:
Term, This Agreement begins on the Execution Date and terminates on June 30, 2019, unless terminated earlier as set forth in the Agreement or extended by the parties in writing.
2. Section 2 of the Agreement entitled "CARAHSOFT Services" shall be modified by adding the following paragraph:
Additional Services. CARAHSOFT will perform all of the additional services ("Additional Services") described in Exhibit A-2, Scope of Services. CARAHSOFT will complete the Additional Services in accordance with Exhibit B-2, Budget.
3. Section 4 of the Agreement entitled "Compensation" shall be modified by adding the following paragraph:
Compensation, The City will compensate CARAHSOFT for the Addi1 August 2017
4.H.a
Packet Pg. 294 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) tional Services in an amount not to exceed $17,692, as set forth in Exhibit B-2. The total contract price for services purs'uant to the Original Agreement, the First Modification, and this Second Modification shall not exceed $165,424.
4. Exhibit A2 and Exhibit B-2 are attached hereto and incorporated herein by this reference.
5. Except as expressly modified by this Second Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.
IN WITNESS WHEREOF, the parties have executed this Second Modification as of the date and year first written above.
ATTEST:
1<i-t,tuJ1,: vdti {U/[rJd1t ·il40tt
DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
LANE DILG
City Attorney
2 ~~:'lfil(AL
ICKCOLE
City Manager
CARAHSO TECHNOLOGY
CORP
By: -t--M-+------'-----ob--:-------
Name: .._===-"-'-----'---'--'""""------
Title:--'----'--"-"-~--'-'---'-----------
August 2017
4.H.a
Packet Pg. 295 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) ExhibitA2
Scope of Services
4.H.a
Packet Pg. 296 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Legislative Management
As used herein, "Accela" refers to Accela, Inc., the owner of the Accela Legislative Management software subscription services ("Software"). "Customer' or "End User" refers to the entity that executes a sales order with Reseller, Carahsoft Technology Group, for the Software. By installing or using the licensed software from Accela, Inc., the End User ("Customer") is agreeing to be bound by the Accela End User Terms and Conditions. The Software is protected under the laws of the United States and the individual states and by international treaty provisions. Accela retains full ownership in the Software and grants to Customer a limited, nonexclusive, nontransferable license to use the Software, up to the limitations determined by the license purchased, subject to the following terms and conditions:
1. Accela owns all intellectual property in the Software. Customer shall not modify, adapt, translate, rent, lease or otherwise attempt to discover the Software source code. The Software and the accompanying files, software updates, lists and documentation are licensed, not sold, to Customer. Customer may install and use a copy of the Software on its compatible computer for the purpose of connecting to the hosted service provided by Accela as long as Customer is a current subscriber for the applicable licenses.
2. If the Software.is an update to a previous version of the Software, you must possess a valid license to the previous version in order to use the Update. Corrections of substantial defects in the Software so that the Software will operate as purported will be rectified by Accela. Customer agrees to install all updates, including any enhancements, for the Software in accordance with the instructions provided by Accela. Accela agrees to maintain Customer data in a Tier-3 datacenter and is committed to providing 99.9% uptime and availability. Accela will perform nightly backups of your hosted data to an alternate physical location.
3. All hosted data belongs to the Customer. Within thirty (30) calendar days following termination of this Agreement, Accela will provide a complete copy of Customer's data without additional charge through a downloadable backup or DVD.
4. Subscription terms are twelve (12) calendar months in duration.
5. Should on-site support requiring travel by Accela staff be requested by Customer, Accela will provide on-site assistance at Accela's then-current time-and-materials rates. In addition to these charges, Customer will compensate Accela for associated airfare, lodging, rental transportation, meals, and other incidental expenses as such expenses accrue and will be billed at cost and invoiced separately.
6. Accela does not warrant any hardware. Should Accela furnish encoder hardware as part of the Civic Streaming video streaming service, hardware warranty is through manufacturer repair or replacement only. Any hardware issues requiring new equipment not covered by the warranty will be billed to the client at cost. Any upgrades, additional encoders, etc. will be billed to client. Any hardware furnished to client as part of Accela's services is to be returned to Accela upon termination of associated services. Accela has no obligation for any claim based upon a modified version of the Software or the combination or operation of the Software with any product, data, or apparatus not provided by Accela. Accela provides no warranty whatsoever for any third-party hardware or software products. Except as expressly set forth herein, Accela disclaims any and all express and implied warranties, including but not necessarily limited to warranties of merchantability and fitness for a particular purpose.
Third-party applications which utilize or rely upon the Services may be adversely affected by remedial or other actions performed pursuant to these Terms and Conditions; Accela bears no liability for and has no obligation to remedy such effects. Except as set forth herein, Accela provides all Software Services "as is" without express or implied warranty of any kind regarding the character, function, capabilities, or appropriateness of such services or deliverables.
4.H.a
Packet Pg. 297 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
7. LIMIT OF LIABILITY: ACCELA WILL, AT ALL TIMES DURING THE AGREEMENT, MAINTAIN APPROPRIATE INSURANCE COVERAGE. TO THE EXTENT NOT OFFSET BY ITS INSURANCE COVERAGE
AND TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAWS, IN NO EVENT WILL ACCELA'S
CUMULATIVE LIABILITY FOR ANY GENERAL, INCIDENTAL, SPECIAL, COMPENSATORY, OR PUNITIVE DAMAGES WHATSOEVER SUFFERED BY CUSTOMEROR-ANYOTHERi'l:RSON-ClRt:NTITYEXeJ:J:DTHEFEES PAID TO ACCELA BY CUSTOMER DURING THE TWELVE (12) CALENDAR MONTHS IMMEDIATELY
PRECEDING THE CIRCUMSTANCES WHICH GIVE RISE TO SUCH CLAIM(S) OF LIABILITY, EVEN IF ACCELA OR ITS AGENTS HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES.
8. Either Accela or Customer may terminate if the other party materially breaches these Terms and Conditions and, after receiving a written notice describing the circumstances of the default, fails to correct the breach within thirty (30) calendar days. Upon any termination or expiration, all rights granted to Customer are cancelled and revert to Accela.
Signature Date
4.H.a
Packet Pg. 298 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit B-2
Budget
4.H.a
Packet Pg. 299 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
GOVERNMENT- PRICE QUOTATION
ACCELA GOVERNMENT AT CARAHSOFT
eAccela ca rah soft.
l860 IVIICl-1/-\El_ f··;\f'{J'.\U/W DHI\J[ I '.)UI CE 100 I Rl=STUI\I, Vll{<.::ill\Jli\ )(J:I.C:10 1-'l·iOi\lE (7U3) (1/J-/_ViOCJ I F/\X (705) (PJ.--(\SOS I TOU.1-·:p,ff: ([1,BI',) 66CN\/II-I W\1\i\1\/. C1\ I~ /.\1-·I SO H. (01\11
TO:
EMAIL:
Christopher Smith
Priilcipal Administrative Analyst
City of Santa Monica
1685 Main Street, Suite 209
Santa Monica, CA 90401
[email protected]
PHONE: (310) 458-8301 FAX:
TERMS: FTIN: 52-2189693
Shipping Point FOB Destination
Credit Cards: VISNMasterCard/AMEX
Remit To: Same as Above
Payment Terms: Net 30 (On Approved Credit)
Cage Code: 1 P3C5
DUNS No: 088365767
Sales Tax May Apply
LINE NO. PART NO. DESCRIPTION
Ss60aa&Mt07ci01- Acce!a Legislative Mgmt - AQenda & Minutes R1 TO? P75-1 OOK City!TownNillage Renewal - 12
Months (1st Renewal Term)
Accela Inc
Start Date: 12/01/2017
End Date: 11/30/2018
SUBTOTAL:
FROM:
EMAIL:
Daniela Canedo
Carahsoft Technology Corp.
1860 Mich_ael Faraday Drive
Reston, Virginia 20190
[email protected]
PHONE: (703) 871-8663 FAX: (703) 871-8505
QUOTE NO:
QUOTE DATE:
QUOTE EXPIRES:
RFQ NO:
SHIPPING:
TOTAL PRICE:
TOTAL QUOTE:
QUOTE PRICE
10147240
08/21/2017
11/30/2017
GROUND
$17,691.60
$17,691.60
QTY EXTENDED PRICE
12 $17,691.60
$17,691.60 ·--------·------~-~--·-·-------~
CONFIDENTIAL
PAGE 1 ofl
TOTAL PRICE: $17,691.60
TOTAL QUOTE: $17,691.60
QUOTE DATE:
QUOTE NO:
08/21/2017
10147240
4.H.a
Packet Pg. 300 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) carahsoft Granicus at Carahsoft G GRAN ICUS
1860 MICHAEL FARADAY DRIVE I SUITE 100 I RESTON, VIRGINIA 20190 PHONE (703) 871-8500 I FAX (703) 871-8505 I TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM I [email protected]
TO:
EMAIL:
Esterlina Lugo
Deputy City Clerk
City-of-Santa-Monica----
1685 Main Street, Suite 102
Santa Monica, CA 90401 USA
[email protected]
PHONE: (310) 458-8211
TERMS: FTIN: 52-2189693
Shipping Point: FOB Destination
Remit To: Same as Above
Payment Terms: Net 30 (On Approved Credit)
Cage Code: 1P3C5
DUNS No: 088365767
Credit Cards: VISA/MasterCard/AMEX
Sales Tax May Apply
LINE NO. PART NO. DESCRIPTION
BASE RENEWAL
SS60AA&MT07CI01- Accela Legislative Mgmt - Agenda & Minutes R2 TO? P75-100K City/TownNillage Renewal -12
Months (2nd Renewal Term)
Accela Inc- SS60AA&MT07CI01-R2
Start Date: 1210112018
End Date: 06/3012019
SUBTOTAL:
FROM:
EMAIL:
Kodja Schelte
Granicus Government at Carahsoft
- .1860.Michael Faraday.Drive
Suite 100
Reston, Virginia 20190
[email protected]
PHONE: (703) 921-4085 FAX: (703) 871-8505
QUOTE NO:
QUOTE DATE:
QUOTE EXPIRES:
RFQ NO:
SHIPPING:
TOTAL PRICE:
TOTAL QUOTE:
QUOTE PRICE
$1,474.30 OM
TOTAL PRICE:
----------~-
11698803
04/2412018
06130/2018
GROUND
$10,320.10
$10,320.10
QTY EXTENDED PRICE
7 $10,320.10
$10,320.10
$10,320.10
TOTAL QUOTE: $10,320.10
SUGGESTED OPTIONS
LINE NO. PART NO. DESCRIPTION
2 RENEWAL OPTION YEAR 1
SS60AA&MT07CI01- Accela Legislative Mgmt-Agenda & Minutes R3 T07 P75-1_00K CityfTownNillage Renewal - 12
Months (3rd Renewal Term)
Accela Inc- SS60AA&MT07CI01-R3
Start Date: 07101/2019
End Date: 06/3012020
CONFIDENTIAL
QUOTE PRICE QTY EXTENDED PRICE
$1,577.50 OM 12 $18,930.00
QUOTE DATE: 04/2412018
4.H.a
Packet Pg. 301 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Granicus at Carahsoft
1860 MICHAEL FARADAY DRIVE I SUITE 100 I RESTON, VIRGINIA 20190 PHONE (703) 871-8500 I FAX (703) 871-8505 I TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM I [email protected]
LINE NO. PART NO. DESCRIPTION QUOTE PRICE
3 4
RENEWAL OPTION VEAR 1 SUBTOTAL:
RENEWAL OPTION YEAR.~2~---~
SS60AA&MT07CI01- Accela Legislative Mgmt- Agencja & Minutes R4 T07 P75-100K City/TownNillage Renewal-12
Months (4th Renewal Term)
Accela lnc-SS60AA&MT07CI01-R4
Start Date: 07/01/2020
End Date: 06/30/2021
RENEWAL OPTION YEAR 2 SUBTOTAL:
RENEWAL OPTION VEAR 3
SS60M&MT07CI01- Accela Legislative Mgmt - Agenda & Minutes RS T07 P75-100K CityrrownNillage Renewal-12
Months (5th Renewal Term)
Accela lnc-SS60AA&MT07CI01-R5
Start Date: 07/01/2021
End Date: 06/30/2022
RENEWAL OPTION YEAR 3 SUBTOTAL:
SUGGESTED SUBTOTAL:
$1,687.93 OM
$1,806.09 OM
G GRANICUS
QTY EXTENDED PRICE
$18,930.00
12 $20,255.16
$20,255.16
12 $21,673.08
$21,673.08
$60,858.24
CONFIDENTIAL QUOTE DATE: 04/24/2018
4.H.a
Packet Pg. 302 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
4.H.a
Packet Pg. 303 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 1 THIRD MODIFICATION OF AGREEMENT NO. 9784 (CCS)
This Third Modification of Agreement Number 9784 (CCS) (“Third Modification”), executed as of _________________, 2019 (“Execution Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and Carahsoft Technology Corporation (“Carahsoft” also referred to as “Consultant”) is made with reference to the following:
RECITALS
A. On or about October 7, 2013, the City, Carahsoft and IQM2, Inc. (“IQM2”) entered into Agreement Number 9784 (CCS) (“Original Agreement”) for IQM2 to provide to the City, in conjunction with Carahsoft, an agenda management system (the “Agenda Management System”) in the form of software, professional services, and web hosting services.
B. On or about May 6, 2014, the City and IQM2 entered into a First Modification of Agreement Number 9784 (CCS) (“First Modification”) which included additional services to be performed by IQM2, in conjunction with Carahsoft, to enhance the Agenda Management System and increased the compensation to be paid under the Original Agreement to reflect the additional services.
C. On or about June 4, 2014, IQM2 was acquired by Accela, Inc. (“Accela”), which assumed responsibility, in conjunction with Carahsoft, for providing the Agenda Management System.
D. On or about March 13, 2018, Accela sold the Agenda Management System to Granicus, Inc. (“Granicus”), which assumed responsibility, in conjunction with Carahsoft, for providing the Agenda Management System.
E. On or about July 10, 2018, the City and Carohsoft entered into a Second Modification of Agreement Number 9784 (CCS) (“Second Modification”) which extended the term of the Original Agreement to June 30, 2019 and set the compensation to be paid during the extended term. The Original Agreement, First Modification, and Second Modification may be referred to collectively herein as “the Agreement.”
F. The City and Carahsoft desire to modify the Agreement as set forth in this Third Modification.
TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:
1. Section 1 of the Agreement entitled “Term” shall be deleted in its entirety and replaced with the following:
Term. This Agreement begins on the Execution Date and terminates DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51 9/10/2019
4.H.a
Packet Pg. 304 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 2 on June 30, 2020, unless terminated earlier as set forth in the Agreement or extended by the parties in writing. The City shall have the option, at its discretion, to extend the Agreement for two (2) additional one-year terms (each an “Option Term”).
2. Section 2 of the Agreement entitled “Consultant Services” shall be deleted in its entirety and replaced with the following:
Consultant Services. Consultant will perform or cause to be performed, including by, through, or in conjunction with IQM2, Inc. (“IQM2), Accela, Inc. (“Accela”), and Granicus, Inc. (“Granicus”), all of the services (“Services”) described in the following: Exhibit A, City’s Request for Proposal (RFP); Exhibit B, Consultant’s Proposal; and Exhibit A-1, Scope of Services. Consultant will complete or cause the completion of the Services in accordance with the following: Exhibits C, Terms, and B-1, Budget (for Services provided by, through, or in conjunction with IQM2); Exhibits A-2, Scope of Services, and B-2, Budget (for Services provided by, through, or in conjunction with Accela); and Exhibits B-2, Budget, and B-3, Budget (for Services provided by, through, or in conjunction with Granicus or any entity that assumes from Granicus responsibility for providing Services).
3. Section 5 of the Agreement entitled “Compensation” shall be deleted in its entirety and replaced with the following:
Compensation. The City will compensate Consultant for Services performed as set forth in Exhibits C, Terms, and B-1, Budget (for Services provided by, through, or in conjunction with IQM2); Exhibits A-2, Scope of Services, and B-2, Budget (for Services provided by, through, or in conjunction with Accela); and Exhibits B-2, Budget, and B-3, Budget (for Services provided by, through, or in conjunction with Granicus or any entity that assumes from Granicus responsibility for providing Services). Compensation to Consultant for Services performed during the period July 1, 2019 through June 30, 2020, shall not exceed $18,930, as set forth in Exhibit B-3, Budget. Compensation to Consultant for the Option Term July 1, 2020 through July 1, 2021 (if City exercises its option to extend the Agreement for this Option Term) shall not exceed $20,255.16, as set forth in Exhibit B-3, Budget.
Compensation to Consultant for the Option Term July 1, 2021 through June 30, 2022 (if City exercises its option to extend the Agreement for this Option Term) shall not exceed $21,673.08, as set forth in Exhibit B-3, Budget. The total compensation to be paid by City for Services pursuant to the Original Agreement, the First Modification, the Second Modification and the Third Modification shall not exceed $165,424.
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 305 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 3 4. Sections 7.1 and 7.2 of the Agreement, which provide the addresses for notices, demands, requests or approvals to be given under the Agreement, are deleted in their entirety and replaced with the following:
7.1 All notices, demands, requests or approvals to the City:
City of Santa Monica
City Clerk’s Office
1685 Main Street, Room 102
Santa Monica, California 90401
Attn: Maria Dacanay, Administrative Analyst
With a copy to:
City Attorney’s Office
1685 Main Street, Room 310
Santa Monica, California 90401
Attn: City Attorney
7.2 All notices, demands, requests or approvals to Consultant:
Granicus Government at Carahsoft
1860 Michael Faraday Drive, Suite 100
Reston, Virginia 20190
Attn: Kodja Schelte, Account Manager
5. There is added to the Agreement a new Section 25 entitled “Exhibits” which shall read as follows:
Exhibits. The following exhibits are incorporated by reference into this Agreement as though fully set forth herein:
Exhibit A Request for Proposal
Exhibit B Proposal
Exhibit C Terms
Exhibit D Insurance Requirements
Exhibit A-1 Scope of Services
Exhibit B-1 Budget
Exhibit A-2 Scope of Services
Exhibit B-2 Budget
Exhibit A-3 Terms
Exhibit B-3 Budget
6. All references to Consultant in the Original Agreement, the First Modification, the Second Modification, and this Third Modification shall be deemed to refer to Carahsoft.
7. The Agreement, as modified by this Third Modification, shall be deemed to have remained in effect throughout the entirety of the contract term, as extended by this Third Modification.
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 306 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 4 8. Exhibit B-3, Budget, attached hereto is incorporated by this reference as if fully set forth herein.
9. Except as expressly modified by this Third Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.
IN WITNESS WHEREOF, the parties have executed this Third Modification as of the date and year first written above.
ATTEST:
______________________________
DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________
LANE DILG
City Attorney
CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________
RICK COLE
City Manager
CARAHSOFT TECHNOLOGY Corporation
#VENDOR
By: _______________________________
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51 Lane Dilg
City Attorney
9/5/2019
9/6/2019
Kodja Schelte
Carahsoft Technology Corporation
Account Manager
9/10/2019
City Manager
Rick Cole
City Clerk
Denise Anderson-Warren
9/10/2019
4.H.a
Packet Pg. 307 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit A3
Terms
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 308 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Legislative Management
As used herein, “Granicus” refers to Granicus LLC, a Minnesota Limited Liability Company. “Customer” or “End User” refers to the entity that executes a sales order with Reseller, Carahsoft Technology Group, for the Software.
By installing or using the licensed software fromGranicus, the End User (“Customer”) is agreeing to be bound by the Granicus Terms and Conditions found at https://granicus.com/pdfs/Master_Subscription_Agreement.pdf. The Software is protected under the laws of the United States and the individual states and by international treaty provisions. Granicus retains full ownership in the Software and grants to Customer a limited, nonexclusive, nontransferable license to use the Software, up to the limitations determined by the license purchased, subject to the following terms and conditions:
1. If the Software is an update to a previous version of the Software, you must possess a valid license to the previous version in order to use the Update. Customer agrees to install all updates, including any enhancements, for the Software in accordance with the instructions provided by Granicus. Granicus is committed to providing 99% uptime and availability.
2. All hosted data belongs to the Customer. Within ninety (90) calendar days following termination of this Agreement, Accela will provide a complete copy of Customer’s data.
3. Subscription terms are twelve (12) calendar months in duration. Carahsoft reserves the right to increase the annual fees by up to 7% during renewal at the anniversary date.
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 309 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit B-3
Budget
As shown in the attached Government-Price Quotation, for Fiscal Year 2019-2020 (July 1, 2019 through June 30, 2020) the City will compensate Carahsoft an amount not to exceed $18,930, to be paid in the form of a monthly service & maintenance fee not to exceed $1,577.50 upon receipt of a monthly invoice.
Renewal Options
As shown in the attached Government-Price Quotation, should the City exercise its options to renew for the Option Terms, the City will compensate Carahsoft in amounts not to exceed the following:
Option Term 1: Fiscal Year 2020-2021 (July 1, 2020 through June 30, 2021) Total amount not to exceed $20,255.15, to be paid in the form of a monthly service & maintenance fee not to exceed $1,687.93 upon receipt of a monthly invoice.
Option Term 2: Fiscal Year 2021-2022 (July 1, 2021 through June 30, 2022) Total amount not to exceed $21,673.08, to be paid in the form of a monthly service & maintenance fee not to exceed $1,806.09 upon receipt of a monthly invoice.
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 310 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
GOVERNMENT- PRICE QUOTATION
Granicus at Carahsoft
QUOTE DATE:
QUOTE NO:
06/13/2019
16290846
CONFIDENTIAL
PAGE 1 of 2
1860 MICHAEL FARADAY DRIVE | SUITE 100 | RESTON, VIRGINIA 20190 PHONE (703) 871-8500 | FAX (703) 871-8505 | TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM | [email protected]
TO: Esterlina Lugo
Deputy City Clerk
City of Santa Monica
1685 Main Street, Suite 102
Santa Monica, CA 90401 USA
FROM: Kodja Schelte
Granicus Government at Carahsoft
1860 Michael Faraday Drive
Suite 100
Reston, Virginia 20190
EMAIL:
PHONE:
[email protected]
(310) 458-8211
EMAIL: [email protected]
PHONE: (703) 921-4085 FAX: (703) 871-8505
TERMS: FTIN: 52-2189693
Shipping Point: FOB Destination
QUOTE NO: 16290846
QUOTE DATE: 06/13/2019
Remit To: Same as Above
Cage Code: 1P3C5
QUOTE EXPIRES: 07/15/2019
Payment Terms: Net 30 (On Approved Credit) RFQ NO:
DUNS No: 088365767 SHIPPING: ESD
Credit Cards: VISA/MasterCard/AMEX TOTAL PRICE:
Sales Tax May Apply
$18,930.00
TOTAL QUOTE: $18,930.00
LINE NO. PART NO. DESCRIPTION - QUOTE PRICE QTY EXTENDED PRICE YEAR 1
1 607- Granicus IQM2 - Agenda & Minutes T07 P75-100K $1,577.50 OM SS60AA&MT07CI01- City/Town/Village Renewal - Annual Subscription R3 (3rd Renewal Term)
Granicus - SS60AA&MT07CI01-R3
Start Date: 07/01/2019
End Date: 06/30/2020
12 $18,930.00
SUBTOTAL: $18,930.00
TOTAL PRICE: $18,930.00
TOTAL QUOTE: $18,930.00
SUGGESTED OPTIONS
LINE NO. PART NO. DESCRIPTION - QUOTE PRICE QTY EXTENDED PRICE RENEWAL OPTION YEAR 2
2 607- Granicus IQM2 - Agenda & Minutes T07 P75-100K $1,687.93 OM SS60AA&MT07CI01- City/Town/Village Renewal - Annual Subscription R4 (4th Renewal Term)
Granicus - SS60AA&MT07CI01-R4
Start Date: 07/01/2020
End Date: 06/30/2021
12 $20,255.16
RENEWAL OPTION YEAR 2 SUBTOTAL: $20,255.16
RENEWAL OPTION YEAR 3
3 607- Granicus IQM2 - Agenda & Minutes T07 P75-100K $1,806.09 OM SS60AA&MT07CI01- City/Town/Village Renewal - Annual Subscription R5 (5th Renewal Term)
Granicus - SS60AA&MT07CI01-R5
Start Date: 07/01/2021
End Date: 06/30/2022
12 $21,673.08
RENEWAL OPTION YEAR 3 SUBTOTAL: $21,673.08
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 311 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
GOVERNMENT- PRICE QUOTATION
Granicus at Carahsoft
QUOTE DATE:
QUOTE NO:
06/13/2019
16290846
CONFIDENTIAL
PAGE 2 of 2
1860 MICHAEL FARADAY DRIVE | SUITE 100 | RESTON, VIRGINIA 20190 PHONE (703) 871-8500 | FAX (703) 871-8505 | TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM | [email protected]
LINE NO. PART NO. DESCRIPTION - QUOTE PRICE QTY EXTENDED PRICE SUGGESTED SUBTOTAL: $41,928.24
DocuSign Envelope ID: CF02F2EA-257E-488B-99B6-F82518E0AA51
4.H.a
Packet Pg. 312 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 1 FOURTH MODIFICATION OF AGREEMENT NO. 9784 (CCS)
This Fourth Modification of Agreement Number 9784 (CCS) (“Fourth Modification”), executed as of _________________, 2022 (“Execution Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and Carahsoft Technology Corporation (“Carahsoft” also referred to as “Consultant”) is made with reference to the following:
RECITALS
A. On or about October 7, 2013, the City, Carahsoft and IQM2, Inc. (“IQM2”) entered into Agreement Number 9784 (CCS) (“Original Agreement”) for IQM2 to provide to the City, in conjunction with Carahsoft, an agenda management system (the “Agenda Management System”) in the form of software, professional services, and web hosting services.
B. On or about May 6, 2014, the City and IQM2 entered into a First Modification of Agreement Number 9784 (CCS) (“First Modification”) which included additional services to be performed by IQM2, in conjunction with Carahsoft, to enhance the Agenda Management System and increased the compensation to be paid under the Original Agreement to reflect the additional services.
C. On or about June 4, 2014, IQM2 was acquired by Accela, Inc. (“Accela”), which assumed responsibility, in conjunction with Carahsoft, for providing the Agenda Management System.
D. On or about March 13, 2018, Accela sold the Agenda Management System to Granicus, Inc. (“Granicus”), which assumed responsibility, in conjunction with Carahsoft, for providing the Agenda Management System.
E. On or about July 10, 2018, the City and Carahsoft entered into a Second Modification of Agreement Number 9784 (CCS) (“Second Modification”) which extended the term of the Original Agreement to June 30, 2019 and set the compensation to be paid during the extended term. The Original Agreement, First Modification, and Second Modification may be referred to collectively herein as “the Agreement.”
F. On or about September 10, 2019, the City and Carahsoft entered into a Third Modification of Agreement Number 9784 (CCS) (“Third Modification”) which extended the term of the Original Agreement to June 30, 2019 and set the compensation to be paid during the extended term. The Original Agreement, First Modification, Second Modification and Third Modification may be referred to collectively herein as “the Agreement.” G. The City and Carahsoft desire to modify the Agreement as set forth in this Fourth Modification.
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 6/30/2022
4.H.a
Packet Pg. 313 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 2 TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:
1. Section 1 of the Agreement entitled “Term” shall be deleted in its entirety and replaced with the following:
Term. This Agreement begins on the Execution Date and terminates on June 30, 2023, unless terminated earlier as set forth in the Agreement or extended by the parties in writing.
2. Section 5 of the Agreement entitled “Compensation” shall be deleted in its entirety and replaced with the following:
Compensation. The City will compensate Consultant for Services performed as set forth in Exhibits C, Terms, and B-1, Budget (for Services provided by, through, or in conjunction with IQM2); Exhibits A-2, Scope of Services, and B-2, Budget (for Services provided by, through, or in conjunction with Accela); and Exhibits B-2, Budget, and B-3, Budget (for Services provided by, through, or in conjunction with Granicus or any entity that assumes from Granicus responsibility for providing Services). Compensation to Consultant for Services performed during the period July 1, 2022 through June 30, 2023, shall not exceed $23,190, as set forth in Exhibit B-4, Budget. The total compensation to be paid by City for Services pursuant to the Original Agreement, the First Modification, the Second Modification, the Third Modification, and the Fourth Modification shall not exceed $188,614.
3. Sections 7.1 and 7.2 of the Agreement, which provide the addresses for notices, demands, requests or approvals to be given under the Agreement, are deleted in their entirety and replaced with the following:
7.1 All notices, demands, requests or approvals to the City:
City of Santa Monica
City Clerk’s Office
1685 Main Street, Room 102
Santa Monica, California 90401
Attn: Maria Dacanay, Administrative Analyst
With a copy to:
City Attorney’s Office
1685 Main Street, Room 310
Santa Monica, California 90401
Attn: Douglas Sloan, City Attorney
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350
4.H.a
Packet Pg. 314 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 3 7.2 All notices, demands, requests or approvals to Consultant:
Carahsoft Technology Corp.
11493 Sunset Hills Road, Suite 100
Reston, Virginia 20190
Attn: Kristina Smith, Contracts Manager
4. There is added to the Agreement a new Section 4 entitled “Exhibits” which shall read as follows:
Exhibits. The following exhibits are incorporated by reference into this Agreement as though fully set forth herein:
Exhibit A Request for Proposal
Exhibit B Proposal
Exhibit C Terms
Exhibit D Insurance Requirements
Exhibit A-1 Scope of Services
Exhibit B-1 Budget
Exhibit A-2 Scope of Services
Exhibit B-2 Budget
Exhibit A-3 Terms
Exhibit B-3 Budget
Exhibit A-4 Terms
Exhibit B-4 Budget
5. All references to Consultant in the Original Agreement, the First Modification, the Second Modification, the Third Modification, and this Fourth Modification shall be deemed to refer to Carahsoft.
6. The Agreement, as modified by this Fourth Modification, shall be deemed to have remained in effect throughout the entirety of the contract term, as extended by this Fourth Modification.
7. Exhibit B-4, Budget, attached hereto is incorporated by this reference as if fully set forth herein.
8. Except as expressly modified by this Fourth Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350
4.H.a
Packet Pg. 315 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 4 IN WITNESS WHEREOF, the parties have executed this Fourth Modification as of the date and year first written above.
ATTEST:
______________________________
DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________
LANE DILG
City Attorney
CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________
RICK COLE
City Manager
CARAHSOFT TECHNOLOGY Corporation
#VENDOR
By: _______________________________
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DOUGLAS SLOAN City Attorney
Kristina Smith Contracts Manager
Carahsoft Technology Corp.
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 Denise Anderson-Warren City Clerk David White City Manager
4.H.a
Packet Pg. 316 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit A4
Terms
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350
4.H.a
Packet Pg. 317 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 318
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 319
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 320
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 321
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 322
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 323
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 324
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 325
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit B-4
Budget
As shown in the attached Government-Price Quotation, for Fiscal Year 2022-2023 (July 1, 2022 through June 30, 2023) the City will compensate Carahsoft an amount not to exceed $23,190, to be paid in the form of a monthly service & maintenance fee not to exceed $1932.50 upon receipt of a monthly invoice.
DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350
4.H.a
Packet Pg. 326 Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 327
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 328
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 329
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 DocuSign Envelope ID: 79E37464-087B-4B29-8386-77BDF7BE6350 4.H.a Packet Pg. 330
Attachment: Contract 9784, Original (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 1 SEVENTH MODIFICATION OF AGREEMENT NO. 9784 (CCS)
This Seventh Modification of Agreement Number 9784 (CCS) (“Seventh Modification”), executed on ___________, and effective as of January 2, 2025 (“Effective Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and Carahsoft Technology Corporation (“Carahsoft” also referred to as “Consultant”) is made with reference to the following:
RECITALS
A. On or about October 7, 2013, the City, Carahsoft and IQM2, Inc. (“IQM2”) entered into Agreement Number 9784 (CCS) (“Original Agreement”) for IQM2 to provide to the City, in conjunction with Carahsoft, an agenda management system (the “Agenda Management System”) in the form of software, professional services, and web hosting services.
B. On or about May 6, 2014, the City and IQM2 entered into a First Modification of Agreement Number 9784 (CCS) (“First Modification”) which included additional services to be performed by IQM2, in conjunction with Carahsoft, to enhance the Agenda Management System and increased the compensation to be paid under the Original Agreement to reflect the additional services.
C. On or about June 4, 2014, IQM2 was acquired by Accela, Inc. (“Accela”), which assumed responsibility, in conjunction with Carahsoft, for providing the Agenda Management System.
D. On or about March 13, 2018, Accela sold the Agenda Management System to Granicus, Inc. (“Granicus”), which assumed responsibility, in conjunction with Carahsoft, for providing the Agenda Management System.
E. On or about July 10, 2018, the City and Carahsoft entered into a Second Modification of Agreement Number 9784 (CCS) (“Second Modification”) which extended the term of the Original Agreement to June 30, 2019 and set the compensation to be paid during the extended term. The Original Agreement, First Modification, and Second Modification may be referred to collectively herein as “the Agreement.”
F. On or about September 10, 2019, the City and Carahsoft entered into a Third Modification of Agreement Number 9784 (CCS) (“Third Modification”) which extended the term of the Original Agreement to June 30, 2019 and set the compensation to be paid during the extended term.
G. On or about June 30, 2022, the City and Carahsoft entered into a Fourth Modification of Agreement Number 9784 (CCS) (“Fourth Modification”) which extended the term of the Original Agreement to June 30, 2023 and set the compensation to be paid during the extended term.
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882 1/14/2025
4.H.b
Packet Pg. 331 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 2 H. On or about July 1, 2023, the City and Carahsoft entered into a Fifth Modification of Agreement Number 9784 (CCS) (“Fifth Modification”) which extended the term of the Original Agreement to January 1, 2024 and set the compensation to be paid during the extended term.
I. On or about December 19, 2023, the City and Carahsoft entered into a Sixth Modification of Agreement Number 9784 (CCS) (“Sixth Modification”) which extended the term of the Original Agreement to January 1, 2025 and set the compensation to be paid during the extended term. The Original Agreement, First Modification, Second Modification, Third Modification, Fourth Modification, Fifth Modification and Sixth Modification may be referred to collectively herein as “the Agreement.”
J. The City and Carahsoft desire to modify the Agreement as set forth in this Seventh Modification.
TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:
1. Term. Section 1 of the Agreement entitled “Term” shall be deleted in its entirety and replaced with the following:
Term. This Agreement begins on the Effective Date and terminates July 1,2025 (the “Seventh Modification Extension Term”), unless terminated earlier as set forth in the Agreement or extended by the parties in writing.
2. Compensation. Section 5 of the Agreement entitled “Compensation” shall be deleted in its entirety and replaced with the following:
Compensation. The City will compensate Consultant for Services performed as set forth in Exhibits C, Terms, and B-1, Budget (for Services provided by, through, or in conjunction with IQM2); Exhibits A-2, Scope of Services, and B-2, Budget (for Services provided by, through, or in conjunction with Accela); and Exhibits B-2, Budget, B-3, Budget and B-4, Budget (for Services provided by, through, or in conjunction with Granicus or any entity that assumes from Granicus responsibility for providing Services). Compensation to Consultant for Services performed during the Seventh Modification Extension Term shall not exceed $14,030.03, as set forth in Exhibit A-7, Budget. The total compensation to be paid by City for Services pursuant to the Original Agreement, the First Modification, the Second Modification, the Third Modification, the Fourth Modification, the Fifth Modification, the Sixth Modification and the Seventh Modification shall not exceed $257,550.
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 332 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 3 3. Notices. Sections 7.1 and 7.2 of the Agreement, which provide the addresses for notices, demands, requests or approvals to be given under the Agreement, are deleted in their entirety and replaced with the following:
7.1 All notices, demands, requests or approvals to the City:
City of Santa Monica
City Clerk’s Office
1685 Main Street, Room 102
Santa Monica, California 90401
Attn: Maria Dacanay, Assistant City Clerk
With a copy to:
City Attorney’s Office
1685 Main Street, Room 310
Santa Monica, California 90401
Attn: Douglas Sloan, City Attorney
7.2 All notices, demands, requests or approvals to Consultant:
Granicus Government at Carahsoft
11493 Sunset Hills Road, Suite 100
Reston, Virginia 20190
Attn: Mandi Queen, Account Manager
4. Exhibits. Section 4 entitled “Exhibits” shall be amended to read as follows:
Exhibits. The following exhibits are incorporated by reference into this Agreement as though fully set forth herein:
Exhibit A Request for Proposal
Exhibit B Proposal
Exhibit C Terms
Exhibit D Insurance Requirements
Exhibit A-1 Scope of Services
Exhibit B-1 Budget
Exhibit A-2 Scope of Services
Exhibit B-2 Budget
Exhibit A-3 Terms
Exhibit B-3 Budget
Exhibit A-4 Terms
Exhibit B-4 Budget
Exhibit A-5 Terms
Exhibit B-5 Budget
Exhibit A-6 Terms and Budget
Exhibit A-7 Terms and Budget
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 333 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 4 5. References to Consultant. All references to Consultant in the Original Agreement, the First Modification, the Second Modification, the Third Modification, the Fourth Modification, the Fifth Modification, the Sixth Modification and this Seventh Modification shall be deemed to refer to Carahsoft.
6. Agreement in Effect. The Agreement, as modified by this Seventh Modification, shall be deemed to have remained in effect throughout the entirety of the contract term, as extended by this Seventh Modification.
7. Execution in Counterparts. This Seventh Modification may be executed in counterparts with the same effect as if both parties hereto had executed the same document.
All counterparts shall be construed together and shall constitute a single modification.
Any signature to this Seventh Modification transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).
8. All Other Terms and Conditions in Effect. Except as expressly modified by this Seventh Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.
IN WITNESS WHEREOF, the parties have executed this Seventh Modification as of the date and year first written above.
ATTEST:
______________________________
NIKIMA S. NEWSOME
City Clerk
APPROVED AS TO FORM:
DOUGLAS SLOAN
City Attorney
CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________
DAVID WHITE
City Manager
CARAHSOFT TECHNOLOGY Corp.
VENDOR #359017
By: _______________________________
Natalie LeMay, State & Local Contract
Manager
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 334 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Exhibit A-6
Terms and Budget
As shown in the attached Government-Price Quotation, the City will compensate Carahsoft in an amount not to exceed $14,030.03 for the Seventh Modification Extension Term.
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 335 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
GOVERNMENT- PRICE QUOTATION
Granicus at Carahsoft
11493 SUNSET HILLS ROAD | SUITE 100 | RESTON, VIRGINIA 20190 PHONE (703) 871-8500 | FAX (703) 871-8505 | TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM | [email protected]
TO: Maria Dacanay-Wisner
Admin Analyst-Records & Election Svcs, MMC
FROM: Mandi Queen
Granicus at Carahsoft
Santa Monica City Clerks Office
1685 Main Street
Room 102
11493 Sunset Hills Road
Suite 100
Reston, Virginia 20190
Santa Monica, CA 90401 USA
EMAIL: [email protected] EMAIL: [email protected] PHONE: (310) 458-8211 PHONE: (571) 662-3051 FAX: (703) 871-8505 TERMS: GSA Schedule No: 47QSWA18D008F
Term: August 22, 2018 - August 21, 2028
FTIN: 52-2189693
Shipping Point: FOB Destination
Credit Cards: VISA/MasterCard/AMEX
Remit To: Same as Above
Payment Terms: Net 30 (On Approved Credit)
Cage Code: 1P3C5
DUNS No: 088365767
UEI: DT8KJHZXVJH5
Business Size: Other than Small
Sales Tax May Apply
QUOTE NO: 49180892
QUOTE DATE: 12/24/2024
QUOTE EXPIRES: 01/31/2025
RFQ NO:
SHIPPING: ESD
TOTAL PRICE: $14,030.03
TOTAL QUOTE: $14,030.03
LINE NO. PART NO. DESCRIPTION - QUOTE PRICE QTY EXTENDED PRICE
RENEWING SUBSCRIPTION FEES
1 GR-IQM2-AM IQM2 - Agenda & Minutes each Annual SubscriptionRenewable only Annual Fee: $28,060.07
Granicus - SAS-SE-ME-IQM2-AM
Start Date: 01/02/2025
End Date: 07/01/2025
$14,030.03 GSA 1 $14,030.03
RENEWING SUBSCRIPTION FEES SUBTOTAL: $14,030.03
SUBTOTAL: $14,030.03
TOTAL PRICE: $14,030.03
TOTAL QUOTE: $14,030.03
Period of Performance: This Agreement shall become effective on 02 Jan 2025 and continue through 01 Jul 2025.
This quote, and all products and services delivered hereunder are governed by the terms negotiated between Carahsoft and the City of Santa Monica on December 24, 2024.
Please add the Contract # on the PO
ContractNumber:
GSA MAS 8F: 47QSWA18D008F
For govDelivery Customers Only:
Potential Users are based on the greater of quarterly website visits to the domains covered by a license or the subscriber base multiplied by 12, less 20% to account for inactive subscribers.
Option year pricing is provided with the assumption that your requirements are the same as the base year. If your usage increases Granicus reserves the right to renegotiate your contract based on usage.
Option year pricing does not imply usage can grow beyond your base level.
QUOTE DATE: 11/19/2024
PAGE 1 of 1 QUOTE NO: 49180892
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 336 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Order #: Q-389939
Prepared: 19 Nov 2024
THIS IS NOT AN INVOICE Order Form
Prepared for
Santa Monica, CA
Granicus Order Form for Santa Monica, CA
ORDER DETAILS
Granicus Contact: Bernadette Foley
Email: [email protected]
Order #: Q-389939
Prepared On: 19 Nov 2024
ORDER TERMS
Currency: USD
Payment Terms: All fees set forth in the Quote from reseller/distributor to Client are due and payable in accordance with those terms. Use of the Products is governed by the terms of the Granicus Master Subscription Agreement or such other Agreement as agreed to by the parties.
Current Subscription
End Date: 01 Jan 2025
Period of Performance: 02 Jan 2025 - 01 Jul 2025
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 337 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Order Form
Order #: Q-389939
Prepared: 19 Nov 2024
PRODUCT SUMMARY
Prepared for
Santa Monica, CA
The specifications and terms within this Order Form are specific to the products and volumes contained herein.
NOTE: Fees for the below Products will be as set forth in the quote from an authorized reseller.
Renewing Subscriptions
Solution Period of Performance Billing Frequency Quantity/Unit IQM2 - Agenda & Minutes 02 Jan 2025 - 01 Jul 2025 Annual 1 Each Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 338 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Order Form
Santa Monica, CA
Order #: Q-389939
Prepared: 19 Nov 2024
PRODUCT DESCRIPTIONS
Solution Description
IQM2 - Agenda & Minutes Easily prepare for meetings, approve agenda items, generate documents, create meeting packets and capture minutes.
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 339 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Order Form
Santa Monica, CA
Order #: Q-389939
Prepared: 19 Nov 2024
TERMS & CONDITIONS • This quote, and all products and services delivered hereunder are governed by the terms negotiated between • Carahsoft and the City of Santa Monica on December 24, 2024.
Docusign Envelope ID: 35437CCD-39D3-4615-9251-469E0FACE882
4.H.b
Packet Pg. 340 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Certificate Of Completion
Envelope Id: 35437CCD-39D3-4615-9251-469E0FACE882 Status: Completed Subject: Please Docusign: 9784 (CCS)
Source Envelope:
Document Pages: 10 Signatures: 3 Envelope Originator:
Certificate Pages: 6 Initials: 0 Maria Dacanay
AutoNav: Enabled
EnvelopeId Stamping: Enabled
Time Zone: (UTC-08:00) Pacific Time (US & Canada)
[email protected]
IP Address: 64.207.219.137
Record Tracking
Status: Original
1/8/2025 3:56:01 PM
Holder: Maria Dacanay
[email protected]
Location: DocuSign
Security Appliance Status: Connected Pool: StateLocal
Storage Appliance Status: Connected Pool: City of Santa Monica Location: DocuSign Signer Events Signature Timestamp
Katie Doerr
[email protected]
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 24.10.35.12
Sent: 1/8/2025 4:10:30 PM
Viewed: 1/10/2025 7:54:05 AM
Signed: 1/10/2025 7:55:27 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
DOUGLAS SLOAN
[email protected]
City Attorney
CITY ATTORNEY
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 23.242.193.187
Sent: 1/10/2025 7:55:29 AM
Viewed: 1/10/2025 8:05:10 AM
Signed: 1/10/2025 8:05:56 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Sandra Santiago
[email protected]
Executive Administrator to the City Manager
City of Santa Monica
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 38.95.224.253
Sent: 1/10/2025 8:05:58 AM
Viewed: 1/13/2025 1:33:07 PM
Signed: 1/13/2025 1:33:12 PM
Electronic Record and Signature Disclosure:
Accepted: 9/30/2021 8:07:10 AM
ID: 68baa7e8-f461-49b8-8355-b303ce170e27
David White
[email protected]
City Manager
City of Santa Monica
Security Level: Email, Account Authentication
(None), Login with SSO
Signature Adoption: Uploaded Signature Image
Using IP Address: 38.95.224.253
Sent: 1/13/2025 1:33:14 PM
Viewed: 1/14/2025 4:22:28 PM
Signed: 1/14/2025 4:22:32 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
4.H.b
Packet Pg. 341 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Signer Events Signature Timestamp
David Yakobson
[email protected]
Signing Group: City Clerk Reviewers
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 38.95.224.253
Sent: 1/14/2025 4:22:33 PM
Viewed: 1/14/2025 4:45:29 PM
Signed: 1/14/2025 4:45:32 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Nikima Newsome
[email protected]
City Clerk
City of Santa Monica
Signing Group: City Clerk Signers
Security Level: Email, Account Authentication
(None)
Signature Adoption: Uploaded Signature Image
Using IP Address: 38.95.224.253
Sent: 1/14/2025 4:45:35 PM
Viewed: 1/14/2025 4:49:59 PM
Signed: 1/14/2025 4:50:05 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Carbon Copy Events Status Timestamp
Michael Spenelli
[email protected]
Senior Risk Management Analyst
City of Santa Monica
Security Level: Email, Account Authentication
(None)
Sent: 1/14/2025 4:50:07 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Nicole Hurd
[email protected]
Contracts Coordinator
Contracts Coordinator
Security Level: Email, Account Authentication
(None)
Sent: 1/14/2025 4:50:08 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Teresa Villa
[email protected]
Procurement Manager
Security Level: Email, Account Authentication
(None)
Sent: 1/14/2025 4:50:08 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Witness Events Signature Timestamp
Notary Events Signature Timestamp
4.H.b
Packet Pg. 342 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 1/8/2025 4:10:30 PM
Certified Delivered Security Checked 1/14/2025 4:49:59 PM Signing Complete Security Checked 1/14/2025 4:50:05 PM
Completed Security Checked 1/14/2025 4:50:09 PM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure
4.H.b
Packet Pg. 343 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
ELECTRONIC RECORD AND SIGNATURE DISCLOSURE
From time to time, Carahsoft OBO City of Santa Monica (we, us or Company) may be required by law to provide to you certain written notices or disclosures. Described below are the terms and conditions for providing to you such notices and disclosures electronically through the DocuSign system. Please read the information below carefully and thoroughly, and if you can access this information electronically to your satisfaction and agree to this Electronic Record and Signature Disclosure (ERSD), please confirm your agreement by selecting the check-box next to ‘I agree to use electronic records and signatures’ before clicking ‘CONTINUE’ within the DocuSign system.
Getting paper copies
At any time, you may request from us a paper copy of any record provided or made available electronically to you by us. You will have the ability to download and print documents we send to you through the DocuSign system during and immediately after the signing session and, if you elect to create a DocuSign account, you may access the documents for a limited period of time (usually 30 days) after such documents are first sent to you. After such time, if you wish for us to send you paper copies of any such documents from our office to you, you will be charged a $0.00 per-page fee. You may request delivery of such paper copies from us by following the procedure described below.
Withdrawing your consent
If you decide to receive notices and disclosures from us electronically, you may at any time change your mind and tell us that thereafter you want to receive required notices and disclosures only in paper format. How you must inform us of your decision to receive future notices and disclosure in paper format and withdraw your consent to receive notices and disclosures electronically is described below.
Consequences of changing your mind
If you elect to receive required notices and disclosures only in paper format, it will slow the speed at which we can complete certain steps in transactions with you and delivering services to you because we will need first to send the required notices or disclosures to you in paper format, and then wait until we receive back from you your acknowledgment of your receipt of such paper notices or disclosures. Further, you will no longer be able to use the DocuSign system to receive required notices and consents electronically from us or to sign electronically documents from us.
All notices and disclosures will be sent to you electronically Electronic Record and Signature Disclosure created on: 12/13/2018 12:34:51 PM Parties agreed to: Sandra Santiago 4.H.b
Packet Pg. 344 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) Unless you tell us otherwise in accordance with the procedures described herein, we will provide electronically to you through the DocuSign system all required notices, disclosures, authorizations, acknowledgements, and other documents that are required to be provided or made available to you during the course of our relationship with you. To reduce the chance of you inadvertently not receiving any notice or disclosure, we prefer to provide all of the required notices and disclosures to you by the same method and to the same address that you have given us. Thus, you can receive all the disclosures and notices electronically or in paper format through the paper mail delivery system. If you do not agree with this process, please let us know as described below. Please also see the paragraph immediately above that describes the consequences of your electing not to receive delivery of the notices and disclosures electronically from us.
How to contact Carahsoft OBO City of Santa Monica:
You may contact us to let us know of your changes as to how we may contact you electronically, to request paper copies of certain information from us, and to withdraw your prior consent to receive notices and disclosures electronically as follows:
To contact us by email send messages to: [email protected] To advise Carahsoft OBO City of Santa Monica of your new email address To let us know of a change in your email address where we should send notices and disclosures electronically to you, you must send an email message to us at [email protected] and in the body of such request you must state: your previous email address, your new email address. We do not require any other information from you to change your email address.
If you created a DocuSign account, you may update it with your new email address through your account preferences.
To request paper copies from Carahsoft OBO City of Santa Monica To request delivery from us of paper copies of the notices and disclosures previously provided by us to you electronically, you must send us an email to [email protected] and in the body of such request you must state your email address, full name, mailing address, and telephone number. We will bill you for any fees at that time, if any.
To withdraw your consent with Carahsoft OBO City of Santa Monica To inform us that you no longer wish to receive future notices and disclosures in electronic format you may:
4.H.b
Packet Pg. 345 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) i. decline to sign a document from within your signing session, and on the subsequent page, select the check-box indicating you wish to withdraw your consent, or you may; ii. send us an email to [email protected] and in the body of such request you must state your email, full name, mailing address, and telephone number. We do not need any other information from you to withdraw consent.. The consequences of your withdrawing consent for online documents will be that transactions may take a longer time to process..
Required hardware and software
The minimum system requirements for using the DocuSign system may change over time. The current system requirements are found here: https://support.docusign.com/guides/signer-guidesigning-system-requirements.
Acknowledging your access and consent to receive and sign documents electronically To confirm to us that you can access this information electronically, which will be similar to other electronic notices and disclosures that we will provide to you, please confirm that you have read this ERSD, and (i) that you are able to print on paper or electronically save this ERSD for your future reference and access; or (ii) that you are able to email this ERSD to an email address where you will be able to print on paper or save it for your future reference and access. Further, if you consent to receiving notices and disclosures exclusively in electronic format as described herein, then select the check-box next to ‘I agree to use electronic records and signatures’ before clicking ‘CONTINUE’ within the DocuSign system.
By selecting the check-box next to ‘I agree to use electronic records and signatures’, you confirm that:
You can access and read this Electronic Record and Signature Disclosure; and You can print on paper this Electronic Record and Signature Disclosure, or save or send this Electronic Record and Disclosure to a location where you can print it, for future reference and access; and
Until or unless you notify Carahsoft OBO City of Santa Monica as described above, you consent to receive exclusively through electronic means all notices, disclosures, authorizations, acknowledgements, and other documents that are required to be provided or made available to you by Carahsoft OBO City of Santa Monica during the course of your relationship with Carahsoft OBO City of Santa Monica.
4.H.b
Packet Pg. 346 Attachment: Contract 9784, Seventh Modification (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
CITY OF SANTA MONICA
OAKS INITIATIVE NOTICE
NOTICE TO APPLICANTS, BIDDERS, PROPOSERS
AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,
OR OTHER BENEFITS FROM THE CITY OF SANTA MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. The Oaks Initiative requires the City to provide this notice and information about the Initiative’s requirements. You may obtain a full copy of the Initiative’s text from the City Clerk.
This information is required by City Charter Article XXII—Taxpayer Protection.
It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after theofficial votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of SantaMonica.
All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees.
Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12- month period.
In order to facilitate compliance with the requirements of the Oaks Initiative, theCity compiles and maintains certain information. That information includes the name of any personorpersons whois seeking a “publicbenefit.” If the“public benefit” is sought by an entity, ratherthan an individual person, the information includes the nameof everyperson who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form. This information must be updated and supplied every 12 months.
4.H.c
Packet Pg. 347 Attachment: Oaks Initiative Form (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
CITY OF SANTA MONICA
OAKS INITIATIVE DISCLOSURE FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.
Public benefits include:
1. Personal services contracts in excess of $25,000 over any 12-monthperiod;
2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;
3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;
4. Non-competitive franchise awards with gross revenue of $50,000 or more inany 12-month period;
5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;
6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or
7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.
Name(s) of persons or entities receiving public benefit:
Name(s) of trustees, directors, partners, and officers:
Name(s) of persons with more than a 10% equity, participation, or revenue interest:
Prepared by: Title:
Signature: Date:
Email: Phone:
Permit #
FOR CITY USE ONLY:
Bid/PO/Contract #
4.H.c
Packet Pg. 348 Attachment: Oaks Initiative Form (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) City of Santa Monica Levine Act Disclosure Form
CITY OF SANTA MONICA
CALIFORNIA LEVINE ACT DISCLOSURE
In 2022, California’s SB1439 extended requirements under Government Code Section 84308, also known as the "Levine Act", to prohibit City “Officers” from participating in any action related to a contract, license, permit, or entitlement if such Officer received campaign contributions totaling more than $250 within the previous twelve months, and for twelve months following the date of a final decision, from a party or participant to the proceeding, or their agent.
Section 84308(a)(4) of the Levine Act defines an "Officer" as follows: “Officer” means any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elective office in an agency. The term “Officer” is further defined 2 Cal. Code Regs. Section 18438.1, which states:
An officer of an agency includes only those persons who make, participate in making, or in any way attempt to use their official position to influence a decision in the license, permit, or entitlement for use proceeding, or who exercise authority or budgetary control over the agency or officers who may do so, and:
(1) Serve in an elected position, including an official appointed to an elected position due to an interim vacancy or an election otherwise canceled because the official was the sole candidate for the position;
(2) Serve as a member of a board or commission;
(3) Serve as the chief executive of a state agency, or county, city or district of any kind; or
(4) Have decision making authority with respect to the proceeding involving a license, permit, or other entitlement for use and is also a candidate for elected office or has been a candidate for elective office in the 12 months prior to the proceeding.
A list of Santa Monica Elected Officials and members of boards and commissions can be found at the following links. The party making this certification is responsible for determining whether a recipient of a political contribution is a City Officer prior to completing this form.
https://www.smgov.net/departments/council/
https://www.santamonica.gov/departments/rent-control
https://www.smgov.net/boards
Have you, your company, or any agent on behalf of you or your company, made any political contributions of more than $250 to any City Officer in the twelve months preceding the date of the submission of your application or proposal? ____YES ____ NO
Name of Councilmember or City Officer: _________________________________
4.H.d
Packet Pg. 349 Attachment: Levine Act Form (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) City of Santa Monica Levine Act Disclosure Form
Name of Contributor: _________________________________________________ Date(s) of Contribution(s): ____________________________________________ Amount(s) ________________________________________________________ Please specify below and/or add additional sheet(s) to identify additional Councilmembers or City Officers to whom you and/or your agents made campaign contributions.
Answering YES does not preclude the City of Santa Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating in any actions related to such item.
By signing below, you certify you also agree to disclose to the City any future contributions made to Councilmembers or other City Officers by you or your agent(s) after the date of signing this disclosure form, and within 12 months following the approval, renewal, or extension of the requested contract, license, permit, or entitlement.
I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signed: ____________________________ Date: ____________________ Print Name: _________________________ Title: _____________________ Company: __________________________
Additional Disclosures:
Please note this form is a public record and subject to a California Public Records Act request.
4.H.d
Packet Pg. 350 Attachment: Levine Act Form (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
CITY OF SANTA MONICA
UPDATED OAKS INITIATIVE NOTICE
NOTICE TO APPLICANTS, BIDDERS, PROPOSERS
AND OTHERS SEEKING DISCRETIONARY PERMITS,
CONTRACTS, OR OTHER BENEFITS FROM THE CITY OF SANTA
MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. The Oaks Initiative requires the City to provide this notice and information about the Initiative’s requirements. You may obtain a full copy of the Initiative’s text from the City Clerk.
This information is required by City Charter Article XXII—Taxpayer Protection.
It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after theofficial votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of SantaMonica.
All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees.
Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12- month period.
In order to facilitate compliance with the requirements of the Oaks Initiative, theCity compiles and maintains certain information. That information includes the name of any personorpersons whois seeking a “publicbenefit.” If the“public benefit” is sought by an entity, ratherthan an individual person, the information includes the nameof everyperson who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form. This information must be updated and supplied every 12 months.
Item 4.H.
06/24/2025
Item 4.H.
06/24/2025
4.H.e
Packet Pg. 351 Attachment: Updated Oaks Initiative Form (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software)
CITY OF SANTA MONICA
UPDATED OAKS INITIATIVE DISCLOSURE
FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.
Public benefits include:
1. Personal services contracts in excess of $25,000 over any 12-monthperiod;
2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;
3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;
4. Non-competitive franchise awards with gross revenue of $50,000 or more inany 12-month period;
5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;
6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or
7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.
Name(s) of persons or entities receiving public benefit:
Name(s) of trustees, directors, partners, and officers:
Name(s) of persons with more than a 10% equity, participation, or revenue interest:
Prepared by: Title:
Signature: Date:
Email: Phone:
Permit #
FOR CITY USE ONLY:
Bid/PO/Contract #
Item 4.H.
06/24/2025
Item 4.H.
06/24/2025
4.H.e
Packet Pg. 352 Attachment: Updated Oaks Initiative Form (7086 : Extension of Contract with Carahsoft/Granicus for Agenda Mgmt Software) 1 May 13, 2025
(NOT APPROVED)
CITY OF SANTA MONICA
CITY COUNCIL MINUTES
MAY 13, 2025
A special meeting of the Santa Monica City Council was called to order by Mayor Negrete at 8:30 p.m., on Tuesday, May 13, 2025, at City Council Chambers, 1685 Main Street, Santa Monica, CA.
Roll Call: Present: Mayor Lana Negrete
Mayor Pro Tem Caroline Torosis
Councilmember Dan Hall
Councilmember Ellis Raskin
Councilmember Barry Snell
Councilmember Natalya Zernitskaya
Councilmember Jesse Zwick
Housing Authority Member Hajar Muqtasid St. Claire
Housing Authority Member Belinda Phillips
Also Present: Interim City Manager Elaine Polachek
City Attorney Douglas Sloan
City Clerk Nikima S. Newsome
CONVENE On order of the Mayor, the City Council and Housing Authority Board convened to a special joint meeting at 8:30 p.m., with all members present.
PUBLIC INPUT FOR
CLOSED SESSION ONLY:
No members of the public commented on Closed Session items.
CLOSED SESSIONS
(Housing Authority Members
Phillips and Muqtasid St.
Claire left the meeting at 8:55
P.M.)
On order of the Mayor, the City Council and Housing Authority Board recessed at 8:31 p.m., to consider Closed Sessions and returned at 10:50 p.m., with all members present, except Housing Authority Members Phillips and Muqtasid St. Claire, to report the following:
5.A. Conference with legal counsel - potential initiation of litigation regarding HUD Continuum of Care and Department of Transportation grants - Gov. Code § 54956.9(d)(4), King County, et al. v. Scott Turner, et al., USDC # 2:25-cv-00814-BJR (W.D. Wash.)
The City Attorney advised this matter was heard and that the Housing Authority and Council gave direction to participate in the referenced litigation.
4.I
Packet Pg. 353 Minutes Acceptance: Minutes of May 13, 2025 5:35 PM (CONSENT CALENDAR) 2 May 13, 2025
ADJOURNMENT On order of the Mayor, the special meeting of the City Council adjourned at 10:50 p.m.
ATTEST: APPROVED:
Nikima S. Newsome Lana Negrete
City Clerk Mayor
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Packet Pg. 354 Minutes Acceptance: Minutes of May 13, 2025 5:35 PM (CONSENT CALENDAR) 1 June 17, 2025
(NOT APPROVED)
CITY OF SANTA MONICA
CITY COUNCIL MINUTES
JUNE 17, 2025
A special meeting of the Santa Monica City Council was called to order by Mayor Negrete at 5:30 p.m., on Tuesday, June 17, 2025, at City Council Chambers, 1685 Main Street, Santa Monica, CA.
Roll Call: Present: Mayor Lana Negrete
Mayor Pro Tem Caroline Torosis (arrived at 5:37 p.m.)
Councilmember Jesse Zwick
Councilmember Dan Hall
Councilmember Ellis Raskin (arrived remotely at 5:37 p.m.) Councilmember Barry Snell
Councilmember Natalya Zernitskaya
Also Present: Interim City Manager Elaine Polachek
City Attorney Douglas Sloan
City Clerk Nikima S. Newsome
CONVENE/PLEDGE On order of the Mayor, the City Council convened at 5:30 p.m., with all members present except Mayor Pro Tem Torosis and Councilmember Raskin. Councilmember Snell led the assemblage in the Pledge of Allegiance.
STATEMENT OF
ACCOUNTABILITY
(LAND
ACKNOWLEDGEMENT)
The City of Santa Monica is located on the land of Tovangaar. With great respect, the City acknowledges the Gabrieleño/Tongva as the First People of this ancestral and unceded territory of Kuruvungna, a village that we know as Santa Monica. We honor their elders, past and present, and the Gabrieleño descendants who are part of the Gabrieleño /Tongva tribes.
We recognize that these peoples are still here, and as settlers and kuyam (guests), we recognize our responsibility and obligation to care for their land in partnership with them. The City of Santa Monica commits to work in partnership with the Gabrieleño/Tongva people to uplift their voices and visibility on their ancestral land.
The City of Santa Monica Statement of Accountability (Land Acknowledgement) was read into the record by Councilmember Hall.
LEVINE ACT Pursuant to the Levine Act (Govt Code Section 84308), any party to a
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Packet Pg. 355 Minutes Acceptance: Minutes of Jun 17, 2025 5:30 PM (CONSENT CALENDAR) 2 June 17, 2025
DISCLOSURE permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $500 made by the party or the party's agents within the preceding 12 months to any City official.
Participants and agents are requested to make this disclosure as well.
The disclosure must include the name of the party, participant, or agent, and any other person making the contribution; the name of the recipient, the amount of the contribution, and the date the contribution was made.
No Councilmembers reported any recusals pursuant to the Levine Act.
PUBLIC INPUT FOR
CLOSED SESSION ONLY:
No members of the public commented on Closed Session items.
CLOSED SESSIONS
(Mayor Pro Tem Torosis
arrived at 5:37 P.M.)
(Councilmember Raskin
arrived remotely at 5:37
P.M.)
On order of the Mayor, the City Council recessed at 5:32 p.m., to consider Closed Sessions and adjourned at 7:07 p.m., with no reportable action.
5.A. Conference with labor negotiator - Gov. Code § 54957.6: agency designated representatives: Interim City Manager Elaine Polachek, Human Resources Director Dana Brown, and Human Resources Manager Sarah Rebensdorf; bargaining units: Administrative Team Associates (ATA), AFSCME Local 4819- Management Team
Association (MTA), California Teamsters Local 911 (IBT), Municipal Employees Association (MEA), Santa Monica Firefighters Local 1109 (LOCAL 1109), Police Officers Association (POA), Supervisory Team Association (STA) and SMART TD - International Association of Sheet Metal, Air, Rail, and Transportation Workers - Transportation Division, Local 1785 (SMART TD)
ADJOURNMENT On order of the Mayor, the City Council meeting adjourned at 7:07 p.m.
ATTEST: APPROVED:
Nikima S. Newsome Lana Negrete
City Clerk Mayor
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Packet Pg. 356 Minutes Acceptance: Minutes of Jun 17, 2025 5:30 PM (CONSENT CALENDAR) City Council
Report
City Council Meeting: June 24, 2025
Agenda Item: 5.D
1 of 1
To: Mayor and City Council
From: Douglas Sloan, City Attorney, City Attorney's Office Subject: Conference with labor negotiator - Gov. Code § 54957.6: agency designated representatives: Interim City Manager Elaine Polachek, Human Resources Director Dana Brown, and Human Resources Manager Sarah Rebensdorf; bargaining units: Administrative Team Associates (ATA), AFSCME Local 4819- Management Team Association (MTA), California Teamsters Local 911 (IBT), Municipal Employees Association (MEA), Santa Monica Firefighters Local 1109 (LOCAL 1109), Police Officers Association (POA), Supervisory Team Association (STA) and SMART TD - International Association of Sheet Metal, Air, Rail, and Transportation Workers - Transportation Division, Local 1785 (SMART TD)
Prepared By: Andrew Cabello, Legal Assistant
Approved Forwarded to Council
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City Council
Report
City Council Meeting: June 24, 2025
Agenda Item: 10.A
1 of 3
To: Mayor and City Council
From: Douglas Sloan, City Attorney, City Attorney's Office, Administration Ramon Batista, Police Chief, Police Department
Subject: Introduction and Adoption of Emergency Ordinance Amending SMMC
4.08.780 to Include Additional Prohibited Items at Public Assemblies and Community Events
Recommended Action
Staff recommends the City Council:
1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines; and
2. Introduce and adopt an emergency ordinance amending Santa Monica Municipal Code Section 4.08.780 to expand the list of prohibited items at public assemblies and community events to enhance public safety and prevent the escalation of violence.
Summary
The Police Department recommends that the City Council adopt an amendment to Santa Monica Municipal Code (SMMC) Section 4.08.780 to expand the list of prohibited items at public assemblies and community events in order to enhance public safety and prevent the escalation of violence. This proposed ordinance expands on prior emergency actions by adding specific items known to have been misused during public demonstrations. These additions are based on direct observation, intelligence reports, and widely circulated videos of recent events—including those in Downtown Los Angeles (DTLA)—where certain tools and common objects were used to disrupt lawful activity, obstruct law enforcement, or conceal dangerous materials.
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Discussion
The City of Santa Monica remains committed to upholding free expression and peaceful assembly while ensuring the safety of protestors, law enforcement personnel, and the public. Based on recent intelligence and operational assessments, the following items are recommended for inclusion in the list of prohibited items during public assemblies and community events:
• Leaf blowers (electric and gas): Protestors have used these devices to disrupt the effectiveness of tear gas, blowing the smoke away from crowds and redirecting it toward officers. Multiple videos during the current unrest in DTLA document this tactic.
• Traffic cones and A-frame barricades: Traffic cones have been intentionally placed over tear gas canisters to trap the gas, then extinguished by pouring water into the opening at the top. Online video tutorials and protest footage confirm this practice.
• Hammers, mallets, or similar tools: These implements are used not only to damage property directly, but also to break up concrete, cinder blocks, or other hard materials to create projectiles. They pose a significant risk of injury and property destruction.
• Frozen liquid (water) bottles: Often used as improvised weapons, frozen water bottles are capable of causing serious injury when thrown, and have been documented in multiple protest-related arrests and incidents.
The inclusion of these items in the prohibited list reflects an evidence-based approach to mitigating known threats and aligns with similar actions taken by other California jurisdictions. These prohibitions focus solely on preventing items that serve no lawful purpose during a peaceful assembly and are instead known to escalate tensions and facilitate violence.
Financial Impacts and Budget Actions
There is no immediate fiscal impact or budget action necessary as a result of the recommended action.
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Prepared By: Katie Doerr, Deputy City Attorney III
Approved Forwarded to Council
Attachments:
A. ORD-PD-Prohibited Items Community Events
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1 City Council Meeting: July 8, 2025 Santa Monica, California ORDINANCE NUMBER _________ (CCS)
(City Council Series)
AN EMERGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA AMENDING SECTION 4.08.780 OF THE SANTA MONICA
MUNICIPAL CODE RELATING TO RESTRICTIONS ON USE OF SPECIFIED ITEMS
DURING COMMUNITY EVENTS AND PUBLIC ASSEMBLIES IN THE INTEREST OF
PRESERVING PUBLIC PEACE, HEALTH, AND SAFETY
WHEREAS, the City Council supports peaceful protests, public assemblies, and community events, and the rights of individuals under the First Amendment to the United States Constitution and the Liberty of Speech Clause of the California Constitution to engage in expressive activities in public forums such as the City’s sidewalks, streets, and public parks; and
WHEREAS, the City Council seeks to promote the safety and welfare of those who engage in peaceful protests, public assemblies, and community events, as well as the safety and welfare of City officials, City residents, City businesses, and City visitors who encounter and are affected by such peaceful protests, public assemblies, and community events; and
WHEREAS, the City Council is mindful of the legal principles relating to regulation of activity in public forums such as the City’s sidewalks, streets, and public parks and does not intend by this ordinance to unconstitutionally suppress or infringe expressive activities protected by the First Amendment of the United States Constitution or the Liberty of Speech Clause of the California Constitution, but instead is enacting reasonable content-neutral time, place, and manner regulations that address the need to prevent violent, dangerous, and hazardous situations from arising during peaceful protests, public
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Packet Pg. 361 Attachment: ORD-PD-Prohibited Items Community Events (7148 : Protest Ordinance) 2 assemblies, and community events, and so promote the public safety and welfare of those engaging in such peaceful protests, public assemblies, and community events, as well as those City residents, City businesses, and City visitors who encounter and are affected by such peaceful protests, public assemblies, and community events; and WHEREAS, it is the intent of the City Council in issuing this ordinance to ensure that protests, public assemblies, and community events are conducted in ways that permit those assembling to engage in expressive activities intended to convey their message to the public while at the same time ensuring that the protests, public assemblies, and community events are peaceful and safe; and
WHEREAS, there is an increasing concern about violence at public events and about violent clashes at such events between those with opposing views, and numerous public protests, demonstrations, and rallies conducted throughout the nation, but particularly in the Los Angeles area, which have erupted in violence between demonstrators and counterdemonstrators and violence against law enforcement personnel, innocent bystanders, and businesses, with those committing violent acts altering their tactics and items used to injure, resist compliance with law enforcement, and damage property.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES HEREBY ORDAIN AS FOLLOWS:
SECTION 1. Santa Monica Municipal Code Section 4.08.780 is hereby amended to read as follows:
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Packet Pg. 362 Attachment: ORD-PD-Prohibited Items Community Events (7148 : Protest Ordinance) 3 4.08.780. RESTRICTIONS ON USE OF SPECIFIED ITEMS DURING COMMUNITY EVENTS AND PUBLIC ASSEMBLIES.
(a) The following terms as used in this Section have the following meanings:
(1) “Community event” means any activity, assembly, gathering, meeting, event, protest, counter-protest, demonstration, picket line, parade, rally, or march for which a permit is required under Santa Monica Municipal Code Section 4.68.040 and any administrative regulations promulgated thereunder.
(2) “Community events committee” means the community events committee, as defined by Santa Monica Municipal Code Section 4.68.020. (3) “Public assembly” means any activity, assembly, gathering, meeting, event, protest, counter-protest, demonstration, picket line, parade, rally, or march for which a permit is not required under Santa Monica Municipal Code Section 4.68.040 and any administrative regulations promulgated thereunder.
(b) While participating in or being present at any community event or public assembly, no person shall use, carry, or possess any of the following items or articles:
(1) If affixed to and being used to support a sign, poster, banner, placard, notice, puppet, or other expressive display, any length of lumber, wood, wood lath, or plastic pipe, whether hollow or solid, if that object is sharpened on either end or has affixed to either end any sharpened item of any material;
(2) If not affixed to and being used to support a sign, poster, banner, placard, notice, puppet, or other expressive display: (A) any length of lumber, wood, or wood lath, excluding only a pencil or other wooden writing instrument; and (B) any length of plastic
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Packet Pg. 363 Attachment: ORD-PD-Prohibited Items Community Events (7148 : Protest Ordinance) 4 pipe, whether hollow or solid, excluding only a plastic pen or other plastic writing instrument;
(3) Any length of metal pipe, whether hollow or solid, excluding only a metal pen or other metal writing instrument;
(4) Any baseball or softball bat, regardless of composition or size; (5) Any aerosol spray, including paint, tear gas, mace, pepper spray, smoke canister, or bear repellent;
(6) Any projectile launcher or other device, such as a catapult or wrist rocket, that is commonly used for the purpose of launching, hurling, or throwing any object, liquid, material, or other substance, whether through force of air pressure, spring action, or any other mechanism;
(7) Any chain greater than twenty inches in length or greater than one-quarter inch in diameter;
(8) Any knives, daggers, swords, sabers, or other bladed devise, axes, axe handles, hatchets, billy clubs, ice picks, razor blades, nunchucks or other martial arts weapons of any kind, box cutters, pellet or BB guns, improvised explosive devices (IEDs), dynamite, conducted electrical weapons (CEWs), including, but not limited to, tasers or stun guns, metal/composite/wooden knuckles, or toy or replica firearms; (9) Any container, including, but not limited to, balloons, bottles, water cannons, super-soakers, or toy or replica firearms, filled with any flammable, biohazard, or other noxious matter that is injurious, or nauseous, sickening, or irritating to any of the senses; (10) Any glass bottles or metal containers, whether empty or filled;
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Packet Pg. 364 Attachment: ORD-PD-Prohibited Items Community Events (7148 : Protest Ordinance) 5 (11) Any open flame torches, lanterns, or other devices that utilize combustible materials such as gasoline, kerosene, propane, other fuel sources; (12) Any shields made of metal, wood, hard plastic, or any combination thereof; (13) Any bricks, rocks, pieces of asphalt or concrete, metal pellets, or ball bearings; (14) Any gas masks or similar breathing devices;
(15) Any impact-resistant helmet, including, but not limited to, motorcycle or bicycle helmets (unless being worn while riding a motorcycle, scooter, or bicycle), sports helmets, or ballistic helmets;
(16) Any laser pointers or laser-style devices emitting any color beam, milliwatt output level, intensity class level or any visibility level, including infrared, or nonvisible; (17) Any umbrellas in the absence of rain; during any rainy weather, an umbrella shall not exceed 16 inches in its longest dimension when fully collapsed and shall have a blunt end;
(18) Any professionally manufactured or personally fabricated equipment or clothing designed to be bullet-resistant, fragment-resistant, stab-resistant, or impactresistant, including, but not limited to, riot control gear, sports equipment, bullet-resistant vests, flak jackets, or stab-resistant vests; and
(19) Load-bearing or similar tactical vests commonly used by law enforcement or military personnel and designed to carry weapons, tactical equipment, or armor plates. (20) Any hammers, mallets, frozen liquid bottles, leaf blowers, traffic cones, or Aframe barricades.
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Packet Pg. 365 Attachment: ORD-PD-Prohibited Items Community Events (7148 : Protest Ordinance) 6 (c) Any person violating subsection (b) shall be guilty of a misdemeanor, which shall be punishable by a fine not exceeding five hundred dollars, by imprisonment in the County Jail for a period not exceeding six months, or by both such fine and imprisonment. (d) When feasible, excluding exigent circumstances, a warning shall be issued before enforcement of subsection (b). Such warning shall be sufficient if provided orally, by posting sings, or by amplified announcement.
(e) Law enforcement personnel, firefighting personnel, emergency health care providers, and employees, agents, or representatives of the City shall be exempt from the provisions of subsection (b) when engaged in official business of or on behalf of the City. (f) Nothing in this Section shall prohibit a person from carrying a cane or using a walker or other similar device necessary for providing mobility so that the person may participate in a community event or public assembly.
(g) Nothing in this section shall prohibit the imposition of specific conditions for activities expressly authorized under a permit for a community event issued pursuant to Chapter 4.68 of this Code or prohibit the modification of the restrictions in subsection (b) for such permits issued pursuant to Chapter 4.68 of this Code upon a finding by the community events committee that such modifications will not impair or threaten public safety.
(h) This Section is not intended to violate and shall not be applied or enforce in a manner that violates the United States or California Constitutions and applicable State or Federal statutes.
SECTION 2. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any
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Packet Pg. 366 Attachment: ORD-PD-Prohibited Items Community Events (7148 : Protest Ordinance) 7 court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.
SECTION 3. The Mayor shall sign and the City Clerk shall attest to the passage of this Ordinance. The City Clerk shall cause the same to be published once in the official newspaper within 15 days after its adoption. Pursuant to Sections 615 and 619 of the City Charter, for reasons stated in the above recitals, the City Council declares this ordinance to be necessary as an emergency measure for preserving the public peace, health, and safety, with the result that this ordinance shall be introduced and adopted at the same meeting, shall become effective immediately upon its adoption.
APPROVED AS TO FORM:
_________________________
Douglas Sloan, City Attorney
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Report
City Council Meeting: June 24, 2025
Agenda Item: 12.A
1 of 7
To: Mayor and City Council
From: Heather Averick, Director, Housing and Human Services Department Subject: Approval of the Proposed 2025-29 Five-Year Consolidated Plan and the 2025-26 Annual Action Plan Allocating Federal Community Development Block Grant (CDBG) and HOME Investment Partnerships Act Program (HOME) Funds
Recommended Action
Staff recommends that the City Council:
1. Hold a public hearing to receive input on the Proposed 2025-29 Consolidated Plan and the Proposed 2025-26 Annual Action Plan for Community Development Block Grant (CDBG) and Home Investment Partnerships Act (HOME) funds (Attachment A).
2. Approve the Proposed 2025-29 Consolidated Plan and the Proposed 2025-26 Annual Action Plan.
3. Authorize the City Manager to submit all necessary documents required to receive the City’s annual allocation of CDBG and HOME entitlement funds to the U.S. Department of Housing and Urban Development (HUD).
4. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.
Executive Summary
Santa Monica is a longtime recipient of CDBG and HOME entitlement funds. To receive these funds, the City must submit a Council-approved five-year Consolidated Plan and Annual Action Plan to HUD.
The Proposed 2025-29 Consolidated Plan establishes priorities and goals for Santa Monica’s low- and moderate-income residents over a five-year period. In turn, the Proposed 2025-26 Annual Action Plan identifies the CDBG and HOME-funded activities that will advance Consolidated Plan priorities and goals in the first year of the new five-year period.
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The Proposed Action Plan allocates $1,164,932 million in CDBG and $542,428 in HOME funds to eligible activities that align with the priority needs identified in the Consolidated Plan and the Council priorities of Affordable, Livable and Secure Housing for All; Clean Streets and Safe Neighborhoods; and Economic Opportunity and Growth. Funds would support capital improvement projects in the Pico Neighborhood; continued funding for the City’s Small Business Assistance and Tenant Improvement program; tenant-based rental assistance to qualifying households; and substance abuse and outreach services for people experiencing homelessness. Staff recommends that Council approve the proposed plans and authorize their submittal to HUD prior to the July 12, 2025 deadline.
Discussion
The CDBG program began in 1974 and is designed to benefit the residents of eligible low-and moderate-income neighborhoods. The HOME Program was enacted in 1990 and is the largest Federal block grant to state and local governments designed exclusively to support affordable housing for low-income households. Activities eligible for funding include community facilities and improvements, preservation of affordable housing, public services, economic development, and program administration.
Proposed 2025-29 Consolidated Plan
The Proposed 2025-29 Consolidated Plan identifies high priority community needs, establishes associated housing and community development strategies, and institutes a set of objectives to guide CDBG and HOME funding decisions over the next five program years. Priority needs were identified through the Consolidated Plan’s Needs Assessment and Market Analysis, which incorporate data from the Census and the American Community Survey; local information from City documents such as the Housing Element, Homelessness Strategic Plan, and Assessment of Fair Housing Plan; and input from the public, City commissions, City staff, partner organizations, online survey responses, and interviews with key stakeholders and subject matter experts.
The following priority needs identified in the Proposed 2025-29 Consolidated Plan align with the City’s priorities of Affordable, Livable and Secure Housing for All; Clean Streets and Safe Neighborhoods; and Economic Opportunity and Growth.
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Priority Needs Identified Related Proposed Consolidated Plan Goals
• Public Infrastructure and Facilities
Enhancements
1. Expand/Improve Public
Infrastructure/Facilities
• Affordable Housing Opportunities 2. Provide Safe, Affordable Housing Opportunities
• Services for Low Income
Community Members
3. Provide Vital Services for Low-Mod
Income (LMI) & Special Needs
• Services for People Experiencing Populations
Homelessness
• Support for Low Income Workers
and Business Owners
4. Economic Development Opportunities
Proposed 2025-26 Annual Action Plan
The Proposed 2025-26 Annual Action Plan is the first program year of the Proposed 2025-29 Consolidated Plan and details the use of the City’s annual CDBG & HOME allocations to address the priority needs and related goals identified in the five-year plan. The activities proposed in the Annual Action Plan are also part of the City’s broader effort to support its most vulnerable populations through local and regional programs.
The City’s total CDBG and HOME entitlements for 2025-26 are $1,617,360, which reflects modest decreases of 3.2% for CDBG and 1.5% for HOME compared to 2024-
25. Funding also includes an additional $90,000 in anticipated program income. While funding remains stable at present, the future of the CDBG and HOME programs remains uncertain. Any substantial reduction in subsequent annual allocations would decrease capacity to support the 40+ residents who rely on tenant-based rental assistance to maintain stable housing, reduce funding for homeless outreach services, and further limit the City’s ability to advance infrastructure projects in low-moderate income areas
2025-26 funds allocated to activities include:
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SOURCE CDBG HOME TOTAL
Entitlement $ 1,114,932 $ 502,428 $ 1,617,360
Program Income $ 50,000 $ 40,000 $ 90,000
$ 1,164,932 $ 542,428 $1,707,360
Santa Monica’s proposed activities for the 2025-26 program year include:
19th Street Parcel Development - Phase II (CDBG)
The vacant 2018 19th Street land parcel was originally purchased using CDBG and General Funds in 2019-20 in order to develop the land into a beneficial community resource. Following continued engagement of Pico Neighborhood residents within the service area, the City awarded 2023-24 CDBG funds for Phase I
development, which includes grading and preparing the land for general accessibility. Phase II development will include the necessary infrastructure to support a community garden, including raised garden beds, seating, and lighting. With the completion of Phase II, the parcel will be transformed into a valuable amenity serving the Pico Neighborhood community while also adding an additional garden to the City's Community Garden program. $500,000
Virginia Avenue Park Playground Replacement – Phase II
(CDBG)
The Virginia Avenue Park (VAP) Playground is in need of a renovation, specifically focused on equipment replacement, reducing sand, and providing shade. VAP is home to the only City playground in the Pico Neighborhood, and one which is heavily used by families, camps, and farmers market visitors. At present, the playground equipment is aging and in need of replacement. The sand surface prevents accessible use of the playground, and community members regularly request shade to be added to this site to provide relief from direct sunlight. The VAP Playground Replacement project will use a phased, multi-year approach to update playground equipment and install a more accessible surface and shade covering in order to create a safe, enjoyable playground experience for the community.
$ 207,946
Small Business Assistance and Tenant Improvement Fund:
(CDBG)
Fund the City’s Small Business Assistance and Tenant
Improvement Program to continue supporting economic growth for eligible Santa Monica small businesses.
$ 50,000
Public Services (CDBG)
Provides funding to CLARE|MATRIX for the operation of an outreach team for people experiencing homelessness, including substance abuse treatment services that increase the City's capacity to effectively address substance use and overdose among Santa Monica's homeless populations
$ 174,000
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Tenant-Based Rental Assistance (HOME)
Rental subsidies for qualifying low-income households who may be at risk of losing housing.
$ 412,821
Administration & Planning (CDBG, HOME)
Up to 20% of CDBG and 10% of HOME funds are allocated to staff time and resources to administer programs in compliance with federal regulations.
$ 287,229
CHDO Reserve (HOME)
15% set-aside for Community Housing Development
Organization activities (regulatory requirement)
$75,364
TOTAL $ 1,707,360
Public Outreach
Pursuant to Municipal Code Section 2.68.050, and in alignment with HUD regulations, the City is required to hold a minimum of two public hearings prior to Council’s adoption of a Consolidated Plan. To meet this requirement, public hearings were advertised for the March 25, 2025 meeting of the Recreation and Parks Commission, the May 1, 2025 meeting of the Housing Commission, and this June 24, 2025 City Council meeting. The City also conducted over 20 interviews with key stakeholders and subject-matter experts from a range of related fields and considered results from the City’s Budget Survey in the development of the plan.
The draft 2025-2029 Consolidated Plan and the 2025-26 Annual Action Plan were available for a 30-day public review and comment period beginning on May 23, 2025.
The public hearings and public review periods were promoted via official notices in the Santa Monica Daily Press and email notification to local grantees, service providers, neighborhood associations, and City boards, commissions, and workgroups. Notices invited participation from Spanish speakers and offered accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies are part of a concerted effort to obtain significant public input during preparation of the plans. All public comments received to date are included in the attached plan. All input received through the public review process and public hearings will be incorporated into the final version of the plan prior to submittal to HUD.
Past Council Actions
Meeting Date Description
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June 9, 2020 (Attachment B) Approval of FY 2020-24 Consolidated Plan and FY 2020-21 Annual Action Plan
April 23, 2024 (Attachment C) Approval of FY 2024-25 Annual Action Plan Environmental Review
Adoption of the annual action plan is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines, 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. Many of the funding recommendations are for administrative programs (i.e., Small Business Assistance and Tenant Improvement Fund, Tenant-Based Rental Assistance (HOME), Funding for Public Services, Community Housing Development Organization Reserve) which would not result in a significant adverse physical impact on the environment. Furthermore, both CIP projects identified for the awards are subject to City Council approval, and environmental review would be conducted at the time they are approved.
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action. The funding recommendations for these awards are included in the City’s Proposed FY 2025-26 Budget subject to City Council adoption.
Acronym Glossary
HUD: United States Department of Housing and Urban Development CDBG: Community Development Block Grant
HOME: Home Investment Partnerships Program
CIP: Capital Improvements Program
VAP: Virginia Avenue Park
CHDO: Community Development Housing Organization
CEQA: California Environmental Quality Act
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Prepared By: Marc Amaral, Administrator
Approved Forwarded to Council
Attachments:
A. Attachment A: Proposed CDBG/HOME 2025-29 Consolidated Plan and 2025-26 Action Plan
B. Attachment B: June 9, 2020 Staff Report (2020-24 Consolidated Plan) C. Attachment C: Staff Report: April 23, 2024 (2024-25 Action Plan) D. PowerPoint Presentation
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City of Santa Monica
2025-29 Consolidated Plan
&
2025-26 Action Plan
Public Review Draft - May/June 2025
For Community Development Block Grant (CDBG) and HOME
Investment Partnerships (HOME) funds received through the U.S. Department of Housing and Urban Development
HOUSING AND HUMAN SERVICES DEPARTMENT
1685 Main Street
Santa Monica, California 90401
Telephone (310) 458-8310
[email protected]
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Packet Pg. 375 Attachment: Attachment A: Proposed CDBG/HOME 2025-29 Consolidated Plan and 2025-26 Action Plan [Revision 3] (6709 : CDBG / HOME 5-yr Consolidated Plan SANTA MONICA 1
OMB Control No: 2506-0117 (exp. 06/30/2018)
NOTE: This draft 2025-29 Consolidated Plan and 2025-26 Annual Action Plan will receive continuous updates as staff and consultants refine and complete their research and analysis. Feedback or questions regarding this public review draft may be submitted to [email protected]
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Proposed 2024-2029 Consolidated Plan (“Consolidated Plan”) for the City of Santa Monica, California has been prepared in response to a consolidated process developed by the U.S. Department of Housing and Urban Development (HUD) for the Community Development Block Grant (CDBG) and the HOME Investment Partnership Act (HOME) programs.
This Consolidated Plan outlines housing, community, and economic development needs, priorities, strategies, and projects to be undertaken by the City of Santa Monica with the funds received from the U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City receives an annual share of federal Community Development Block Grant (CDBG) and HOME funds. In order to receive its CDBG and HOME entitlement, the City must submit this Consolidated Plan and First Year Annual Action Plan to HUD. The funds are intended to provide lower and moderate-income households with viable communities, including decent housing, a suitable living environment, and expanded economic opportunities. Eligible activities include community facilities and improvements, housing preservation, development activities, public services, economic development, planning, and program administration.
The Consolidated Plan serves the following functions: 1) A planning document for the City, which builds upon a citizen participation process; 2) An application for federal funds under HUD’s formula grant programs; 3) A strategy to be followed in carrying out HUD programs; and 4) An action plan that provides a basis for assessing performance.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
Priorities are based on input from the public participation process, recommendations of City staff, and input and recommendations from participating organizations. The strategies described herein establish Santa Monica’s priorities for assisting low- and moderate-income persons and neighborhoods with funds made available through the Consolidated Plan. The affordable housing and development needs of a
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community often outweigh the resources available to address those needs. Therefore, it is necessary to prioritize the use of available funds to the highest and best use to meet the most pressing needs for housing, community development, people experiencing homelessness, and other vulnerable populations with special needs.
These priorities were selected based on a review and analysis of the information summarized in the Consolidated Plan, namely the community participation process, consultations, the needs assessment, and the housing market analysis. Strategies are designed to meet priority needs and based on past performance and best practices of communities with similar programs. Only projects that clearly demonstrate the capacity to serve one of the priorities below will receive funding through the Consolidated Plan. These priorities will be incorporated into all requests for proposals over the next five years.
The majority of CDBG activities are selected based on eligibility and need. All organizations requesting CDBG funds for public services, through a formal application process, must demonstrate that the activity is located in an LMI (low- and moderate-income) area, benefits a Low and Moderate Clientele, or benefits low- and moderate-income households.
3. Evaluation of past performance
Accomplishments by City Departments and numerous non-profit organizations are submitted to HUD annually via the Consolidated Annual Performance and Evaluation Report (CAPER) and the Integrated Disbursement and Information System (IDIS) following the end of each program year. The list below identifies some of the accomplishments reported on the 2023 CAPER for activities completed through the fourth year of the current 2020-24 Consolidated Plan. • 638 households supported through the COVID-19 Emergency Rental Assistance Program • 198 households receiving tenant-based rental assistance (TBRA) to subsidize rental expenses (HOME) • Home accessibility modifications to 21 units for special needs populations, including the elderly, frail elderly, and persons with disabilities (CDBG)
• Legal services to 2031 low-income program participants to promote access to justice, fair housing, and strengthen communities (CDBG)
• Job training, readiness workshops, and employment to 432 participants (CDBG) • Housing retention and supportive services to 432 formerly homeless individuals in the Continuum of Care program (CDBG)
A variety of public infrastructure improvements at Virigina Avenue Park benefitting 7790 Santa Monicans residing in the service area (CDBG)
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The City recognizes that the evaluation of past performance is critical to ensuring the City and its subrecipients are implementing activities effectively and that those activities align with the City’s overall strategies and goals. The City will continue to track performance of programs and activities undertaken in alignment with Consolidated Plan strategies to ensure steady progress toward established five-year goals.
4. Summary of citizen participation process and consultation process The City considers the involvement of its low- and moderate-income residents to be essential to the development and implementation of its Five-Year Consolidated Plan and Annual Action Plans.
To that end, residents and community stakeholders of Santa Monica played a significant role in the preparation of this 2025-29 Consolidated Plan. The City utilized the requirements and strategies for citizen participation detailed with the municipal code to encourage robust community input. Actions taken by the City to obtain citizen participation included presentations at City Commission meetings, online/website communication, community stakeholder interviews, a widely distributed online survey, public notices, and public hearings.
In accordance with Chapter 2.68 of the Santa Monica Municipal Code, two well-publicized public hearings were held at City Commission meetings in March and May. The City also considered results from the City’s Budget Survey and conducted over 20 stakeholder interviews. The original draft 2025- 2029 Consolidated Plan and FY 2025-26 Annual Action Plan were available for a thirty-day public review and comment period starting on May 23, 2025. A third public hearing was scheduled for the June 24, 2025 City Council meeting concurrent with Council’s approval of the plan.
The public hearings and public review periods were both noticed in accordance with the municipal code and included official notices in the Santa Monica Daily Press, email notification to local grantees, service providers, neighborhood associations, and Housing and Human Services boards, commissions, and workgroups. Notices invited participation from Spanish speakers and offered accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies are part of a concerted effort to obtain significant public input during preparation of the plans.
The citizen participation requirements detailed in the City’s municipal code will continue to guide the preparation and/or revision of the Consolidated Plan, Annual Action Plans, and Consolidated Annual Performance & Evaluation Reports (CAPERs) over the next five program years.
5. Summary of public comments
A final accounting of any feedback or comments received in response to outreach efforts, including the aforementioned public hearings, during the 30-day public review periods, or at the Council meetings held in conjunction with this plan is included in the Public Participation attachment to the final, Councilapproved 2025-2029 Consolidated Plan and 2025-26 Annual Action Plan. Copies of all public hearing and
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public review notices to participate and all input received will be incorporated into the Plan prior to final submission to HUD, to the extent possible.
6. Summary of comments or views not accepted and the reasons for not accepting them All comments and input received will be accepted and documented in the Public Participation attachment to the final plan.
7. Summary
The City participates in the CDBG and HOME programs and is required to prepare and submit an Annual Action Plan for HUD approval in order to receive each program year’s entitlement funds.
This 2025-29 Consolidated Plan and 2025-26 Annual Action Plan sets forth a description of activities for the use of funds that will become available during the coming Federal fiscal year, determines goals for individuals and households to be served, and describes the implementation plan and geographic location of the activities to be undertaken. The formula allocation for the Community Development Block Grant program is $1,114,932, the HOME allocation is $502,427.92, with approximately $50,000 projected in CDBG program income and $40,000 in HOME program income.
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator SANTA MONICA Housing and Human Services Department HOME Administrator SANTA MONICA Housing and Human Services Department Table 1 – Responsible Agencies
Narrative
The City of Santa Monica’s Housing and Human Services Department (HHSD) served as the lead agency in coordinating development of the 2025-29 Consolidated Plan and the 2025-26 Annual Action Plan.
HHSD staff is currently responsible for administration of Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds and works to ensure a consistent approach to administering projects and progressing towards goals. In addition, HHSD works with public agencies, for-profit, and non-profit organizations that play a part in the provision of affordable housing and community services in Santa Monica.
The City currently uses HOME funding for Tenant Based Rental Assistance (TBRA) and continues to closely monitor available federal funding, adjusting its lease up as necessary. The City adheres to income limits established by HUD in order to determine eligibility for programs and for income targeting purposes. Income eligibility is determined by comparing the annual income of an applicant to the applicable income limits for their family size. In order to be income eligible a family must be a very lowincome, low-income, or moderate-income family.
Consolidated Plan Public Contact Information
Housing and Human Services Department
1685 Main Street
Santa Monica, CA 90401
Phone: 310-458-8310
[email protected]
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
The City of Santa Monica is one of 88 cities in Los Angeles County and is geographically surrounded by the City of Los Angeles. Santa Monica has maintained a robust investment of local resources in human services, including services for people who are homeless. The City continues to be impacted by the overall rise in need for social services in the region and encourages surrounding communities to take on their fair share of the cost and resource burden of providing services for people who are homeless.
The City coordinates resources and services through the newly established Homelessness Prevention and Intervention (HPI) Division, which includes a team of 7 FTE. The City's approach is aligned with Continuum of Care (CoC) priorities and best practices. The City’s Human Services Division supports a community-wide safety net that provides services to seniors, people with disabilities, youth, families, and low-income households to promote housing stability, economic opportunities, education, and health.
The City continues to develop progressive and compassionate solutions that foster access to appropriate housing and services in every community, drawing on regional resources.
Beginning in 2015, the City has participated in the development and implementation of Los Angeles County's Homeless Initiative, which has a spending plan of $637 million for fiscal year 2025-2026 to address homelessness regionwide. The City of Santa Monica partnered with the Los Angeles County Homeless Initiative’s Pathway Home, an encampment resolution program adopted by the Board of Supervisors in 2023, to transition 25 individuals experiencing homelessness from the downtown area into interim housing.
Santa Monica is an active participant in the Westside Cities Council of Governments (WSCCOG) and receives Homelessness Initiative funding via the WSCCOG's Local Solutions Fund for homelessness prevention and intervention efforts. The City is also a member of the Westside Coalition which is an alliance of 75 organizations, public agencies and faith communities committed to working collaboratively on issues of housing, hunger, and health through service coordination and education.
The City has the opportunity to expand services addressing homelessness using new funding streams, Measure CS and Measure GS, approved by Santa Monica voters in November 2022.
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The on-going revenue streams generated through Measures CS and GS provides funding to develop a comprehensive homelessness strategic plan and accelerate the City's work on addressing homelessness, producing and preserving affordable housing, and maintaining clean and safe public spaces. A number of activities funded under Measure CS are complete, including a comprehensive Homelessness Strategic Plan (HSP) which was approved by City Council on March 11, 2025, expansion of the City's homeless multi-disciplinary teams, redesign of the SAMOSHEL interim housing program to accommodate 24/7 intakes, and efforts to expand the Police Department's Homeless Liaison Program (HLP) to operate 7 days per week.
Such a significant level of investment presented a ground-breaking opportunity for the City to embark on implementing the recommendations laid out in the City's 2023 Homelessness Report. Planning and organizational adjustments have begun for what will likely be a multi-year Measure GS implementation strategy. The City is committed to continuing to work with regionwide partners to develop progressive and compassionate solutions that foster access to appropriate housing and services in every community.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City coordinates with the Continuum of Care (CoC) by actively participating in the Los Angeles County Homeless Initiative which is driven by the County Executive Office and the Los Angeles Homeless Services Authority (LAHSA) as the CoC lead agency. Santa Monica is focusing especially on County strategies that create a coordinated system, subsidize housing, and increase the supply of affordable housing. This plan has been effective in bringing regional partners together to form collaborative efforts and improving coordination between public (housing authorities, County Depts. of Mental Health, Public Health, Health Services and Public Social Services) and private (foundations, corporations, housing developers, nonprofit organizations, and faith-based communities) housing and services. The City has participated in the development and implementation of the Continuum of Care Coordinated Entry System (CES), in accordance with HUD requirements. CES seeks to standardize the assessment process to ensure people who are homeless are matched to the most appropriate housing options, while enhancing coordination of housing and services through intensive collaboration. CES brings together local resources with county departments, housing authorities, mainstream benefits, the Veterans Administration (VA), and private sector partners. Staff from the City's Housing and Human Services Department also participates in CoC planning meetings, quarterly CoC meetings and LAHSA Commission meetings to provide comment on critical CoC issues such as performance measures, evaluation tools, and NOFA prioritization.
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Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS While the City of Santa Monica does not administer ESG funds, the City is part of the Los Angeles Continuum of Care (CoC) led by the Los Angeles Homeless Services Authority (LAHSA).
LAHSA establishes priorities for the CoC, including performance standards, evaluation, and Coordinated Entry System procedures. The City participates in quarterly CoC meetings to discuss funding priorities, evaluation tools and performance measures. All CoC funded programs are required to submit Annual Performance Reports (APR) to the CoC lead agency, LAHSA. The City manages an independent Homeless Management Information System (HMIS) that was initially funded through HUD CoC and is currently supported with local general funds.
The City meets weekly with its current HMIS vendor, LAHSA's current HMIS vendor, and LAHSA with the goal of fully transitioning to LAHSA's HMIS during FY 2025-26, which will improve care and case coordination. Local consent forms and policies are consistent with CoC standards. Cityfunded programs share this common computerized database to track unduplicated participants and their outcomes, as well as to coordinate case management within the system. Santa Monica was one of the first communities nationally to build the Vulnerability Index assessment into an existing HMIS, which allowed for the full integration of the Service Registry into HMIS to improve case coordination and outcome reporting.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
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1 Agency/Group/Organization The People Concern
Agency/Group/Organization Type Housing
Services-Health
Services-Homeless
Services-Victims of Domestic Violence
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
2 Agency/Group/Organization Social & Emotional Wellness Initiative Agency/Group/Organization Type Services-Children
Services-Other-Mental Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
3 Agency/Group/Organization Growing Place
Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-housing Community Development Strategy
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
4 Agency/Group/Organization Connections for Children
Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-housing Community Development Strategy
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
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5 Agency/Group/Organization Santa Monica College
Agency/Group/Organization Type Services-Education
Services-Employment
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs – Unaccompanied Youth
Non-housing Community Development Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
6 Agency/Group/Organization Chrysalis
Agency/Group/Organization Type Services-Employment
Services-Homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
7 Agency/Group/Organization JVS SoCal
Agency/Group/Organization Type Services-Employment
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homelessness Needs - Veterans
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
8 Agency/Group/Organization Venice Family Clinic
Agency/Group/Organization Type Health Agency
Services-Children
Services-Education
Services-Health
Services-Persons with HIV/AIDS
Services-Homeless
Services-Other-Mental Health
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
9 Agency/Group/Organization WISE & Healthy Aging
Agency/Group/Organization Type Services-Elderly persons Services-Health
Services-Persons with Disabilities
Services-Other-Mental Health
Services-Other-Food
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
10 Agency/Group/Organization Human Services Commission
Agency/Group/Organization Type Other-City Commission
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs – Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
11 Agency/Group/Organization Santa Monica Housing Authority Agency/Group/Organization Type PHA
Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
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Homelessness Strategy
Anti-Poverty Strategy
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
12 Agency/Group/Organization City of Santa Monica - Housing & Human Services Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs – Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Anti-Poverty Strategy
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in two one-on-one
interviews; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
13 Agency/Group/Organization City of Santa Monica – Public Works Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to
public infrastructure needs and other related
issues for the development of the Consolidated
Plan goals and priority needs.
14 Agency/Group/Organization City of Santa Monica – Information Services Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
The organization participated in a one-on-one
interview; provided data and input relating to
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outcomes of the consultation or areas for
improved coordination?
broadband needs and other related issues for the
development of the Consolidated Plan goals and
priority needs.
15 Agency/Group/Organization City of Santa Monica – Office of Emergency Management
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to
hazard mitigation needs and other related issues
for the development of the Consolidated Plan
goals and priority needs.
16 Agency/Group/Organization Housing Commission
Agency/Group/Organization Type Other- City Commission
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs – Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to the
homeless response system and other related
issues for the development of the Consolidated
Plan goals and priority needs.
17 Agency/Group/Organization Community Corporation of Santa Monica Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to
affordable housing development and other
related issues for the development of the
Consolidated Plan goals and priority needs.
18 Agency/Group/Organization City of Santa Monica Community Development
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Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to
economic development and other related issues
for the development of the Consolidated Plan
goals and priority needs.
19 Agency/Group/Organization Meals on Wheels West
Agency/Group/Organization Type Services-Elderly persons Services-Persons with Disabilities
Services-Other-Food
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization participated in a one-on-one
interview; provided data and input relating to
public service needs and other related issues
for the development of the Consolidated Plan
goals and priority needs.
20 Agency/Group/Organization Pico Neighborhood Association Agency/Group/Organization Type Neighborhood Organization What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in a
one-on-one interview to provide data and input
relating to community needs and other related
issues for the development of the Consolidated
Plan goals and priority needs.
21 Agency/Group/Organization Legal Aid Foundation of Los Angeles Agency/Group/Organization Type Service-Fair Housing
Other-Legal Aid Foundation
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in a
one-on-one interview to provide data and input
relating to fair housing challenges and other
related issues for the development of the
Consolidated Plan goals and priority needs.
22 Agency/Group/Organization Los Angeles Hospitality Training Academy Agency/Group/Organization Type Services-Employment
Services-Homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The organization was invited to participate in a
one-on-one interview to provide data and input
relating to economic development and other
related issues for the development of the
Consolidated Plan goals and priority needs.
23 Agency/Group/Organization Recreation and Parks Commission Agency/Group/Organization Type Other- City Commission
What section of the Plan was addressed by
Consultation?
Non-housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The commission hosted a public hearing and
provided data and input relating to public
infrastructure other related issues for the
development of the Consolidated Plan goals
and priority needs.
Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting To the best of its ability, the City of Santa Monica has conducted outreach to all known agencies and organizations involved in activities that are relevant to CDBG and HOME activities and programs. The City continues to consult with a wide variety of agencies and organizations, takes steps to ensure widespread awareness of the development of the Consolidated Plan and
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Annual Action Plan, and is intentional about creating opportunities for meaningful feedback from a diverse group of service providers, stakeholders, and community members.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
City of Santa Monica
2025- 2030 Homelessness
Strategic Plan
City of Santa Monica Homelessness Strategy
Housing Element Update
2021-2029
City of Santa Monica Housing Needs Assessment and Market Analysis
Behavioral Health
Feasibility Study City of Santa Monica City Vision and Goals Aging & Disability
Strategic Planning City of Santa Monica City Vision and Goals Land Use and Circulation
Element City of Santa Monica City Vision and Goals
Analysis and
Recommendations of
Local Tenant Protection
City of Santa Monica Tenant Protection Recommendations
SMHA Public Housing
Five-Year Plan Housing Authority Coordination of Efforts Analysis of Impediments
to Fair Housing Choice Housing Authority Fair Housing Objectives & Plan Assessment of Fair
Housing Housing Authority Fair Housing Objectives & Plan Westside Cities Council of
Governments (WSCCOG)
meetings
Council of Governments
(COG) Coordination of Efforts
Table 3 – Other local / regional / federal planning efforts
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Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City of Santa Monica has established a number of commissions and advisory boards comprised of interested citizens to monitor the needs of the community and advise the City Council on the best way to address these needs, including the Disabilities Commission, Housing Commission, Human Services Commission, and the Virginia Avenue Park Advisory Board. The City also partners with several local non-profit organizations to ensure the adequate provision of housing and community services in Santa Monica. The organizations are invited to Commission meetings and to Public Hearings and Council meetings, where their ideas, expressions of need, and information on program activities are sought. More information on the City’s non-profit partners for the Human Services Grants Program can be viewed at santamonica.gov/human-services-grants program.
The City also works closely with a network of other private and public entities that constitute a comprehensive network of resources. These include key public and quasi-public agencies, coalitions and groups, such as the California Department of Housing and Community Development, California Employment Development Department, California Department of Aging, California Department of Transportation, Federal Emergency Management Agency, Los Angeles County Department of Child and Family Services, Los Angeles County Department of Public Health, Los Angeles County Department of Health Services, Los Angeles County Department of Mental Health, Los Angeles County Department of Public Social Services, Los Angeles Homeless Services Authority, Los Angeles County Housing Authority, Los Angeles County Metropolitan Transportation Authority, Los Angeles County Development Authority, Los Angeles County Homeless Initiative, Santa Monica-Malibu Unified School District, United Way, and Westside Cities Council of Governments.
Funding for affordable housing is provided to nonprofit affordable housing organizations pursuant to the City’s Housing Trust Fund Guidelines and rental housing vouchers are provided pursuant to the Santa Monica Housing Authority’s 5-Year Administrative and Annual Plans.
Social service delivery by non-profit agencies is coordinated through the City’s Human Services Grants Program which is approved annually by the City Council during the budget adoption process. The City Council approves projects and programs that meet the City’s goals. In addition, the Westside Coalition has representatives from agencies involved with emergency shelter, affordable housing, and supportive services on the Westside of Los Angeles County. The Coalition meets monthly to coordinate efforts, including advocacy in the county, state, and federal government.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
In recognition of the importance of behavioral health and wellness as relevant to both Consolidated Plan goals and other City efforts, the City developed a Behavioral Health Strategy with the goal of developing a regional holistic plan that proposes both short-term and longterm approaches to the myriad of issues facing our community in relation to mental health and substance abuse issues.
In 2024, the City embarked on a strategic planning process to meet the needs of older adults and people with disabilities in Santa Monica, including housing and services related needs which will be presented to City Council in September 2025. In 2023, the City contracted with consultant Berry Dunn to develop a comprehensive homelessness strategic plan that set clear policy direction, promote alignment across city stakeholders, and support regional efforts which was presented to City Council in March 2025.
Narrative (optional):
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City considers the involvement of its low- and moderate-income residents to be essential to the development and implementation of its Five-Year Consolidated Plan and Annual Action Plans. The residents of Santa Monica played a significant role in the preparation of the Consolidated Plan. While developing the 2025-2029 Consolidated Plan and 2025-26 Annual Action Plan, the City’s municipal code was utilized to guide citizen input and participation as the City launched a collaborative effort to consult with elected officials, commissioners, City departments, community stakeholders, and beneficiaries of entitlement programs to inform and develop the priorities and strategies contained within the five-year plan. Actions taken by the City to obtain citizen participation included: presentations at City meetings, online/website communication, stakeholder interviews, a widely distributed online survey, public notices, and public hearings. The City’s outreach and consultation strategies included the formation of community outreach partnerships with housing, service, and mental health providers; workforce developers; community advocates; and others. The citizen participation requirements detailed in the City’s municipal code will continue to guide the preparation and/or revision of the Consolidated Plan, Annual Action Plans, and Consolidated Annual Performance & Evaluation Reports (CAPERs) over the next five program years.
In order to inform development, the Plans, and in accordance with Chapter 2.68 of the Santa Monica Municipal Code, the City advertised public hearings to receive input on the development of the Plans at the March 20, 2025 meeting of the Recreation and Parks Commission and the May 1, 2025 meeting of the Housing Commission. The Plans were subsequently made available for a well-advertised 30-day public review period beginning May 24, 2025. A third public hearing was scheduled for the June 24, 2025 City Council meeting concurrent with Council’s approval of the plan.
The public review periods and public hearings were noticed in accordance with the municipal code and included official notices in the Santa Monica Daily Press, email notification to local grantees, service providers, neighborhood associations, and Housing and Human Services boards, commissions, and workgroups Notices invited participation from Spanish speakers and offered accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies were part of a concerted effort to obtain significant public input during preparation of the plan.
The Citizen Outreach Participation Table below provides details about the various outreach efforts.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
1 Community
Budget
Meeting
Nontargeted/broad
community
General Public
12 members of the public;
February 6, 2025
All comments
were accepted
All comments were
accepted
2 Community
Budget
Meeting
(Virtual)
Nontargeted/broad
community
General Public
11 members of the public;
February 13, 2025
All comments
were accepted
All comments were
accepted
3 Community
Budget
Meeting
Nontargeted/broad
community
General Public
6 members of the public;
February 18, 2025
All comments
were accepted
All comments were
accepted
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
4 Public
Hearing
Recreation and
Parks
Commission
(RPC) Meeting
Commission members and
members of the public;
March 20, 2025
All comments
were accepted
All comments were
accepted
a20250320.pdf
5 Public
Hearing
Housing
Commission
Meeting
Commission members and
members of the public;
May 1, 2025
Funds are
needed to
support
homeownership
for low- to
moderateincome buyers.
Would also
prefer to see
support for
inclusionary
housing over
100% affordable
housing.
All comments were
accepted
https://archivevideo.granicus.com/santa
monica/santamonica_73
411fee-31e7-4abe-a3c7-
6fd14af5d734.mp4
6 Stakeholder
Interviews
Representatives
from city
departments,
commissions,
and local nonprofit
organizations
21 targeted interviews
were conducted between
March 31- May 6, 2025
All comments
were accepted
All comments were
accepted
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
7 Public
Survey
Nontargeted/broad
community
General Public
1,293 interview responses
were received between
January 29- February 19,
2025
Responses to
the survey
indicated that
homelessness,
public safety,
and affordable
housing are top
concerns.
All comments were
accepted
8 Public
Review &
Comment
Period
Nontargeted/broad
community
General Public
comments were received
between
All comments
will be accepted
All comments will be
accepted
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
9 Internet
Outreach
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Vulnerable
Individuals and
Households
Information regarding the
Mar 20, 2025, the May 1,
2025, and the June 24,
2025 Public Hearings, the
30-Day Public Review
period, and the June 24,
2025 Council Meetings,
was posted on the City's
CDBG/HOME webpage,
with directions on how to
participate and/or submit
public comment.
All comments
were accepted
All comments were
accepted
www.santamonica.gov/c
ommunity-developmentblock-grant-and-homeinvestment-partnershipprograms
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
10 Newspaper
Ad
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Vulnerable
Individuals and
Households
Newspaper advertisements
regarding the Mar 20,
2025, the May 1, 2025, and
the June 24, 20254 Public
Hearings, the 30-Day Public
Review period, and the
June 24, 2025 Council
Meetings were posted in
the Santa Monica Daily
Press, with directions on
how to participate and/or
submit public comment.
All comments
were accepted
All comments were
accepted
www.smdp.com
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of comme
nts not accepted
and reasons
URL (If applicable)
11 Mass
Emailing
City
Commissions,
Services
Providers,
Community
Groups
Email notice of the Mar 20,
2025, the May 1, 2025, and
the June 24, 2025 Public
Hearings, the 30-Day Public
Review period, and the
June 24, 2025 Council
Meetings was distributed
to local grantees and
services providers, Santa
Monica Neighborhood
Associations, and boards,
commissions, advisory
bodies, and workgroups
supported by the Housing
and Human Services
Department;
All comments
were accepted
All comments were
accepted
N/A
12 Public
Hearing
Nontargeted/broad
community
City Council will hold a
public hearing and consider
approval of the ConPlan
and AAP on June 24, 2025
All comments
will be accepted
All comments will be
accepted
www.santamonica.gov/t
opic-explainers/citycouncil
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment provides an overview of the impacts of this growth on housing availability, affordability, and quality. It includes the following sections:
Housing Needs Assessment: data on population, income level, number and type of households, and housing problems. For the purpose of this section, housing problems are defined as:
o Lack of complete kitchen facilities.
o Lack of complete plumbing facilities.
o Cost burden: the allocation of more than 30% of gross household income toward housing costs. For renters, housing costs include rent paid by the tenant plus utilities; for owners, housing costs include mortgage payment, taxes, insurance, and utilities. This section includes data on severe cost burden, as well, which is paying more than 50% of gross household income on housing costs. o Overcrowding: more than one person per room, not including bathrooms, porches, foyers, halls, or half-room.
HUD default datasets used for this Consolidated Plan are from the 2000 Census (Base Year); 2016-2020 American Community Survey (ACS); and the 2016-2020 CHAS (Comprehensive Housing Affordability Strategy).
Disproportionately Greater Need: when the members of a racial or ethnic group at a given income level experiences housing problems (as defined above) at a greater rate (10% or more) than the income level for the County as a whole. Public Housing: information on the number and type of public housing units and the characteristics of residents is presented. For the purpose of this section, “public housing” includes traditional public housing units subsidized by annual contribution contracts (ACC) and former public housing units that have been converted to “affordable housing” under the Rental Assistance Demonstration (RAD) program. Data on voucher programs is provided, as well.
Homeless Needs Assessment: the nature and extent of homelessness in Santa Monica using data from the Homeless Management Information System (HMIS) and
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Non-Homeless Special Needs Assessment: housing needs for persons who are not homeless but require supportive services are presented. These populations include the elderly, frail elderly, persons with disabilities, and persons with alcohol or other drug addictions. HUD default data is not provided; data used to assess these needs is appropriately cited. HOPWA data is based on CDC HIV Surveillance Data and the HOPWA CAPER and
Non-Housing Community Development Needs: non-housing community development needs (i.e., public facilities, public improvements, and public services) is based on input from consultations/community input and local plans and reports as HUD default data is not provided.
Maps Used in the Needs Assessment
To provide the most current representation of needs in New Jersey, where available, GIS Maps are used to support the data tables. All maps are based on 2019-2023 ACS data.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Table 5 shows that the population of Santa Monica saw a -1% decrease in total population between 2009 and 2020 and held 91,600 residents in 2020. According to 2019-2023 ACS data, there were 93,076 residents in 2023. Chart 3.1 shows the population change from 2018 to 2023. The population of the City has remained relatively stable, with a slight decline occurring from 2021 (92,828) to 2022 (89,951), likely reflecting the impacts from the COVID-19 pandemic.
Since then, the population has gradually decreased, with small annual drops in 2022 and 2023.
Chart 3.1
Population Trends
City of Santa Monica
PolicyMap
Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 92,170 91,600 -1%
Households 46,690 45,705 -2%
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Demographics Base Year: 2009 Most Recent Year: 2020 % Change Median Income $76,580.00 $98,300.00 28%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) According to Census estimates, the total number of households in Santa Monica increased by approximately 2.1% between 2018 and 2023. The most significant growth occurred in Census Tract 06037701802, which experienced a rise of just over 30%. All other tracts reported more modest growth of 10% or less, with some areas even seeing a decline in the total number of households. Table 6 shows that between 2016 and 2020, out of the estimated 45,705 households, just under 40% have incomes at or below 80% AMI in the following groupings – there were 8,270 households between 0-30% AMI (18.1%), 4,575 households between >30-50% AMI (10%), and 5,105 households between 50-80% AMI (11.2%). As the number of lowmoderate income households continues to increase the need for affordable housing options will also need to increase to keep pace with demand.
The median income increased by approximately 16.9% between 2018 and 2023, with the median income of the City being $109,739 by 2023. However, with the significant increase in rent and living costs, this increase has likely not kept up with these demands. Map 3.1 shows the distribution of median household income in the City. Higher median incomes are seen in tracts on the western and eastern sides of the city, with tracts closer to the ocean and downtown having lower median incomes.
2019 to 2023 Census data suggests that the City’s poverty rate was 11.6% in 2023. Central tracts, especially near downtown, have higher poverty rates than those on the outer edges of the city. When income is concentrated in certain areas it can lead to concentrated areas of poverty, which become of particular concern if income and geography are closely related to race or ethnicity in the community. This data may suggest that there are not enough affordable housing options to allow LMI individuals to live in certain areas within Santa Monica.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Map 3.1
Median Household Income
City of Santa Monica
2019-2023 ACS, PolicyMap
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Number of Households Table
By HUD Area Median Family Income (HAMFI)
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 8,270 4,575 5,105 3,225 24,530
Small Family Households 1,100 1,335 1,585 940 8,390
Large Family Households 75 135 130 85 975
Household contains at least one
person 62-74 years of age 2,140 1,245 1,050 500 3,835
Household contains at least one
person age 75 or older 2,505 540 635 270 2,020
Households with one or more
children 6 years old or younger 200 259 395 259 1,925
Table 6 - Total Households Table
Data Source: 2016-2020 CHAS
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen facilities 490 85 145 10 730 0 0 15 0 15
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 90 260 50 45 445 0 0 0 10 10
Overcrowded -
With 1.01-1.5
people per
room (and none
of the above
problems) 115 205 165 75 560 0 0 0 0 0
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 3,750 1,685 690 180 6,305 800 450 405 150 1,805 Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 885 995 1,725 850 4,455 115 105 205 345 770
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Zero/negative
Income (and
none of the
above
problems) 1,165 0 0 0 1,165 170 0 0 0 170
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems 4,445 2,235 1,055 315 8,050 800 450 420 160 1,830 Having none of four
housing problems 2,610 1,500 3,000 2,180 9,290 415 390 630 575 2,010 Household has
negative income, but
none of the other
housing problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 845 925 695 2,465 165 85 215 465
Large Related 55 50 20 125 20 20 20 60
Elderly 2,720 760 425 3,905 630 265 310 1,205
Other 1,445 1,295 1,455 4,195 100 190 70 360
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Total need by
income
5,065 3,030 2,595 10,690 915 560 615 2,090
Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 480 480 165 60 0 225
Large Related 0 0 0 0 20 0 20 40
Elderly 1,975 465 120 2,560 545 220 160 925
Other 0 1,310 825 2,135 75 0 0 75
Total need by
income
1,975 1,775 1,425 5,175 805 280 180 1,265
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
5. Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 185 335 170 120 810 0 0 0 10 10
Multiple, unrelated
family households 0 95 30 0 125 0 0 0 0 0
Other, non-family
households 20 45 15 0 80 0 0 0 0 0
Total need by
income
205 475 215 120 1,015 0 0 0 10 10
Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present
Table 12 – Crowding Information – 2/2
Describe the number and type of single person households in need of housing assistance.
According to 2019-2023 Census data, 46.6% of households in Santa Monica are single-person households. Renters are more likely than homeowners to live in single-person households. Map
3.2 shows that single-person households are spread throughout the City, with the largest concentration (over 60% of households) located in the southwest corner tract. Downtown tracts also have higher concentrations of 1-person households. The higher concentration tracts are located near the beach and downtown Santa Monica, which are likely to attract or accommodate more single-person household residents. Northern tracts have lower percentages of 1-person households (less than 30%).
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Map 3.2
Single Person Households
City of Santa Monica
2019-2023 ACS, PolicyMap
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
A 2023 survey from the City of Los Angeles found that 41% of people experiencing homelessness had also experienced domestic violence, underscoring the tight link between abuse and housing loss. For many women, DV is the presenting issue leading to homelessness.
Stakeholders stressed the need for more housing units that are affordable, trauma-informed, and capable of providing wraparound services for survivors—especially those who are parenting, navigating legal systems, or dealing with substance use or mental health concerns.
Survivors of domestic violence—especially those with children—require intensive legal support to navigate custody issues, immigration status, protective orders, and housing access.
Stakeholders emphasized that legal services are often underfunded, despite being one of the
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most critical components of a survivor’s path to stability. Organizations like Sojourn, Inner City Law Center, Legal Aid Foundation of Los Angeles (LAFLA), and others provide legal representation, but demand continues to outpace availability.
Persons with Disabilities
2019-2023 Census data suggests that 8,815 people, or 9.7% of the City’s population, was living with a disability. This was a 2.8% increase from 2018-2022 estimates. 3.3 shows that the central tracts have higher concentrations of people living with disabilities. The tract with the highest disability rate (19.7%) was in the central area of the City. 3.4 shows the concentrations of those living with a disability who are also living in poverty. The darkest shaded tracts indicate areas in which 35% or more of residents are living in poverty with a disability. 2023 ACS data shows that 2.7% of the City’s population aged 65-74 years and 22.3% of those aged 75 years or older were living with a disability. Independent living disabilities (because of a physical, mental, or emotional problem, having difficulty doing errands alone such as visiting a doctor’s office or shopping) are the highest disability type for those 65 years or older and affect
16.6% of the senior population. There is a need for more housing assistance for those living with disabilities, especially the elderly population.
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Map 3.3
Disability
City of Santa Monica
2019-2023 ACS, PolicyMap
Map 3.4
People Living in Poverty with a Disability
City of Santa Monica
2019-2023 ACS, PolicyMap
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Victims of Domestic Violence, Dating Violence, Sexual Assault, and Stalking
What are the most common housing problems?
Table 7 shows that housing cost burden is the most common housing problem in the City. A housing unit is considered cost-burdened when between 30 and 50 percent of its income goes toward housing costs, and severely cost-burdened when housing costs consume more than 50 percent of a household’s income as shown in Tables 8 and 9 above. Table 7 shows that 5,225 households (31.8%) were cost burdened, and 8,110 households (49.4%) were severely cost
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burdened based on 2016-2020 CHAS data. The majority of cost burdened (85.3%) and severely cost burdened (77.8%) households are renters.
Maps 3.5 and 3.6 highlight the concentrations of cost burdened homeowners and renters throughout the City. Tract 06037701902 has the highest rate of cost burdened homeowners at
75.7%. All other purple shades indicate homeowner cost burden of at least 30%, with the pink shade indicating cost burden less than 30%. Map 3.6 shows that all tracts in the City experience renter cost burden of at least 30%, with the darkest purple areas indicating cost burden of 50% or greater.
Map 3.5
Cost Burdened Homeowners
City of Santa Monica
2019-2023 ACS, PolicyMap
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Map 3.6
Cost Burdened Renters
City of Santa Monica
2019-2023 ACS, PolicyMap
Are any populations/household types more affected than others by these problems? Renter and owner households earning between 0–50% of the Area Median Income (AMI) are the most severely impacted by housing cost burdens in Santa Monica. As shown in Table 9, 9,570 of the 12,780 cost-burdened households (74.9%) fall within this income bracket. Among all cost-burdened households, 83.5% are renters—highlighting a significantly higher burden on renter households compared to owners.
Similarly, Table 10 shows that of the 6,440 households with severe cost burdens, 4,835 (75.1%) were in the 0–50% AMI range, and 80.4% of those were renter households. Stakeholder
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interviews confirmed that renters—particularly those in the extremely low- to low-income brackets—face disproportionate challenges in maintaining stable housing. Elderly renters on fixed incomes were also identified as being especially vulnerable to severe cost burdens.
Stakeholders from the Santa Monica Housing Authority reported an increase in long-term resident families becoming newly at risk of homelessness due to rising rental costs and a shortage of affordable 2- and 3-bedroom units. This shortage disproportionately affects families with children, who not only need space but also proximity to essential services like schools, parks, and childcare. The lack of family-sized affordable housing was described as a major gap contributing to displacement pressures.
Stakeholder input from Santa Monica College’s Pico Partnership Program underscored rising rates of housing displacement and food insecurity among youth and young adults. While many of these students are not classified as “homeless” under HUD definitions, they frequently live in unstable conditions such as couch surfing or separating from their families due to economic strain. Barriers to rental access—such as credit history, eviction records, or prior justice involvement—were also cited as contributing factors. In response, SMC is actively pursuing new student housing options at its Bundy campus to support low-income and displaced students.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance Stakeholders from both the Housing Authority and local housing providers emphasized that low-income families with children—particularly those earning less than 30% of AMI—are at elevated risk of homelessness, even if they are currently housed. These households often live in overcrowded conditions, rely on multigenerational arrangements, or reside in substandard units due to limited affordable housing options.
Stakeholders also noted that while some affordable units have been built through partnerships with organizations like Community Corporation and Upward Bound, most units are designed for single adults or seniors. Families, by contrast, require multi-bedroom units in close proximity to childcare, schools, and transit. This misalignment between the available housing stock and family needs was consistently cited in interviews as a core challenge to housing stability.
Additionally, formerly homeless households who are nearing the end of rapid re-housing or short-term subsidy programs are vulnerable to repeat episodes of homelessness. Stakeholders identified an urgent need for long-term rental assistance, case management, and employment support to ensure sustainable housing outcomes for these households.
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If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Stakeholders across multiple interviews identified several characteristics of the local housing market that contribute to instability and increased risk of homelessness:
A shortage of family-sized affordable units, particularly 2- and 3-bedroom rentals, creates overcrowding and displacement pressures for households with children. Newer developments often consist of studio or one-bedroom units, limiting their suitability for larger or multigenerational households. Many units are geared toward seniors or single adults, leaving families underserved. Accessibility limitations, including apartments located on upper floors without elevators, especially impact older adults and individuals with disabilities. Rental screening barriers—such as credit checks, criminal history, or eviction records— create obstacles for low-income applicants and those with lived experience of homelessness.
Insufficient proximity to transit, schools, and childcare restricts viable housing options for lower-income families.
Stakeholders also highlighted that the misperception that most unhoused individuals are transient or from outside the city has contributed to reduced service investments and a policy shift toward enforcement. This dynamic has, in turn, made it harder to maintain proactive, service-centered responses that could help prevent homelessness among at-risk local households.
Discussion
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
A disproportionately greater housing need exists when the members of racial or ethnic group at a given income level experience housing problems at a greater rate (10% points or more) than the income level as a whole. The following tables analyze housing problems experienced by different racial and ethnic groups across income ranges in the City. 0%-30% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 6,240 2,025 0
White 4,220 1,440 0
Black / African American 560 100 0
Asian 395 315 0
American Indian, Alaska Native 30 0 0
Pacific Islander 15 0 0
Hispanic 810 165 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 3,790 780 0
White 2,470 520 0
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Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Black / African American 415 45 0
Asian 165 80 0
American Indian, Alaska Native 0 0 0
Pacific Islander 15 0 0
Hispanic 625 120 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 3,410 1,695 0
White 2,465 985 0
Black / African American 65 45 0
Asian 285 40 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 455 585 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
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80%-100% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,670 1,560 0
White 1,125 970 0
Black / African American 20 70 0
Asian 175 165 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 165 175 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
Discussion
0-30% AMI
Approximately 75.5% of households within this income group experience housing problems.
Two racial groups—American Indian and Alaska Native households and Pacific Islander households—face a disproportionately greater housing need, with 100% of households in both groups experiencing housing problems. This rate is nearly 15 percentage points higher than the jurisdictional average. While not exceeding the 10% threshold to be classified as disproportionately affected, it is worth noting that 84.8% of Black or African American households in this income group experience housing problems—just under the threshold, but still notably higher than the overall rate.
30-50% AMI
Approximately 82.9% of households within this income group experience housing problems. 100% of Pacific Islander households in this income category experience housing problems, exceeding the jurisdiction average by about 17%.
50-80% AMI
Approximately 66.8% of households within this income group experience housing problems.
87.7% of Asian households in this income group experience housing problems and are disproportionately affected by being impacted by nearly 11% more than the jurisdiction.
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Approximately 82.9% of households within this income group experience housing problems. 100% of Pacific Islander households in this income category experience housing problems, exceeding the jurisdiction average by about 17%.
80-100% AMI
Approximately 51.7% of households within this income group experience housing problems.
There are no racial or ethnic groups that experience housing problems at a disproportionate rate at this income level.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
This section compares the existence of housing problems amongst racial groups against that of the jurisdiction as a whole in an effort to determine if any group(s) share a disproportionate burden of the area’s housing problems. For this purpose, HUD guidelines deem a disproportionately greater need exists when persons of a particular racial or ethnic group experiences housing problems at a rate of at least 10 percentage points higher than the jurisdiction as a whole.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,245 3,025 0
White 3,550 2,105 0
Black / African American 395 265 0
Asian 395 315 0
American Indian, Alaska Native 30 0 0
Pacific Islander 15 0 0
Hispanic 670 310 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,685 1,890 0
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Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
White 1,820 1,170 0
Black / African American 150 310 0
Asian 105 140 0
American Indian, Alaska Native 0 0 0
Pacific Islander 15 0 0
Hispanic 520 225 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,475 3,630 0
White 1,010 2,440 0
Black / African American 65 45 0
Asian 190 140 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 160 875 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
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80%-100% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 475 2,755 0
White 285 1,810 0
Black / African American 20 70 0
Asian 65 275 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 75 265 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
Discussion
0-30% AMI
Approximately 63.4% of households within this income group experience severe housing problems. Two racial groups—American Indian and Alaska Native households and Pacific Islander households—face a disproportionately greater housing need, with 100% of households in both groups experiencing housing problems. This rate is more than 35% higher than the jurisdictional average.
30-50% AMI
Approximately 58.7% of households within this income group experience severe housing problems. 100% of Pacific Islander households and 69.8% of Hispanic households in this income category experience severe housing problems. These rates are both more than 10% of the jurisdictional average, and both groups are disproportionately impacted. 50-80% AMI
Approximately 28.9% of households within this income group experience severe housing problems. 59.1% of Black or African American households in this income category experience severe housing problems, which is about 30% greater than the jurisdiction’s average. 57.6% of Asian households in this income category experience severe housing problems, which is nearly 30% greater than the jurisdictional average. Thus, both Black or African American and Asian residents in this income group experience severe housing problems at a disproportionate rate.
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80-100% AMI
Approximately 14.7% of households within this income group experience severe housing problems. At this income level, no racial or ethnic group experiences a disproportionately greater housing need due to severe housing problems.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
According to HUD, disproportionate need refers to any need for a certain race/ethnicity that is more than ten (10) percentage points above the need demonstrated for the total households within the jurisdiction at a specific income level. The tables and analyses below identify the share of households by race/ethnicity and income level experiencing housing cost burdens as outlined by HUD guidelines.
Disproportionate need for each race/ethnicity is determined by calculating the share of the total number of cost burdened and severely cost burdened households from each race/ethnicity and comparing that figure to the share of all Santa Monica households.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 26,755 8,355 9,125 1,470
White 19,065 5,955 6,445 1,065
Black / African American 700 565 525 15
Asian 2,380 490 830 270
American Indian, Alaska
Native 74 0 30 0
Pacific Islander 0 0 30 0
Hispanic 3,095 1,005 955 115
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Discussion:
In Santa Monica, there are 8,355 households spending between 30% and 50% of their income on housing, and 9,125 households that are severely cost burdened by spending more than 50% of their income on housing costs. A review of racial and ethnic disparities reveals disproportionate needs particularly among Hispanic, Black/African American, and Asian households.
Hispanic households make up 3,095 of those with no cost burden but also represent 1,005 moderately cost-burdened households and 955 severely cost-burdened
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households. Combined, these groups indicate a substantial housing cost strain relative to their overall population size in the city.
Black/African American households total 700 with no cost burden, but 565 are moderately cost burdened and 525 are severely cost burdened. This suggests a notable share of Black households are impacted by unaffordable housing. Asian households are similarly affected, with 490 moderately burdened and 830 severely burdened—despite 2,380 reporting no burden. This means nearly 1 in 3 Asian households included in this dataset are cost burdened or severely cost burdened. American Indian/Alaska Native and Pacific Islander households are smaller in number, but available data shows that 100% of Pacific Islander households are cost burdened (30 households), with 30 American Indian/Alaska Native households severely burdened.
In contrast, White households, while comprising the largest share of households with no cost burden (19,065), still represent a substantial number of those facing moderate (5,955) and severe (6,445) cost burdens. However, when viewed proportionally, White households tend to have a lower rate of cost burden compared to many minority households.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? 0-30% AMI
Housing problems: American Indian and Alaska Native and Pacific Islander households in this income category are disproportionately affected by housing problems. Severe housing problems: American Indian and Alaska Native and Pacific Islander households in this income category are disproportionately affected by housing problems.
30-50% AMI
Housing problems: Pacific Islander households in this income category are disproportionately affected by housing problems.
Severe housing problems: Pacific Islander and Hispanic households in this income category are disproportionately affected by severe housing problems. 50-80% AMI
Housing problems: Asian households in this income category are disproportionately affected by housing problems.
Severe housing problems: Black or African American and Asian households in this income category are disproportionately affected by severe housing problems. If they have needs not identified above, what are those needs? No other needs are identified at this time.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
Racial minority groups do face disproportionally greater need in several income categories as reported above in this section, but are not concentrated in any particular area of the City.
Households that identify ethnically as Hispanic are concentrated in census tracts along I-10 (tracts 06037701801, 06037701802, and 06037701702); however, Hispanic households do not have any disproportionate needs as compared to the jurisdiction as a whole for housing problems, severe housing problems, or housing cost burden.
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The map below shows the percentages of people of color living in Santa Monica by census tract. There are higher concentrations of people of color in the central eastern areas of the City, specifically in the Pico District and areas surrounding the Santa Monica Freeway. Two tracts have concentrations of over 70% - tract 060377018013 (78.1%) and tract 060377018014 (75.9%). Conversely, much of the western portion of Santa Monica—especially areas closer to the coast and north of Montana Avenue—has a significantly lower percentage of people of color, often less than 40%, indicating a east-west racial and ethnic divide. These areas tend to be more affluent and have higher concentrations of White, nonHispanic residents. The geographic concentration of communities of color in Santa Monica correlates with areas of older housing stock, higher renter occupancy, and elevated rates of housing problems and cost burden.
Map
Percent Population of Color
City of Santa Monica
2019-2023 ACS, PolicyMap
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NA-35 Public Housing – 91.205(b)
Introduction
The Santa Monica Housing Authority (SMHA) was consulted during development of this Consolidated Plan. Although the SMHA does not own or operate any public housing, the SMHA does administer several rental housing voucher programs, and it is the intention of the Authority to continue to ensure that its participants in the Housing Choice Voucher, Continuum of Care voucher, Emergency Housing voucher, HOME voucher, Veterans Affairs Supportive Housing voucher, and Stability Voucher programs are housed in safe and adequate affordable housing.
Totals in Use
Program Type
Certificate ModRehab Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose
Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers in
use 0 0 0 1,725 410 1,291 34 0
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
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Characteristics of Residents
Program Type
Certificate ModRehab Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 14,590 11,787 14,611 14,322 21,740 Average length of stay 0 0 0 10 0 10 0 10
Average Household size 0 0 0 1 1 1 1 3
# Homeless at admission 0 0 0 2 0 0 2 0
# of Elderly Program Participants
(>62) 0 0 0 518 2 508 7 1
# of Disabled Families 0 0 0 275 5 263 6 0
# of Families requesting accessibility
features 0 0 0 1,036 7 1,012 15 1
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Race Certificate ModRehab Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 766 7 746 12 0 1
Black/African American 0 0 0 258 0 254 3 1 0
Asian 0 0 0 10 0 10 0 0 0
American Indian/Alaska
Native 0 0 0 1 0 1 0 0 0
Pacific Islander 0 0 0 1 0 1 0 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate ModRehab Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 0 201 0 198 2 0 1
Not Hispanic 0 0 0 835 7 814 13 1 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
Santa Monica Housing Authority (SMHA) does not own any public housing development units.
SMHA administers the HCV program throughout the city and ensures that its programs and activities are accessible to everyone, including individuals with disabilities. The City also works closely with the Santa Monica Housing Authority (SMHA) to promote dialogue regarding the ongoing needs of the disabled. The Section 8 HCV waiting list is currently open and includes a list of more than 40,000 applicants. As evidenced by the large number of families on the waiting list, affordable housing is a major need.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders The most immediate needs of residents of public housing and HCV holders are additional affordable housing and incomes that can support self-sustainability. The need for affordability is indicated by the number of households on the waiting list for the voucher program (more than 40,000 as mentioned immediately above).
How do these needs compare to the housing needs of the population at large There is a much greater and ongoing need for affordable housing for residents in assisted housing than in the general population. Residents in assisted housing are more likely to be very low-income, and therefore more severely cost burdened, than the general population. Further, approximately 75% of voucher holders are disabled or elderly. Elderly residents may require housing accommodations due to being more likely to be disabled than the general population.
They are also more likely to be living on fixed incomes, which means any change in housing costs affects affordability to them more than the general population.
Discussion
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Homelessness is a particularly troublesome and complex issue for most communities across the United States, caused by many overlapping and interrelated variables. The cause of any single person’s homelessness often lies not in a single factor, but in the convergence of many events and conditions. From one perspective, homelessness is an economic problem caused by unemployment, lack of affordable housing options, or poverty. From another perspective, homelessness is a health issue rooted in mental illness, physical disabilities, HIV/AIDS, substance abuse, or a combination of those health factors. A third perspective is to view homelessness as a social problem influenced by domestic violence, educational attainment, and race. In reality, homelessness can be caused by all of these issues, which are often interrelated, and addressing homelessness requires a collaborative and community-based approach.
The Stewart B. McKinney Homeless Assistance Act defines the “homeless,” “homeless individual,” or “homeless person” as an individual who lacks a fixed, regular, and adequate night-time residence and who has a primary night-time residence that is:
• A supervised publicly or privately-operated shelter designed to provide temporary living accommodations (including welfare hotels, congregate shelters, and transitional housing for the mentally ill);
• An institution that provides a temporary residence for individuals intended to be institutionalized; or
• A public or private place not designed for, or ordinarily used as, a regular sleeping accommodation for human beings
Santa Monica is part of the Los Angeles Continuum of Care, the regional planning entity that coordinates housing and services for homeless families and individuals across the county. In December of 1993, the Los Angeles Homeless Services Authority (LAHSA) was created by the Los Angeles County Board of Supervisors and the Los Angeles Mayor and City Council to be an independent, joint powers authority. LAHSA is the lead agency in the Los Angeles City and County Continuum of Care. The following data represents the homeless population count in the Continuum of Care as of April 2025. According to the 2024 Point In Time Count conducted by LAHSA, there were a total of 774 homeless persons in Santa Monica, which represents a 16 percent decrease from the prior year.
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The charts below are representative of the entire Continuum of Care’s Point In Time Count results.
Population Estimate the # of persons
experiencing
homelessness on a given
night
Estimate the #
experiencing
homelessness
each year
Estimate
the #
becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days
persons
experience
homelessness
Sheltered Unsheltered
Persons in
Households with
Adult(s) and
Child(ren) 7,862 2,845 0 0 0 0
Persons in
Households with
Only Children 37 72 0 0 0 0
Persons in
Households with
Only Adults 13,793 46,592 0 0 0 0
Chronically
Homeless
Individuals 4,480 23,721 0 0 0 0
Chronically
Homeless
Families 869 753 0 0 0 0
Veterans 957 2,034 0 0 0 0
Unaccompanied
Child 37 69 0 0 0 0
Persons with
HIV 381 882 0 0 0 0
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If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Chronically Homeless Individuals and Families: According to the 2024 Point-in-Time Count conducted by the Los Angeles City and County Continuum of Care, there were 29,823 chronically homeless individuals, representing nearly 42% of the total homeless population. The majority—82%—of chronically homeless individuals were unsheltered, compared to 69% of the overall homeless population. Chronic homelessness was far more prevalent among adults in households without children (47%) than among individuals in households with children (15%).
Additionally, unsheltered rates varied significantly by household type: 84% of chronically homeless adults in households without children were unsheltered, compared to 46% of those in chronically homeless families with children.
Families with Children: The 2024 Los Angeles City and County Continuum of Care Point-in-Time Count identified 10,707 individuals in households with at least one adult and one child. Notably, children under the age of 18 accounted for nearly 58% of this group. Although this household type represented only 5% of all homeless households, they were significantly more likely to be sheltered—74%—compared to just 23% of households without children.
Veterans: The 2024 Los Angeles City and County Continuum of Care Point-in-Time Count identified 2,991 individuals experiencing homelessness who were veterans, accounting for just 4% of the total homeless population. Veterans were sheltered at a slightly higher rate (32%) than the overall homeless population (30%).
Unaccompanied Youth: The 2024 Los Angeles City and County Continuum of Care Point-in-Time Count identified 2,406 unaccompanied youth up to age 24, comprising 3% of the total homeless population. Among them, 106 individuals (4%) were under the age of 18. Notably, 65% of unaccompanied minors were unsheltered, compared to 45% of youth ages 18 to 24.
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
American Indian, Alaska
Native, or Indigenous
160 896
Asian or Asian American 283 644
Black, African American, or
African
8,693 12,467
Middle Eastern or North
African
11 84
Native Hawaiian or Other
Pacific Islander
93 195
White 3,320 11,585
Non-Hispanic and Multiple
Race
232 1,657
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic/ Latina/e/o Only 3,175 19,928
Hispanic and One or More
Race
5,725 2,053
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
See above.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
The 2024 Point-in-Time Count data reveal significant racial and ethnic disparities in the Los Angeles City and County homeless population. Black individuals account for nearly 30% of all persons experiencing homelessness, despite representing only about 9% of the general population according to 2023 ACS data. White individuals represent 21% of the homeless population but are more likely to be unsheltered (78%) than Black individuals (59%). Hispanic/Latino individuals are the largest ethnic group, comprising
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nearly one-third of the homeless population and facing disproportionately high unsheltered rates (86%).
American Indian, Middle Eastern/North African, and multiracial individuals also experience extremely high rates of unsheltered homelessness (above 85%), indicating the need for culturally specific outreach strategies.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Unsheltered homeless make up over three-fourths of the persons experiencing homelessness in Santa Monica. Instead of residing in the shelter units in the city, unsheltered homeless individuals live on the street, the beach, or in their vehicles. According to the 2024 Point In Time Count data, the unsheltered population in Santa Monica decreased by 11 percent (from 676 to 601) since 2023. Of the 601 unsheltered, 479 individuals counted were not in a dwelling. The remaining 122 represents the number of observed dwellings, to include cars, vans, RVs, tents, and makeshift shelters that were visually observed during the 2024 PIT Count. These counts do not equate to participants staying in these dwellings. While the overall number of dwellings decreased by 17 percent (from 147 to 122) from the previous year, the number of tents increased by 75 percent (from 12 to 21). The sheltered population also increased by 15 percent (from 150 to 173).
When reviewing the previous 15 years of homeless data from Santa Monica, as displayed in Figure ? below, one can see that that the total homeless population has ebbed and flowed, but remained relatively stable over the years. In fact, Santa Monica has seen an overall 15% decrease in these numbers. However, unsheltered homelessness rates have increased more than 25% since 2009, while the number of individuals in shelter declined 60% during the same time period.
Figure ?- Santa Monica Homelessness Trends (2009- 2024) The Housing Commission Chair noted that many unsheltered individuals in Santa Monica have become deeply disconnected from systems of care. Long-term homelessness, compounded by untreated mental illness, substance use, and PTSD—particularly among veterans—has led to loss of trust and disengagement. SMHA is exploring the creation of a triage program to better assess and connect
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individuals with services based on need. However, stakeholders emphasized the importance of ensuring that homeless services are not diluted or redirected through budget reallocations and actually reach those they are intended to serve.
Discussion: Although Santa Monica has seen a 14% overall decline in the number of individuals experiencing homelessness since 2020—based on annual Point-in-Time Count data—residents and stakeholders report that homelessness has become increasingly visible and pervasive throughout the city. Notably, while the number of individuals in shelters dropped by 43% during this period, the number of unsheltered individuals remained unchanged. This means fewer people are accessing or staying in emergency shelters, which could be the result of reduced shelter availability, high eligibility barriers, or a mismatch between shelter services and client needs (e.g., lack of privacy, lack of storage space for personal belongings, pet restrictions, safety concerns).
The stagnant unsheltered population and reduced use of shelters suggest a need to reassess service delivery models, expand low-barrier and/or non-congregate shelter options, increase homeless prevention efforts, and invest in permanent housing solutions tailored to the needs of the chronically homeless. While the City has made important progress, recently opening its first permanent supportive housing development, the Laurel, and making commitments to two additional developments, the Housing Authority reports that demand for stable housing continues to outpace available supply.
Additionally, City representatives reported that the perception and visibility of homelessness remains one of the most frequently cited concerns among businesses deciding whether to locate in Santa Monica. While the City collaborates with police and service providers to support unhoused individuals, challenges persist in public perceptions. Transit-related dynamics also shape local needs. The Expo Line terminates in Santa Monica, and the suspension of fare enforcement during the COVID-19 pandemic contributed to increased arrivals of unhoused riders seeking food or shelter. These patterns underscore the need for coordinated regional approaches to homelessness and transit policy.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
The City of Santa Monica is home to several non-homeless special needs populations requiring housing and supportive services. These include the elderly and frail elderly, persons with disabilities (including those with mental illness and substance use disorders), persons living with HIV/AIDS and their families, and individuals with alcohol or drug addictions. Each of these groups faces unique barriers to housing stability, independence, and long-term well-being.
Describe the characteristics of special needs populations in your community:
Elderly and Frail Elderly: According to 2023 ACS estimates, 17,611 residents aged 65 and older live in Santa Monica, comprising 19.2% of the city’s population. Of these, 4,986 (29.4%) have a disability, and 17.9% live below the poverty line. Stakeholder interviews, particularly with Wise and Healthy Aging, confirmed that many seniors—especially renters—are cost burdened, live in inaccessible units, and face risks such as isolation, falls, and hoarding-related lease violations.
Over half of seniors are renters (55.2%), and many reside in upper-story units without elevators or in housing that lacks ADA-compliant features. Stakeholders emphasized that the mismatch between Santa Monica’s aging population and its housing stock will only widen as the senior population continues to grow. Case managers frequently assist seniors in relocating to safer units, but the supply of affordable, accessible senior housing remains limited. In-home support services, transportation, nutrition programs, and fall prevention strategies are essential to helping this population age in place.
Programs such as those operated by Wise and Healthy Aging—in collaboration with the Santa Monica Fire Department—offer decluttering support, home modifications, housing retention supportive services, and assistance with applications for in-home care. However, as the senior population grows, so will the demand for coordinated, proactive interventions.
Persons with Disabilities: Roughly 8,815 residents—9.7% of Santa Monica’s total population— are living with a disability. Among those aged 65 and older, nearly 30% report having at least one disabling condition. Individuals with physical or mental disabilities require accessible, affordable housing combined with supportive services such as in-home care, case management, mental health services, and life skills training.
Stakeholders reported that while some accessible units exist, they are not sufficient in number, and many people with disabilities—especially older adults—remain in housing that is unsafe or isolating. The City’s Aging and Disability Action Plan and stakeholder consultations with service providers underscored the importance of expanding housing options that accommodate physical needs and enable residents to live independently.
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Persons with HIV/AIDS and Their Families: Although Santa Monica-specific data is not available, the City is part of the Los Angeles County Westside Service Planning Area (SPA 5). As of 2023, there were 51,796 individuals living with HIV countywide. In 2022, 1,641 people aged 13 or older were newly diagnosed with HIV, with Black residents experiencing the highest diagnosis rates.
Individuals living with HIV/AIDS face pressing needs for permanent supportive housing, medical and behavioral health care, case management, and legal and financial counseling. These services support treatment adherence and long-term stability. Needs are identified through the Los Angeles County HIV Surveillance Report, HOPWA provider data, and community health assessments.
Persons with Alcohol or Drug Addictions: Stakeholders noted a significant lack of substance use treatment facilities, especially on the Westside of Los Angeles. There are limited detox facilities in Santa Monica, although city partner CLARE|Matrix opened 15 detox beds in early 2025 to supplement their long-term recovery housing options. Even so, the need for increased services to this population are glaring as individuals experiencing addiction require a continuum of services including supportive and recovery housing, clinical treatment, mental health support, and case management.
These needs are further compounded by co-occurring disorders, trauma histories, and justice involvement. The City’s Behavioral Health Strategy and multiple service providers cited in stakeholder interviews emphasized the need for a recovery-oriented, low-barrier approach to care.
Veterans: While veterans’ needs were historically more visible in the community, stakeholder interviews noted a decrease in the number of veterans accessing community-based housing services, likely due to increased services provided directly through the VA. Nonetheless, veterans with behavioral health conditions or disabilities still require coordinated housing and employment support. The City coordinates with the West LA VA to better meet the needs of veteran residents.
What are the housing and supportive service needs of these populations and how are these needs determined?
Stakeholder feedback across interviews emphasized that permanent housing for special needs populations must be paired with wraparound services to be effective. The Santa Monica Housing Authority reports that populations such as older adults, individuals with disabilities, and survivors of domestic violence often face multiple barriers to stability. Legal services, case management, and consistent service coordination are crucial to maintaining housing and preventing institutionalization or eviction.
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Barriers to housing include a lack of accessible and ADA-compliant units, unaffordability, discrimination, and an insufficient supply of service-enriched housing. Needs are identified through census data, client-level data from providers, public health records, and planning initiatives such as the City’s Aging and Disability Action Plan and Behavioral Health Strategy.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
The Los Angeles County Department of Public Health collects data and reports on HIV through the Annual HIV Surveillance Report. Specific figures for HIV/AIDS was not available for Santa Monica, however, the City is part of the Westside Service Planning Area (SPA5) in Los Angeles County. Some key data findings in the 2023 Annual HIV Surveillance Report include:
As of the end of 2023, 51,796 people living with HIV in Los Angeles County. Males are disproportionately impacted by HIV.
In 2022, 1,641 people aged 13 or older were newly diagnosed with HIV. Black or African American individuals had higher rates of HIV diagnoses compared to other racial and ethnic groups.
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Discussion:
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The Santa Monica Housing Authority does have a disability preference for HOME TBRA waitlist, although it is not based on any specific disability category. Many people with disabilities rely on fixed income such as SSI or SSDI which makes them low-income or very-low income. As rents continue to rise it becomes increasingly difficult for disabled individuals to continue paying for their apartments and therefore many are at risk of homelessness. Receiving a subsidy through a HOME voucher allows these individuals to remain in their apartments in Santa Monica where many have lived for years, thus reducing homelessness in the city.NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
Stakeholders highlighted the continued impact of the COVID-19 pandemic on public facility access and operations. Many library branches have yet to return to pre-pandemic hours, limiting public access to technology, safe gathering space, and educational resources— especially for low-income, older adult, and unhoused residents. Reinvestment in library operations was cited as a top priority by multiple stakeholders.
Stakeholders also noted ongoing maintenance needs in parks and community facilities. While the City has implemented creative programming—such as a low-cost permit program for fitness classes in parks—to activate underused space, deferred maintenance from the pandemic has created a backlog of capital needs. The Park and Recreation Master Plan, currently being updated after a pandemic-related delay, will provide a framework for addressing upgrades across gyms, restrooms, and other public spaces. Virginia Avenue Park continues to serve as a critical resource for low-income families.
Santa Monica's limited park acreage per capita was noted as a long-standing issue.
Stakeholders emphasized the opportunity presented by the planned closure of the Santa Monica Airport in 2028, which could significantly expand access to recreation, housing, and community facilities. Early planning for the site’s redevelopment should emphasize accessibility, and mixed-use solutions to address overlapping public health and housing needs.
How were these needs determined?
These needs were determined by feedback gathered during stakeholder interviews.
Describe the jurisdiction’s need for Public Improvements:
Santa Monica faces a growing backlog of unfunded capital improvement projects, including aging mechanical systems, elevator repairs, and seismic upgrades in public buildings.
Stakeholders from the Office of Emergency Management (OEM) noted that recent budget
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limitations and deferred maintenance have increased long-term hazard risk, especially where preventive infrastructure work has been postponed.
Basic infrastructure—including street lighting, sidewalks, pavement, and utilities—requires substantial investment. Stakeholders raised concerns about broken streetlights, uneven sidewalks caused by tree roots, and obstructed curbs, all of which present safety hazards for older adults and people with disabilities. Wise and Healthy Aging collaborated with the City to conduct a walking tour of problem areas downtown. Recommendations included improving walkability and lighting in areas frequented by vulnerable populations.
Several stakeholders emphasized that the Santa Monica Pier, a major economic and cultural landmark, is aging and in need of structural repair. A federally funded bridge reconstruction project was highlighted as both a top infrastructure priority and an at-risk investment due to funding delays.
Stakeholders also cited school crossing safety as an urgent concern. The reduction in funding for crossing guards in recent years has left students without consistent protections, undermining walkability and safety for children and families. Improving pedestrian infrastructure near schools, parks, and childcare facilities was described as a high-impact priority.
The City was recognized for its forward-thinking work on sustainability infrastructure, including the Swift water treatment plant, which supports long-term water resilience. However, a recycled water system intended to reduce utility costs for affordable housing has not yet been activated. Stakeholders recommended that this infrastructure be prioritized to promote environmental sustainability and support operating cost reductions in income-restricted housing.
Transportation access remains a challenge for youth and workforce program participants.
Stakeholders reported that low-income and single-parent households often rely on walking or biking to reach training programs and job sites. Some resources are located outside Santa Monica (e.g., Culver City), creating additional barriers. Recommendations included publicly supported shuttle services, van pools, or transit partnerships to better connect residents with economic opportunities.
How were these needs determined?
These needs were determined by feedback gathered during stakeholder interviews.
Describe the jurisdiction’s need for Public Services:
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Stakeholders consistently emphasized the need to restore community programming that was lost or reduced during the pandemic. Job fairs, resource events, and after-school programs were described as critical entry points for supportive services. Many called for the establishment of access centers and day centers where unhoused residents can connect with referrals, basic needs assistance, and housing navigation.
Santa Monica has also taken a unique role in crisis response and recovery, helping relocate one high school and five elementary schools displaced by the Palisades fires into vacant office buildings. This model of adaptive reuse highlights how the City can meet educational and emergency response needs through creative facility partnerships.
A range of stakeholders, particularly those working with families in affordable housing, reported persistent barriers to accessing early childhood education, after-school programs, and healthy food. Even when developments are located near high-resource schools or transit, residents may lack access to affordable, high-quality services. Needs were identified in areas including tutoring, college prep, early learning, and family wellness programs.
Childcare was identified as a persistent barrier to employment—particularly for mothers and single parents. Stakeholders reported that rising costs, insufficient subsidy access, and limited supply are forcing some families to leave Santa Monica entirely. Programs like “Family Time,” a bi-monthly early learning playgroup at Virginia Avenue Park, were praised but described as under-resourced relative to community need.
Several providers working with opportunity youth (ages 14–24) stressed that mental health, employment, and housing are deeply interconnected. These youth often experience difficult home environments, economic instability, and lack of supportive adults. Paid work experience programs, job coaching, and integrated family supports were cited as essential tools to keep youth on a stable trajectory.
Barriers to employment were noted for undocumented residents and DACA recipients, especially those displaced by recent wildfires. Many are excluded from federal programs but still seek to re-enter the workforce. Stakeholders suggested the City pursue flexible, unrestricted funding or local partnerships to expand services for excluded populations— particularly in hospitality and service sectors.
Public transit services were cited as a mixed asset. While Big Blue Bus and rideshare platforms offer coverage, stakeholders reported inconsistent ADA accommodations, including missed stops for disabled riders and poor handling of assistive devices. Calls were made for sensitivity training and expansion of wheelchair-accessible vehicles to address unmet demand.
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Finally, stakeholders highlighted a lack of free or low-cost after-school programs for elementary and middle school students. These programs are critical to youth development, especially for English language learners and children of color. They also serve as early detection points for behavioral or academic challenges. The City’s mental health partners recommended scaling these programs and equipping staff with training in youth engagement and trauma response.
How were these needs determined?
These needs were determined by feedback gathered during stakeholder interviews.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
This section evaluates the housing market and supply in Santa Monica, CA by analyzing housing indicators. An analysis of the current housing stock in the community is based on trends in structure, age, price, and tenure. Furthermore, this analysis should consider the supply of homeless shelter facilities, special needs services and housing, and non-housing community development resources. The analysis is also supplemented by GIS maps to provide geographical visualization of the data.
Santa Monica’s housing market is defined by high costs, a shortage of affordable rental units— particularly for extremely low-income households—and a heavy reliance on older, renteroccupied housing stock. With 71.2% of residents renting, affordability and availability challenges especially y by lower-income renters, multigenerational families, and seniors.
According to 2019–2023 ACS data, Santa Monica has approximately 52,381 housing units, a slight increase from prior estimates. However, roughly 44% of renter households are cost burdened and 22% are severely cost burdened. Among owner households, 35.4% are cost burdened. CHAS data highlights that 8,270 renter households earn below 30% of AMI, but only 1,715 units are affordable to them—indicating a deficit of over 6,500 affordable units.
The City’s housing stock is predominantly multifamily and aging: over 75% of all housing units were built before 1980, raising concerns about lead-based paint, outdated systems, and accessibility limitations. Nearly half of renter households report at least one housing problem, driven largely by high costs and older unit conditions. Meanwhile, newer development trends have largely focused on market-rate or moderate-income housing, with limited inclusion of extremely low-income units.
Santa Monica has a mix of federally subsidized and locally supported affordable housing, including units financed through LIHTC, HOME, Section 8, and the City’s Below Market Housing (BMH) program. Yet many of these programs face funding constraints, long waitlists, or are at risk of contract expirations. Preservation of existing affordable units and production of new family-sized and accessible units remain top priorities.
Market trends reveal rapidly increasing home values and rents. The median home value reached $1.81 million by 2023, a 45.7% increase since 2018. Median gross rent rose to $2,338, up nearly 35% over the same period. HOME and FMR rent limits fall significantly below market
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levels—posing a serious challenge to affordable housing developers, who must layer additional subsidies to close financing gaps.
Overall, the housing market in Santa Monica reflects a widening affordability gap, significant cost burdens for low-income renters, and a mismatch between unit availability and household size or income. Addressing these challenges will require sustained investment in affordable housing production, tenant protections, targeted preservation strategies, and increased coordination across local and federal programs.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
Table 31 shows that between 2016 and 2020, the City of Santa Monica had 51,455 housing units, of which 22% were single-family households. 51% were duplexes, quadruplexes, or smaller multifamily buildings (less than 20 units), 27% were multifamily buildings (20+ units), and 1% were mobile homes, boats, RV’s, vans, etc. 2019-2023 Census data estimates that out of 52,381 housing units, about 48% of the City’s housing units are small multifamily buildings (3-19 units), 15.7% are medium multifamily buildings (20-49 units), and 12.3% are large multifamily units (50+ units).
Table 32 shows that between 2016 and 2020, 12,760 housing units were occupied by homeowners and 32,935 were occupied by renters. Over 50% of homeowner households had 3 or more bedrooms, while only 10% of renter households had 3 or more bedrooms. 35% of renter households had 2 bedrooms, 43% had 1 bedroom, and 12% had no bedroom. 2019-2023 Census data estimates that 28.8% of Santa Monica residents are homeowners and 71.2% are renters. The maps below show the concentrations of both homeowner and renter households. The outer areas of the city have higher concentrations of homeowner households, while the central areas of the City have higher concentrations of renter households.
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Map 4.1
Homeowner Households
City of Santa Monica
2019-2023 ACS, PolicyMap
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Map 4.2
Renter Households
City of Santa Monica
2019-2023 ACS, PolicyMap
All residential properties by number of units
Property Type Number %
1-unit detached structure 9,210 18%
1-unit, attached structure 1,935 4%
2-4 units 5,410 11%
5-19 units 20,770 40%
20 or more units 14,045 27%
Mobile Home, boat, RV, van, etc 75 0%
Total 51,445 100%
Table 31 – Residential Properties by Unit Number
Data
Source:
2016-2020 ACS
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Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 105 1% 3,965 12%
1 bedroom 1,140 9% 14,115 43%
2 bedrooms 4,920 39% 11,415 35%
3 or more bedrooms 6,595 52% 3,440 10%
Total 12,760 101% 32,935 100%
Table 32 – Unit Size by Tenure
Data
Source:
2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
National Housing Preservation Database: According to the National Housing Preservation Database, as of December 2024, the City of Santa Monica had 39 publicly supported rental housing properties that were subsidized with one or more federal programs, including the low-income housing tax credit (LIHTC), project-based Section 8, HOME Investment Partnership Program, and public housing. The chart below visualizes the sum of assisted units by funding stream for publicly supported properties in the City.
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Picture of Subsidized Housing: Through the Picture of Subsidized Housing query tool, the U.S.
Department of Housing and Urban Development captures demographic information for residents living in public housing, Section 202/811, Project-based Section 8, as well as residents with a housing choice voucher. This data omits key funding sources – low-income tax credits, CDBG, HOME, or local funds.
Units in projects that exclusively use these resources are not captured in this information. Below are some key statistics from this data set, which is based on 2024 data from the Santa Monica Housing Authority (SMHA):
About 1,432 residents live in public housing, Section 202/811 projects, project-based Section 8, or they have a Housing Choice Voucher.
Approximately 88% of residents are extremely low-income and the average household income is $19,111
42% of households are minority households. 21% of households are Black and 17% are Hispanic. Nearly three quarters of these publicly subsidized units are studios or one-bedroom apartments (71%), 24% are two-bedroom apartments, and 5% are three or more-bedroom apartments. 46% of people in these units have a disability.
65% of the head of households are at least 62 years old.
City of Santa Monica’s Below Market Housing (BMH) Program: The City of Santa Monica's Below Market Housing (BMH) program offers affordable rental opportunities to households meeting specific income criteria. Eligibility is determined by household size and income and offers apartments in the private sector at a rent that is lower than market rate
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Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
No HCV housing vouchers are expected to be lost in the next five years. Those individuals or families whose vouchers expire or are terminated would be replaced by those on the existing waiting list. The HCV waiting list is currently closed and the latest online application period ended on April 21st, 2025.
According to HUD’s Multifamily and Section 8 Housing Report (06/02/2025), there are 12 contracts with 12 properties in the City of Santa Monica These contracts provide 1,019 units for the City.
Does the availability of housing units meet the needs of the population? The available housing units do not currently meet the needs of low-income residents. Multiple factors impact the availability of decent and affordable housing throughout the City. These data points are based on 2019-2023 Census data:
Cost burden (paying more than 30% of income towards housing costs) and severe cost burden (paying more than 50% of income towards housing costs). o 44.1% of renter households are cost burdened and 22.2% are severely cost burdened. o 35.4% of owner households are cost burdened and 22.3% are severely cost burdened. Housing Problems – includes lack of complete plumbing or kitchen facilities, having more than 1 occupant per room, or experiencing cost burden.
o 35.9% of owner households and 46.0% of renter households experience at least one selected housing problem.
2019-2023 Census data shows that there are 52,381 housing units available for 46,457 households, indicating that there are enough housing units available. However, there are not enough affordable housing units available, especially for extremely low-income households. Some units may also be located further away from grocery stores, employment opportunities, schools, medical offices, and other amenities.
Describe the need for specific types of housing:
According to the Housing Authority, the availability of affordable 2- and 3-bedroom units remains critically low, particularly for families with children who are at risk of displacement. Recent trends indicate that long-term Santa Monica residents—many with children—are increasingly unable to remain in the city due to the rising cost of housing and insufficient availability of larger, affordable rental units.
This underscores the need to prioritize family-sized housing in future development and preservation strategies.
Discussion
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Santa Monica continues to face intensifying housing affordability challenges. Between 2009 and 2020, the median home value rose by 41%, reaching $1,452,100 (Table 33). More recent data from the 2018– 2023 ACS shows a further increase of 45.7%, with the median home value reaching $1,810,200 by 2023.
Map 4.3 reveals that outer areas of the city have home values exceeding $2 million, with Census Tract 06037701801 experiencing the sharpest increase—68.5%—over the last five years.
Median contract rent also increased significantly. From 2009 to 2020, it rose 18% to $1,829; between 2018 and 2023, it rose another 34.8%, reaching $2,338. Some neighborhoods—especially those near the beach—saw increases of over 70%, with the highest median rents found in tracts with the densest renter populations (shown in Map 4.5). These increases place substantial pressure on low- and moderate-income households, many of whom already face cost burdens.
Cost of Housing
Table 33 and Table 34 illustrate the upward pressure on both home values and rents. Nearly 43% of renters now pay $2,000 or more per month. This is consistent with stakeholder reports that rents have increased faster than wages and public assistance, especially for extremely low-income households and seniors.
Stakeholders noted that despite rent control protections, market forces and investor activity continue to erode affordability, particularly in areas with newly constructed or renovated buildings. The pressure from high land values and limited housing stock continues to drive up rents citywide.
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value 1,030,500 1,452,100 41%
Median Contract Rent 1,546 1,829 18%
Table 33 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 2,335 7.1%
$500-999 3,890 11.8%
$1,000-1,499 6,445 19.6%
$1,500-1,999 6,180 18.8%
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$2,000 or more 14,085 42.8%
Total 32,935 100.0%
Table 34 - Rent Paid
Data
Source:
2016-2020 ACS
Housing Affordability
According to Table 35, there are:
Only 1,715 units affordable to renters at 30% AMI
4,560 units affordable to renters at 50% AMI
9,490 units affordable to renters at 80% AMI
This demonstrates a steep drop-off in affordability as income levels decrease, especially for households at or below 30% of AMI. The situation is especially critical for families, as the affordability gap widens with unit size.
Table 36 further illustrates the growing gap between market rents and what is considered affordable under HUD's Fair Market Rent (FMR) and HOME rent guidelines. For example:
The difference between FMR and Low HOME Rent for a 4-bedroom unit exceeds $1,650, making larger units unattainable for very low-income families without additional subsidies. Stakeholders emphasized the shortage of family-sized units, particularly for households with children, multigenerational families, and those needing ADA-compliant or accessible housing.
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 1,715 No Data
50% HAMFI 4,560 55
80% HAMFI 9,490 135
100% HAMFI No Data 160
Total 15,765 350
Table 35 – Housing Affordability
Data
Source:
2016-2020 CHAS
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Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 1,534 1,747 2,222 2,888 3,170
High HOME Rent 1,158 1,253 1,506 1,730 1,911
Low HOME Rent 913 979 1,175 1,357 1,515
Table 36 – Monthly Rent
Data
Source:
HUD FMR and HOME Rents
Map 4.3
Median Home Value
City of Santa Monica
2019-2023 ACS, PolicyMap
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Map 4.4
Percent Home Value Change
City of Santa Monica
2019-2023 ACS, PolicyMap
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Map 4.5
Median Gross Rent
City of Santa Monica
2019-2023 ACS, PolicyMap
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Map 4.6
Percent Median Gross Rent Change
City of Santa Monica
2019-2023 ACS, PolicyMap
Is there sufficient housing for households at all income levels?
No, there is a clear mismatch between supply and need, particularly for extremely low-income renters.
Table 6 shows 8,270 households earning less than 30% of AMI, yet only 1,715 units are affordable to them—a shortfall of over 6,500 units.
Stakeholders noted that most new housing production targets moderate-income or workforce-level households, and very few units are affordable to those at 0–30% AMI. Though city code allows for up to 30% affordable units in new construction, in practice, developments often yield only 5–10% affordability, frequently oriented toward moderate-income tiers.
In addition:
The Housing Authority’s voucher waitlist exceeds 40,000 applicants.
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The Below Market Housing (BMH) program has over 4,000 applicants in the live/work priority category.
New projects like Bourbon Lot Station and 14th Street are encouraged to maximize affordability allocations, particularly for extremely low-income households.
Further analysis of 2019–2023 ACS data (see table below) highlights the disparity in affordable rental units by unit size and household income. This data illustrates a significant mismatch between need and availability, particularly for households earning at or below 30% of Area Median Income (AMI). Just 5.6% of two-bedroom units and 8.4% of one-bedroom or studio units are affordable to extremely low-income families. For larger households needing three or more bedrooms, only 9.9% of units are affordable at 30% AMI.
While affordability improves somewhat for those at 50% AMI, the availability still falls far short of demand. Notably, fewer than one in five two-bedroom or larger units are affordable to a four- or sixperson household at 50% AMI—indicating that even moderate-income families struggle to find housing that fits both their size and budget.
Stakeholders emphasized that this shortage is particularly acute for families with children, multigenerational households, and individuals with disabilities who require space for caretaking or accommodations. The gap underscores the need for family-sized, deeply affordable rental units to be prioritized in new development and preservation efforts.
Table: Renter Housing Affordability
30% AMI 50% AMI
One-bedroom or studio rental units
affordable for a 2-person family 8.4% 14.4%
Two-bedroom rental units
affordable for a 4-person family 5.6% 18.9%
Three or more-bedroom rental units
affordable for a 6-person family 9.9% 20%
Source: 2019-2023 ACS
How is affordability of housing likely to change considering changes to home values and/or rents?
Housing affordability in Santa Monica is expected to worsen if current trends continue. Rising land and construction costs, slowed production of affordable housing, and budget redirection away from the Housing Trust Fund are limiting new unit delivery. Stakeholders also pointed to uncertainty at the federal level—including threats to Section 8 funding and immigrant protections—as contributing to stalled investments and developer hesitation.
Stakeholders emphasized the need for:
Legal assistance for renters to preserve housing stability.
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Expanded affordable housing preservation strategies, especially for long-term renters in rentcontrolled units. Support for the “missing middle”—households earning too much to qualify for subsidies but unable to afford market-rate housing.
Additionally, natural disasters like the Palisades Fire have tightened inventory. Households displaced by the fire have sought housing in Santa Monica, pushing rents and sale prices even higher. This secondary demand shock further strains affordability and availability.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
Fair Market Rents (FMRs) are set by HUD and are used to determine payment standard amounts for HUD Programs. HUD annually estimates FMRs for the Office of Management and Budget (OMB) defined metropolitan areas, some HUD defined subdivisions of OMB metropolitan areas and each nonmetropolitan county.
HOME Rents Limits are based on FMRs published by HUD. HOME Rent Limits are the maximum amount that may be charged for rent in HOME-assisted rental units and are applicable to new HOME leases.
According to 2023 ACS data, the median gross rent in Santa Monica was $2,338. As shown in the table below, 2023 Fair Market Rents in Los Angeles County fall below this median for most unit sizes. Median rents in the city tend to fall between the FMR for two-bedroom and three-bedroom units, highlighting the affordability gap in the local rental market.
The table below lists the HOME rent limits in Santa Monica as of June 1, 2024. Across all unit sizes, median market rents exceed HOME rent limits by $500–$1,500+ per month. For example, a typical 2- bedroom unit renting for $3,000/month in the private market costs over $750 more than the High HOME rent limit ($2,222). These differences underscore how far below market rate HOME rents are, making it financially infeasible to provide HOME-compliant units without additional subsidies or assistance provided. Low HOME rent units are even further below market rates. For example, the Low HOME rent limit for a 3-bedroom unit is just $1,357, which is less than half the market rate for such units. These units are typically reserved for households earning at or below 50% of AMI.
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Below is a visual comparison of Santa Monica’s median gross rents with both High and Low HOME Rent Limits for 2023–2024. The chart clearly illustrates the significant gap between market-rate rents and what is considered affordable under federal HOME guidelines—especially for lower-income households.
Discussion
Santa Monica’s housing market reflects a widening affordability gap, limited housing supply for extremely low-income residents, and growing displacement risk for long-term tenants. Market pressures
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continue to outpace wages, subsidies, and tenant protections—particularly for larger families, older adults, and disabled residents. Without substantial investment in deeply affordable and supportive housing, especially family-sized units, Santa Monica risks further inequity and population loss among essential community members.
Stakeholders consistently recommended:
Prioritizing deeply affordable units in new development. Expanding tenant protections and legal aid.
Exploring subsidies for the “missing middle.”
Investing in accessible, ADA-compliant housing stock. Reinstating and fully funding the Housing Trust Fund. Pursuing flexible, local funding sources to fill subsidy gaps.
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
The tables and maps in this section provide details on the condition of housing units throughout the City by looking at factors such as age, vacancy, and the prevalence of housing problems.
As defined by HUD, the 4 housing problems are:
1. a home which lacks complete or adequate kitchen facilities
2. a home which lacks complete or adequate plumbing facilities
3. a home which is overcrowded (having more than one person per room)
4. a household that is cost burdened (paying 30% or more of their income towards housing costs)
According to 2023 ACS data, 46.0% of renter-occupied units in Santa Monica report at least one of these housing problems, compared to 35.9% of owner-occupied units—an increase from 2020 figures shown in Table 37. This disparity is largely driven by cost burden, especially among renters, who comprise more than 70% of households in the city.
Santa Monica’s housing stock is also aging: 75% of all units were built before 1980, making them more likely to contain outdated systems, accessibility barriers, and environmental hazards such as lead-based paint. These challenges are particularly acute for low-income households, seniors, and people with disabilities.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
Standard Condition: A unit is considered to be in "standard condition" when it complies with the local building code, which is based on the International Building Code.
Substandard Condition but Suitable for Rehabilitation: A unit falls into this category when it has one or more code violations but is both financially and structurally feasible to rehabilitate. This definition excludes units requiring only minor cosmetic or maintenance work.
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Condition of Units
Table 37 shows that 41% of renter-occupied units and 35% of owner-occupied units report at least one selected housing condition. An additional 3% of renter households report two conditions. This suggests that nearly half of renters experience at least one problem affecting habitability, safety, or affordability.
Stakeholders noted that these problems disproportionately affect vulnerable renters, especially seniors and low-income households who may lack the means to address repairs. The burden of poor housing conditions is not evenly distributed and tends to concentrate in older, renter-heavy neighborhoods.
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 4,405 35% 13,480 41%
With two selected Conditions 10 0% 1,095 3%
With three selected Conditions 0 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 8,345 65% 18,365 56%
Total 12,760 100% 32,940 100%
Table 37 - Condition of Units
Data
Source:
2016-2020 ACS
Year Unit Built
Table 38 shows that the majority of units were built prior to 1980, with 58% of renter-occupied and 41% of owner-occupied units constructed between 1950 and 1979. An additional 20% of renter units were built before 1950.
The age of the housing stock affects energy efficiency, accessibility, and safety. Older buildings are more likely to lack elevators, feature narrow hallways or steep staircases, and contain outdated mechanical systems—all of which may contribute to housing instability or health issues for vulnerable residents.
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 965 8% 2,885 9%
1980-1999 2,460 19% 4,370 13%
1950-1979 5,190 41% 19,055 58%
Before 1950 4,155 33% 6,640 20%
Total 12,770 101% 32,950 100%
Table 38 – Year Unit Built
Data
Source:
2016-2020 CHAS
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Risk of Lead-Based Paint Hazard
According to Table 39, 73% of owner units and 78% of renter units were built before 1980—making them potentially subject to lead-based paint hazards. Although federal law requires disclosure and mitigation in certain rental and sale transactions, enforcement and remediation vary.
Lead exposure is especially dangerous for children, older adults, and immunocompromised individuals.
Testing and abatement remain costly, and stakeholders emphasized that rehabilitation funding should integrate lead hazard remediation, especially for affordable housing preservation.
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 9,345 73% 25,695 78% Housing Units build before 1980 with children present 1,190 9% 690 2% Table 39 – Risk of Lead-Based Paint
Data
Source:
2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
According to 2023 ACS estimates, 11.3% of residential units in Santa Monica were vacant, with some tracts showing vacancy rates exceeding 22% (Map 4.7). Valassis Lists estimates that as of the third quarter of 2024, 9% of all business addresses in the City were vacant.
Stakeholders noted that vacant units suitable for rehabilitation could represent a meaningful, though limited, opportunity to expand affordable housing stock—particularly if paired with public subsidies or inclusionary requirements.
Note: HUD’s eConPlan Suite is not currently able to populate the standard table below. The City and its consultants are working to populate the table prior to the HUD submission deadline of July 12, 2025.
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Table 40 - Vacant Units
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Map 4.7
Percent Vacant Housing Units
City of Santa Monica
2019-2023 ACS, PolicyMap
Need for Owner and Rental Rehabilitation
Older housing—especially units built before 1980—is more likely to require substantial maintenance. In addition to addressing lead-based paint, homes in this age range often need system upgrades, accessibility retrofits, and structural repairs. Table 38 and Map 4.8 show that multiple census tracts have over 80% of units built before 1980. The table below shows the percentages of housing units built before 1980 by tract.
Stakeholders emphasized that costs for rehabilitation have increased, driven by labor shortages, inflation, and supply chain issues. Seniors and households on fixed incomes are especially vulnerable, as they often cannot afford to make necessary repairs or improvements.
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Aging renters face similar issues. According to stakeholders, insurance premiums for affordable housing developments have risen by over 300%, threatening the sustainability of existing units. One nonprofit provider reported a $3 million annual increase in insurance costs. Without intervention, these financial pressures could force landlords to raise rents, defer maintenance, or sell off affordable assets.
Map 4.8
Housing Units Built Before 1980
City of Santa Monica
2019-2023 ACS, PolicyMap
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Table: Units Built Before 1980,
by Census Tract
Census Tract
Percent of Units
Built in 1979 or
Before
06037701201 67.8%
06037701202 80.9%
06037701302 84.5%
06037701304 82.0%
06037701402 85.4%
06037701501 79.5%
06037701502 85.6%
06037701601 75.9%
06037701602 74.1%
06037701701 70.5%
06037701702 68.5%
06037701801 72.2%
06037701802 68.9%
06037701902 28.1%
06037702002 81.0%
06037702102 83.7%
06037702201 78.5%
06037702202 82.2%
06037702300 78.5%
Source: 2019-2023 ACS,
PolicyMap
In Santa Monica, 46% of renter-occupied housing units report at least one housing problem, compared to 35.9% of owner-occupied units. With 71.2% of households in the City being renters and only 28.8% being homeowners, the burden of housing issues falls disproportionately on renters. The maps below illustrate the geographic distribution of housing problems among both renter and homeowner households. Darker purple areas indicate a higher percentage of households experiencing at least one housing problem. Among homeowners, one census tract stands out 75.7% of homeowner households in tract 06037701902 report at least one housing problem, significantly higher than the citywide average.
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Map 4.9
Renter Households with Housing Problems
City of Santa Monica
2019-2023 ACS, PolicyMap
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Map 4.10
Homeowner Households with Housing Problems
City of Santa Monica
2019-2023 ACS, PolicyMap
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards 2019–2023 ACS data estimates that 39,264 housing units in Santa Monica (75% of all units) were built before 1980. These units may pose a lead-based paint hazard, particularly if occupied by low-income families who are least likely to afford remediation.
Stakeholders stressed that HUD-mandated lead hazard testing and abatement should be prioritized in any rehabilitation program targeting low- or moderate-income households—particularly in areas with a high percentage of children or elderly residents.
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Discussion
Santa Monica’s housing stock faces several structural and environmental challenges:
Nearly half of renters experience at least one housing problem, with cost burden, overcrowding, and building age as major contributors.
Three out of four homes were built before 1980, increasing the risk of lead exposure, deferred maintenance, and physical barriers for seniors and persons with disabilities. Rising insurance and rehabilitation costs jeopardize the long-term viability of affordable housing portfolios.
There is a clear need for targeted preservation strategies, including accessibility improvements, seismic upgrades, and energy efficiency retrofits.
Stakeholders identified the use of HOME funds for renter preservation as one of the most effective current strategies—particularly for long-standing tenants at risk of displacement. With limited affordable new construction, rehabilitation of existing units will be critical to maintaining Santa Monica’s housing affordability, livability, and safety.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The Santa Monica Housing Authority (SMHA) administers the Housing Choice Vouchers (HCV) program in the city and does not operate public housing units.
Totals Number of Units
Program Type
Certif
icate
ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available 1,1,725 410 1,291 34 0 0
# of
accessible
units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 41 – Total Number of Units by Program Type
Data
Source:
PIC (PIH Information Center)
Describe the supply of public housing developments:
SMHA does not operate public housing units.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
SMHA does not operate public housing units.
Public Housing Condition
Public Housing Development Average Inspection Score
N/A N/A
Table 42 - Public Housing Condition
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Describe the restoration and revitalization needs of public housing units in the jurisdiction:
N/A. SMHA does not operate public housing units.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
N/A. SMHA does not operate public housing units.
Discussion:
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Individuals or families experiencing homelessness require numerous special needs, including emergency shelter, medical and behavioral healthcare, job training, transitional housing, and permanent supportive housing. The City is focusing its efforts on priority populations: the most chronic and vulnerable of the homeless population living on the streets of Santa Monica; persons who were last permanently housed in Santa Monica; and vulnerable members of Santa Monica’s workforce. Santa Monica is one of 88 cities within a large and populous county. While homelessness is an issue throughout the county, not all areas provide the services needed to address homelessness. Santa Monica is committed to providing essential and effective services to people experiencing homelessness in its community by working with neighboring communities and partners to form collaborations that address the regional nature of homelessness and promote the development of housing and services throughout Los Angeles County.
The data included in the table below is based on regional data from the Los Angeles City and County Continuum of Care’s 2024 Housing Inventory Count.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitiona
l Housing
Beds
Permanent Supportive
Housing Beds
Year Round
Beds (Current
& New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Developme
nt
Households with Adult(s)
and Child(ren)
8,402 0 938 5.890
Households with Only
Adults
14,801 388 2,049 20,531
Chronically Homeless
Households
0 0 0 4,138
Veterans 256 0 653 6,242
Unaccompanied Youth 533 0 867 407
Table 43 - Facilities and Housing Targeted to Homeless Households Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons The City promotes “best practice” approaches to addressing homelessness, including Housing First, helping service providers to prioritize finite resources and find appropriate housing solutions, collaboration with hospitals to strengthen discharge planning, the Santa Monica Homeless Community Court, Project Homecoming (permanent housing plus support via family reunification), and coordinated assessment using the Vulnerability Index to create a Service Registry (a by-name list that identifies the City’s most vulnerable chronically homeless individuals). This approach also involves coordination with
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the Santa Monica Police Department, Santa Monica Fire Department, the City Attorney’s Office, Los Angeles County Department of Mental Health, Santa Monica Housing Authority, and Los Angeles Superior Court. Additional City departments including the Santa Monica Public Library, Big Blue Bus, and Public Works Department have also joined interdepartmental efforts to address homelessness.
These efforts are supported through a range of non-CDBG funds, including City of Santa Monica General Funds, and HUD Continuum of Care funds, County Measure H funds and County Measure A funds, which will be allocated in FY25/26, that provide a wide variety of both housing and non-housing supportive services such as: outreach, emergency services, intake and assessment, emergency shelter, case management and supportive services, employment assistance, primary and behavioral health services, transitional housing, permanent supportive housing, and aftercare.
Access to homeless services and supportive housing is coordinated through the LA County Coordinated Entry System (CES). Santa Monica and locally-funded agencies participate in CES through outreach and service coordination, prioritization for the most vulnerable, and utilization of the county’s universal assessment tool (the VI-SPDAT). People experiencing homelessness who are prioritized for locally funded services are co-enrolled in the regional CES to ensure access to a wide-range of County resources. Santa Monica does not maintain local public health, mental health, or workforce development departments, and utilizes the LA County Departments of Public Health, Mental Health, Health Services, and Employment Development to supplement locally available social services:
LA DPH – free preventative health care; substance use disorder treatment; health and safety monitoring of local facilities;
LA DMH – mental health services for indigent/publicly insured households; street outreach; public guardianship;
LA DHS – housing subsidies/rental assistance; jail in-reach; street outreach and multidisciplinary teams; and
LA EDD – work source centers for job seekers.
A key component of service coordination is aligning resources towards shared goals. To this end, the Santa Monica City Council received a comprehensive five-year Homelessness Strategic Plan, or HSP, presented by the city’s Housing and Human Services Department in March 2025.
The city’s HSP for 2025-2030 aligns all city departments with a shared vision, measurable goals, and resource investment for addressing homelessness. With the HSP in place, the City will create an 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.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery
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Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
The City of Santa Monica works collaboratively with all local community and regional public agencies, nonprofits, private organizations, and community service organizations to achieve the goals of the City’s Homelessness Strategic Plan. The City’s homeless population consists primarily of single adult individuals, the majority of whom are chronically homeless; however, community service organizations also maintain services for families, veterans, and unaccompanied youth. Prominent programs and organizations that work to meet the needs of the homeless in Santa Monica are detailed below.
• The People Concern, which was formerly OPCC and Lamp Community, is the leading provider for people experiencing homelessness and victims of domestic violence. The agency provides a fully integrated system of care including outreach, interim housing, mental and medical health care, substance abuse services, domestic violence services, life skills, pet care support and wellness programs, and permanent supportive housing. To permanently end homelessness for program participants, the organization’s Permanent Housing Services Department works closely with case managers to match them with housing meeting their specific needs. Staff throughout the agency receive training in best practices, including trauma-informed care and harm reduction, to more effectively engage with participants. • Upward Bound House (UBH) is a nonprofit located in Santa Monica serving the county. Its mission is to eliminate homelessness among families with children by providing housing, individualized services and advocacy. UBH does this by helping families access basic resources and successfully transition them into their own homes with the capacity to remain there permanently. UBH ensures that each adult family member engages in job training, professional development, and life skills enrichment, and works towards achieving financial and employment sustainability. Families are primarily referred to UBH through the Coordinated Entry System for Families. UBH also provides families in crisis with short-term emergency shelter on the Westside and in South Los Angeles.
• St. Joseph Center’s (SJC) mission is to provide low-income working families, as well as homeless men, women, and children of all ages with the inner resources and tools to become productive, stable and self-supporting members of the community. SJC is the lead agency for the Coordinated Entry System for Families on the Westside and works closely with partners to provide seamless services for homeless and at-risk families with children. SJC offers outreach and engagement programs, mental health services, educational and vocational training, and rapid-rehousing and permanent supportive housing.
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• Step Up is a local provider of homeless and mental health services and works to help individuals reintegrate their daily lives as productive members of their communities. Some programs and services provided are workforce development and youth development programs.
Step Up also provides permanent supportive housing and housing for veterans through VASH, and specific programming for transition-aged youth (TAY) through Daniel’s Place. Step Up on Second is Step Up’s first permanent supportive housing development. Located in Santa Monica, it provides 36 units of single room occupancy (SRO) permanent housing for adults experiencing serious mental health conditions and chronic homelessness. • The Laurel, developed by EAH Housing in 2024, is an apartment complex comprised of 57 units of affordable and permanent supportive housing (PSH) for individuals experiencing homelessness. Project-based rental vouchers support all PSH units via the City of Santa Monica.
The Laurel partners with The People Concern to provide comprehensive resident services, including case management, mental health support, and assistance with daily living activities, ensuring a holistic approach to supportive housing.
• The Santa Monica Therapeutic Transport Team is a program launched in collaboration with LA County’s Department of Mental Health. It provides a specialized team, available five days a week, to assist Santa Monica Police and Fire personnel with 911 and non-emergency calls for service involving individuals experiencing a mental health crisis. • STEP Court is a monthly Shelter, Treatment, and Empowerment Program for qualifying individuals experiencing homelessness and mental health or substance abuse issues who commit a misdemeanor in Santa Monica. STEP Court is a community-based, prosecutor-led collaborative diversion court that focuses on resources rather than criminalization, aiming to streamline connection to social services, address recidivism, and ultimately reduce the number of individuals experiencing homelessness in Santa Monica. • The SaMo Bridge program seeks to reduce criminal behavior by addressing its root causes, such as homelessness, substance abuse, and mental health challenges, by offering an alternative to incarceration focused on rehabilitation and supportive services. SaMo Bridge offers a “respite hub,” consisting of two temporary trailers with 24-hour onsite security and video monitoring, for referrals from law enforcement. Rather than taking an individual committing a low-level infraction such as loitering in front of a business to jail, the Santa Monica Police Department can offer the alternative of the respite hub where they can eat a meal, take a shower, rest, and meet with an onsite case manager.
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• A new Renters’ Protection Program was approved by Santa Monica City Council in March 2025. The program will help prevent homelessness and keep vulnerable Santa Monicans housed. It will expand the City’s Right to Counsel Program, which offers participants access to either full scope legal representation in eviction cases or limited legal services, and it will create a new Flexible Financial Assistance Program for participants at risk of eviction.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction:
Santa Monica serves a diverse population with non-homeless special needs, including:
Elderly and frail elderly individuals
Persons with physical and mental disabilities
Persons with HIV/AIDS and their families
Individuals with substance use disorders
This section outlines the housing and supportive service needs of these groups and how the City and its community partners work to address them. While Santa Monica benefits from a strong network of nonprofit service providers, stakeholders emphasized that the availability of wraparound services falls short of demand—especially as the community ages and behavioral health needs grow more complex.
Stakeholders also reported increasing tension in some racially and ethnically diverse housing communities, underscoring the need for investments in mediation, education, and community-building programming. These supports are essential to fostering inclusion, reducing turnover, and preserving housing stability—particularly in high-density and multigenerational environments.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Elderly and Frail Elderly: As individuals age, they are more likely to experience physical and cognitive impairments that require housing with accessibility features and supportive services. Many older adults in Santa Monica live on fixed incomes and face food insecurity, limited mobility, and the inability to age in place due to inaccessible homes or unaffordable care options.
Key programs addressing elderly housing needs include:
Preserving Our Diversity (POD): Monthly cash assistance for low-income seniors in rentcontrolled housing. Below Market Housing (BMH): Waitlists for senior-only and accessible units. Project-Based Section 8 for Seniors: Three affordable senior housing buildings are maintained by the City.
Community Partners: Wise & Healthy Aging, Affordable Living for the Aging (ALA), and the LA County Housing Resource Center provide targeted support.
Despite these programs, stakeholders emphasized the absence of SSI-compatible assisted living facilities. As a result, seniors with declining health who cannot afford private care are often forced to leave the city—separated from family, community, and healthcare providers. Interviewees recommended that the City consider tax incentives or subsidies to support the development of affordable assisted living options.
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Food insecurity is another pressing issue. While Meals on Wheels and congregate dining sites provide critical services, demand is outpacing capacity. Access challenges—including transportation limitations, stigma, and mobility impairments—further restrict use. Stakeholders warned of potential federal cuts to nutrition programs and urged the City to expand local food assistance as part of its broader housing and health strategies for seniors.
Persons with Disabilities: People with disabilities—including physical, mental, and developmental disabilities—require integrated housing options that pair affordable, accessible units with supportive services. These may include in-home care, mental health services, case management, and mobility modifications.
Santa Monica partners with organizations like the Disability Community Resource Center (DCRC) and New Hope to expand access. Although the City no longer operates a Family Self-Sufficiency (FSS) program, two voucher holders serve on the Housing Authority Board, and staff regularly solicit input from residents and the Housing Commission.
Stakeholders highlighted that legal assistance and intensive case management are among the most urgent needs for disabled residents. These supports help prevent eviction, resolve landlord-tenant disputes, and ensure ongoing access to services. Supportive housing for people with disabilities must also be located near transportation and essential services to ensure true accessibility.
Persons with Alcohol or Drug Addictions: Residents with substance use disorders need low-barrier housing options paired with addiction recovery services, including detox, outpatient and inpatient treatment, peer support, and mental health care. However, stakeholders cited a severe lack of inpatient treatment facilities in Santa Monica and the Westside.
While outpatient behavioral health support exists, the absence of detox and crisis stabilization beds hinders effective intervention and often leads to emergency room use, arrest, or repeated shelter entry.
This service gap undermines progress in both homelessness response and public safety.
Stakeholders called for the creation of integrated recovery housing models and noted that regional coordination is needed to fill service gaps. The City's upcoming behavioral health facility (anticipated to open in late 2025) was seen as a critical investment.
Persons with HIV/AIDS and Their Families: This population requires stable, affordable housing paired with medical and supportive services to manage treatment adherence and long-term health. While specific Santa Monica-level data is limited, residents living with HIV/AIDS often face compounded challenges including stigma, high medical expenses, and unstable employment.
Stakeholders supported ongoing partnerships with HOPWA providers and public health agencies and emphasized the importance of coordination with behavioral health and housing programs to support individuals with co-occurring conditions.
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Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Santa Monica employs a mix of local initiatives and regional partnerships to support residents exiting mental health institutions, hospitals, or correctional facilities. These include housing-first models, rental assistance, and supportive case management.
However, access to these services is limited by high commercial real estate costs, which prevent many nonprofits from securing permanent office space. In response, the City has creatively repurposed underutilized public assets, such as transforming a decommissioned fire station into a mental health service center. Expanding such partnerships—especially in areas near transit—is key to making supportive services more geographically accessible.
Service navigation also remains a barrier. Although street outreach and therapeutic transport teams now operate daily and cover a broader area, stakeholders stressed the need for clearer intake systems and more robust referral networks to connect individuals leaving institutions with appropriate housing and care.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e) Senior & Disability Task Force: The City leads a monthly care coordination meeting that identifies older adults and people with disabilities that are at imminent risk of eviction due to tenant harassment, economic, health or behavioral health issues. The group, led by the City’s Homeless Prevention & Intervention Division and comprised of representatives from Code Enforcement, Rent Control, City Attorney’s Office, as well as St. Joseph Center, Disability Community Resource Center, WISE & Health Aging and Legal Aid Foundation of Los Angeles, work to develop both short- and long-term action plans to prevent eviction, address any life/safety concerns and improve the overall health and stability of the tenant.
Flexible Funds: The City’s Human Services Division maintains a “Flex Fund” of general fund dollars that is available for emergency rental assistance and other interventions to support vulnerable residents, many of whom are elderly or disabled.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The Housing Element of the City’s General Plan recognizes concerns about affordable housing and addresses them through several goals, specifically: identifying programs to assist in the production of affordable units, protecting and rehabilitating affordable units, and providing assistance to low- and moderate-income households and households with special needs. The City continues to monitor, analyze, and address market conditions and governmental factors that may act as barriers to affordable housing.
Though public policies are meant to address the overall needs of citizens, they may cause inadvertent negative effects on certain aspects of the community, which in this case are affordable housing and residential investment. Affordable housing and public and private residential investments are key components to furthering fair housing in any community. In part, to identify these negative effects and further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development (HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall affirmatively further fair housing. The primary tool for communities to identify contributing factors for these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).
In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the leading priorities within the City:
1. Displacement of residents due to economic pressures
2. Impediments to mobility
3. Lack of access to opportunity due to high housing costs
4. Lack of affordable, accessible housing in a range of unit sizes
5. Land use and zoning laws
6. Private discrimination
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
This section provides insight into the economic development landscape of Santa Monica. The table below details the extent of business sector employment throughout the City. Unemployment, commuting times, and education are also analyzed in this section.
Economic Development Market Analysis
According to 2023 BLS data, Santa Monica’s unemployment rate was 5.2%, and rose to 5.9% by October of 2024. Santa Monica’s job market is heavily weighted toward high-skill, white-collar industries such as tech, media, professional services, and education. Santa Monica has a high concentration of jobs in professional, scientific, management, administrative, and waste management services, which account for 24.4% of local employment—significantly higher than the 13.8% share in Los Angeles County.
Similarly, the information sector, including media, entertainment, and technology, represents 11.2% of employment in Santa Monica, more than double the 4.5% countywide rate. Overall, the city's employment structure supports its character as a dense, economically diverse, service-oriented community with a strong focus on sectors that require higher educational attainment and professional skillsets.
Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction
Arts, Entertainment, Accommodations
Construction
Education and Health Care Services
Finance, Insurance, and Real Estate
Information
Manufacturing
Other Services
Professional, Scientific, Management
Services
Public Administration
Retail Trade
Transportation & Warehousing
Wholesale Trade
Grand Total
Table 45 - Business Activity
Data
Source:
2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)
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Note: HUD’s eConPlan Suite is not currently able to populate the standard table below. The City and its consultants are working to populate the table prior to the HUD submission deadline of July 12, 2025.
Table: Jobs by Industry
Industry Santa Monica Los Angeles County
Estimate Percent Estimate Percent
Agriculture, forestry, fishing
and hunting, and mining 165 0.3% 22,188 0.5%
Construction 1,090 2.1% 301,866 6.2%
Manufacturing 2,516 5.0% 415,083 8.6%
Wholesale trade 825 1.6% 144,816 3.0%
Retail trade 3,293 6.5% 473,018 9.8%
Transportation and
warehousing, and utilities 1,555 3.1% 318,349 6.6%
Information 5,674 11.2% 217,955 4.5%
Finance and insurance, and
real estate and rental and
leasing 4,641 9.1% 279,253 5.8%
Professional, scientific,
management, administration,
waste management 12,361 24.4% 665,771 13.8%
Educational services, health
care, social assistance 10,346 20.4% 1,051,138 21.7%
Arts, entertainment,
recreation, accommodation,
and food services 5,177 10.2% 510,653 10.6%
Other services 1,825 3.6% 261,126 5.4%
Public administration 1,273 2.5% 176,481 3.6%
Source: 2019-2023 ACS (DP03)
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Labor Force
Note: HUD’s eConPlan Suite is not currently able to populate the standard tables below. The City and its consultants are working to populate the table prior to the HUD submission deadline of July 12, 2025.
Total Population in the Civilian Labor Force
Civilian Employed Population 16 years and
over
Unemployment Rate
Unemployment Rate for Ages 16-24
Unemployment Rate for Ages 25-65
Table 46 - Labor Force
Data
Source:
2016-2020 ACS
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Occupations by Sector Number of People Median Income
Management, business and financial
Farming, fisheries and forestry occupations
Service
Sales and office
Construction, extraction, maintenance and
repair
Production, transportation and material
moving
Table 47 – Occupations by Sector
Data
Source:
2016-2020 ACS
The map below shows the estimated unemployment rate for people age 16 and older in Santa Monica based on Census data from 2019–2023. The darkest shaded areas indicate tracts with the highest unemployment rates (between 9% and 10%). Central and southern tracts have higher unemployment rates
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Unemployment
City of Santa Monica
2019-2023 ACS, PolicyMap
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The chart below shows unemployment rates by race and ethnicity based on 2019–2023 American Community Survey (ACS) data. Black or African American individuals face the highest unemployment rate at 17.8%, nearly 3 times the rate of White individuals and 8 times that of Asian individuals. Asian individuals report the lowest unemployment rate at 2.3%.
Travel Time
Note: HUD’s eConPlan Suite is not currently able to populate the standard table below. The City and its consultants are working to populate the table prior to the HUD submission deadline of July 12, 2025.
Travel Time Number Percentage
< 30 Minutes
30-59 Minutes
60 or More Minutes
Total
Table 48 - Travel Time
Data
Source:
2016-2020 ACS
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Transportation
Housing and Transportation Costs
The Center for Neighborhood Technology’s Housing and Transportation Affordability Index (H+T Index) measures both the cost of housing the cost of transportation in a specific area to better understand affordability. The pie chart below illustrates the proportion of income spent on housing and transportation costs in Santa Monica for a typical household, with the other portion representing the remaining income. Housing expenses - including rent or mortgage payments, property taxes, utilities, and maintenance costs - make up 35% of the average income expenses. Transportation expenses – including costs for gas, public transit, vehicle maintenance, insurance, and other commuting expenses - account for 17% of income. After housing and transportation expenses, residents are left with an estimated 50% of their income for all other expenses – including food, healthcare, education, entertainment, and savings. It should be noted that for households earning 60% of the area median income – or those in moderate income groups – the average amounts spent on housing and transportation as a portion of their income increases.
For moderate-income households, or those earning 60% of the area median income, housing and transportation costs take up a larger share of their income compared to the City average.
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While these expenses account for approximately 50% of total income in Santa Monica, they rise to 60% for moderate-income households. Among these households:
16.1% allocate 45-54% of their income on housing and transportation, 42.7% allocate 54-66%, and
19% dedicate 66-78% of their income to these expenses.
This data highlights the financial strain faced by moderate-income households and the varying cost burdens across different areas in Santa Monica.
Commute
The chart below illustrates how workers in Santa Monica commute to work. A majority of workers (58.4%) commute by driving alone and 25% work from home. Public transportation (5.3%), walking (3.8%), and carpooling (6.6%) together account for just over 15% of commuters.
The mean travel time to work is 26.8 minutes.
OnTheMap Census is an online tool provided by the U.S. Census Bureau to offer insights into commuting patterns in an area. It uses data from the Longitudinal Employer-Household Dynamics (LEHD) program to help understand the relation between where people work and where they live. In 2022, 92% of individuals employed in Santa Monica commuted from outside the city, while only 8% both lived and worked within Santa Monica. Conversely, 84.6% of city
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residents commuted elsewhere for employment. Overall, more workers commuted into the City (82,004) for work than commuted out (39,465). With 92% of people working in Santa Monica commuting from outside the city, it’s clear that local jobs heavily rely on non-resident workers. Stakeholder interviews consistently emphasized the lack of affordable housing within the city, noting that many individuals are priced out and forced to seek housing outside the area.
Graphic: Inflow/Outflow Analysis
Education:
Note: HUD’s eConPlan Suite is not currently able to populate the standard table below. The City and its consultants are working to populate the table prior to the HUD submission deadline of July 12, 2025.
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate
High school graduate (includes
equivalency)
Some college or Associate’s
degree
Bachelor’s degree or higher
Table 49 - Educational Attainment by Employment Status
Data
Source:
2016-2020 ACS
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Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 0 145 115 970 1,050
9th to 12th grade, no
diploma 295 50 130 910 910
High school graduate,
GED, or alternative 1,015 870 705 2,290 2,020
Some college, no degree 1,695 1,710 1,475 3,680 2,315
Associate's degree 240 595 555 2,055 735
Bachelor's degree 1,740 10,785 5,935 7,390 4,000
Graduate or professional
degree 65 4,555 4,510 6,885 5,380
Table 50 - Educational Attainment by Age
Data
Source:
2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 28,684
High school graduate (includes equivalency) 33,635
Some college or Associate's degree 40,472
Bachelor's degree 77,415
Graduate or professional degree 97,936
Table 51 – Median Earnings in the Past 12 Months
Data
Source:
2016-2020 ACS
Table 50 breaks down the number of individuals with various education levels across five age groups, based on 2016-2020 ACS data. The 25–34 and 45–65 age groups have the highest counts of individuals with a Bachelor's or Graduate/Professional degree. Individuals aged 65+ have the highest numbers with less than a high school education. Table 51 shows the link between education levels with median annual earnings using 2016-2020 ACS data. Each increase in educational attainment correlates with higher earnings. The jump from an Associate’s/some college to a Bachelor’s degree leads to an increase of nearly $37,000/year.
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Earning a Graduate or Professional degree adds an additional $20,500/year on average beyond a Bachelor’s degree. Workers without a college degree (even with high school or some college) earn significantly less than those with a 4-year or advanced degree. Higher educational attainment strongly correlates with median earnings.
The chart below provides educational attainment data for the population aged 25 and older in Santa Monica using 2019-2023 ACS data. 71.9% of Santa Monica’s adult population holds a Bachelor’s degree or higher, which is significantly above state and national averages. This level of educational attainment reflects the city’s strong alignment with high-income, professional employment sectors, particularly in tech, entertainment, education, and healthcare. Just 3.6% of adults (2.1% with less than 9th grade and 1.5% with 9th–12th grade but no diploma) did not complete high school.
The map below illustrates the percentage of residents with at least a bachelor’s degree across Santa Monica. While the citywide rate is high—71.9% of adults hold a bachelor’s degree or higher—educational attainment varies by neighborhood. Notably, eastern tracts reflect lower levels of degree completion, with Census Tract 06037701802 reporting the lowest rate at just
47.4%.
Map 4.12
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Percent with Bachelor’s Degree
City of Santa Monica
2019-2023 ACS, PolicyMap
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
An analysis of business activity in Santa Monica reveals a local economy that is heavily oriented toward high-skill, service-based employment sectors. According to the 2019–2023 American Community Survey (ACS), the following are the primary employment sectors within the jurisdiction:
Professional, Scientific, Management, Administrative, and Waste Management Services account for 24.4% of all jobs in Santa Monica, the largest sector in the city. This reflects the city's role as a hub for professional services, tech startups, environmental design firms, and consulting businesses. The presence of "Silicon Beach" companies contributes to the city’s strong economic base in this sector.
Educational Services, Health Care, and Social Assistance comprise 20.4% of local employment.
This includes a wide range of institutions, from public and private schools to hospitals, medical
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clinics, and community-based service organizations. These jobs provide critical health and social infrastructure to the community.
The Information sector, which includes media, telecommunications, and digital content creation, makes up 11.2% of jobs—more than double the county average. This underscores Santa Monica’s competitive advantage in the creative and digital economy. Arts, Entertainment, Recreation, Accommodation, and Food Services make up 10.2% of local jobs. As a premier tourist destination with a thriving hospitality and cultural sector, this industry remains a vital component of the city’s economic vitality. Finance, Insurance, Real Estate, and Rental and Leasing represent 9.1% of employment, supporting both residential and commercial real estate markets and providing key financial services to residents and businesses.
Describe the workforce and infrastructure needs of the business community:
Santa Monica’s business community is concentrated in high-skill, white-collar sectors— particularly professional services, information technology, education, and healthcare. While these sectors benefit from a highly educated local workforce—71.9% of adults hold at least a bachelor's degree—there are workforce and infrastructure challenges that limit inclusive economic growth.
Stakeholders pointed to barriers faced by older adults seeking employment, noting that ageism is a persistent and growing challenge as retirement ages extend. Despite workforce readiness, many older job seekers struggle to gain traction in a labor market that favors younger candidates. There is also a need for more targeted education for employers on the value of hiring older workers. Additionally, stakeholders cited a lack of pathways into skilled trades and green jobs, with a notable decline in referrals to these sectors. While interest exists, stakeholders explained that most clients need immediate employment and are unable to wait through long apprenticeship processes. They stressed the need for short-term, sector-specific training programs focused on plumbing, welding, and green infrastructure to bridge this gap.
Stakeholders raised concerns about the ability of early childhood educators and childcare providers to live in or near Santa Monica. Many providers leave the field or seek jobs closer to home due to the lack of affordable housing near their place of employment. This has created staffing shortages in local childcare centers, which then limit access to care for families. Housing support strategies for the childcare workforce—including subsidized units or rent supports— could play a significant role in workforce retention and overall child and family stability.
Santa Monica’s small business community faces significant pressures due to rising commercial rents and concerns about public safety. Stakeholders reported that some national retailers have left the area due to perceived or actual safety issues, which are closely tied to the visibility of unsheltered homelessness and behavioral health crises. The environment has become increasingly difficult for small business owners to operate without sustained municipal support.
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Stakeholders emphasized the need to invest in both economic revitalization and the stabilization of the public realm to support business retention and community confidence.
Transportation was identified as a major post-placement barrier, particularly for residents commuting into Santa Monica for work. While employment programs provide job readiness training and placement support, many participants struggle to afford commuting costs or lack access to reliable transportation. Stakeholders suggested the City explore commuter subsidies or transportation partnerships to support workforce retention, especially in lower-wage sectors like hospitality.
Stakeholders noted that employment barriers go beyond job availability—they include confusion about application processes, fingerprinting requirements, and professional expectations. Many individuals, particularly young adults, need mentoring and job coaching to navigate these steps. The Pico Partnership Program and Virginia Ave. Park have seen success in placing youth into jobs, but these successes are limited by available staff and funding. A Cityrun employment navigation program—offering coaching, follow-up, and help with applications—was recommended to fill this gap.
Workforce Needs:
Despite a strong professional labor base, there are significant mismatches between where jobs are located and where workers live. Stakeholder feedback emphasized a lack of affordable housing, which prevents many workers from residing in the city and contributes to a heavily commuter-based workforce. In 2022, 92% of individuals employed in Santa Monica commuted from outside the city, while 84.6% of city residents commuted elsewhere for work. This pattern indicates that many jobs—especially those in retail, hospitality, and service sectors—are filled by non-residents, creating challenges in workforce stability and local job accessibility.
Additionally, there are persistent racial disparities in employment access. According to 2019– 2023 ACS data, the unemployment rate for Black or African American residents is 17.8%, compared to 6.2% for White residents and 2.3% for Asian residents, highlighting the need for equitable workforce development strategies that reduce systemic barriers to employment.
The City recently launched a small business matching grant program to support storefront improvements and enhanced security, particularly in the Pico neighborhood. Many of Santa Monica’s businesses are micro-enterprises with fewer than five employees, and stakeholders reported that navigating procurement processes—such as obtaining multiple contractor quotes—can be challenging for these small firms. Aging building stock and the cost of physical improvements remain a barrier to revitalization.
Workforce development efforts are largely handled through partnerships with Santa Monica College and regional workforce boards. Despite the presence of high-growth and high-wage
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sectors—including healthcare, hospitality, and construction—stakeholders noted a skills mismatch between local residents and available jobs. The City is also working to create pathways for residents interested in food entrepreneurship through partnerships with local farmers markets and incubator-style support for micro-enterprises.
Infrastructure Needs:
Housing affordability is a central concern for the business community. According to the Center for Neighborhood Technology’s H+T Index, housing and transportation costs account for up to 78% of income for moderate-income households (60% AMI), compared to 50% for the average household. This financial burden limits the ability of essential workers to live in proximity to employment centers and undermines long-term workforce sustainability. Transportation infrastructure also presents a barrier. A majority of workers (58.4%) drive alone to work, with only 5.3% relying on public transit. The average commute time is 26.8 minutes, and transportation costs make up 17% of household income. Despite the availability of multiple public transit options in the city, utilization remains low among the workforce—indicating potential barriers related to convenience, connectivity, or perceived accessibility.
The Information Services Division also partners closely with the City’s economic development staff to retain and attract commercial tenants through competitive broadband services. The City provides dark fiber to local businesses and facilitates high-speed connections across multilocation operations. While demand dipped during the pandemic—when office occupancy declined—new opportunities have emerged as displaced schools and businesses consider relocating to Santa Monica, especially in the Midtown and Colorado Center areas. The City continues to monitor rates to ensure competitiveness, particularly against legacy carriers known for high prices and limited bandwidth. Current broadband service relationships have helped retain existing customers, even if net new commercial uptake has slowed.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.
The Information Services team noted increased demand for wireless infrastructure in preparation for global events, including the 2026 World Cup and 2028 Olympics. As part of this effort, Santa Monica has worked with carriers to install small cell nodes throughout the city, with a focus on coastal areas such as the pier and bike path. These enhancements will be essential if the city is selected as a venue for beach volleyball or other high-traffic events and are expected to yield long-term benefits for residents and tourists alike.
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How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Santa Monica’s workforce is highly educated, with 71.9% of residents aged 25 and older holding a bachelor’s degree or higher, a rate significantly above state and national averages (2019–2023 ACS). The city’s employment structure aligns closely with this level of educational attainment, as many of Santa Monica’s leading industries require advanced education and specialized skillsets.
Key sectors such as professional, scientific, and technical services (24.4%), information and media (11.2%), finance and real estate (9.1%), and education and health services (20.4%) dominate the local job market. These industries rely heavily on workers with postsecondary and graduate-level education, which corresponds well with the city’s concentration of degreeholders. Additionally, median earnings increase substantially with education—rising from $28,684 for those without a high school diploma to $97,936 for those with a graduate or professional degree—underscoring the economic value of educational alignment with high-skill industries. However, gaps remain for segments of the population who have not completed higher education. These individuals may face challenges accessing employment in Santa Monica’s dominant high-skill sectors and may be more likely to commute out of the city or work in lower-wage service positions.
Moreover, stakeholder feedback indicates that affordable housing constraints are forcing many workers—especially in essential service industries—to live outside the city, disconnecting the available workforce from local employment opportunities. There is a growing need to support pathways to employment for residents without advanced degrees and to ensure that lowerwage workers can live and work in Santa Monica.
A significant digital literacy gap exists among program participants, many of whom lack the computer and online navigation skills needed to apply for jobs, submit resumes, or access workforce systems. Stakeholders recommended expanding digital literacy and basic technology training as a foundational step for all employment programming. This includes workshops on resume development, online applications, and virtual interview preparation.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
Santa Monica's workforce training is driven by a number of initiatives led by Santa Monica College (SMC). These programs aim to bridge skill gaps and align educational offerings with the evolving demands of the local and regional economy.
SMC's Office of Workforce & Economic Development offers short-term "bridge" programs designed to connect job seekers to living-wage careers.
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Industry Partnerships: SMC collaborates with local businesses and industry professionals to develop programs that meet current workforce needs.
Training Opportunities: Through contract education, SMC provides tailored training solutions for businesses, enhancing employee skills and productivity.
Community Corporation has developed programs to support resident entrepreneurship and workforce training. They previously partnered with a solar installation training initiative and now operate a resident-centered small business marketplace that offers affordable entry points for tenants to market and sell their products. Additional funding and technical assistance could expand this model and help support economic mobility for low-income residents through microenterprise development.
The Hospitality Training Academy (HTA) partners with the City of Santa Monica to provide employment training and job placement for vulnerable populations including homeless individuals, justice-involved persons, English language learners, and parenting youth. Through employer-driven training and registered apprenticeship programs for line cooks, baristas, bartenders, and hotel room attendants, HTA has maintained a 100% job placement rate at graduation. These programs are tailored to meet local labor market needs, especially in the hospitality sector, which is expected to expand with upcoming international events like the 2028 Olympics.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
N/A
Discussion
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
HUD identifies four primary housing challenges—collectively known as “housing problems”— which include:
Cost burden (households spending more than 30% of income on housing) Overcrowding (more than 1.0 person per room)
Lack of complete plumbing facilities
Lack of complete kitchen facilities
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In Santa Monica, these housing problems are relatively uncommon, with the exception of cost burden, which affects a significant portion of the population. According to the 2019–2023 ACS 5-Year Estimates, citywide rates are as follows:
Cost Burden:
o Homeowners: 35.4%
o Renters: 44.1%
Overcrowding:
o Homeowners: 1.2%
o Renters: 6.2%
Lack of Complete Plumbing Facilities: 0.1%
Lack of Complete Kitchen Facilities: 1.8%
To determine whether an area is “concentrated” with housing problems, HUD’s standard for identifying “disproportionate housing needs” is used—defined as rates 10 percentage points or more above the citywide average. Based on this standard, thresholds for Santa Monica are:
Cost burden (disproportionate):
o Homeowners: >45.4%
o Renters: >54.1%
Overcrowding (disproportionate):
o Homeowners: >11.2%
o Renters: >16.2%
Lack of plumbing facilities: >10.1%
Lack of kitchen facilities: >11.8%
Tracts Exceeding Disproportionate Thresholds:
Cost Burden – Homeowners:
o Tract 06037701801: 48.7%
o Tract 06037702102: 48.7%
o Tract 06037701304: 53.3%
o Tract 06037701802: 53.4%
o Tract 06037701902: 75.7%
Lack of Complete Plumbing Facilities:
o Tract 060377022013: 11.5%
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") For the purposes of this analysis, a “racial or ethnic concentration” will be defined as any census tract where a racial or ethnic minority group makes up 10 percent or more of the population than the City as
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a whole. According to the 2019-2023 American Community Survey 5-Year Estimates, 38.2% of the City’s population is Non-White. The racial and ethnic breakdown of Santa Monica’s population is:
White: 66.9 %
Black or African American: 4.9%
American Indian and Alaska Native: 0.6%
Asian: 9.8%
Native Hawaiian and Other Pacific Islander: 0.1%
Other Race: 4.7%
Two or More Races: 13.2%
Hispanic or Latino: 16.4%
Non-White Population: 38.2%
Below are tracts in each category that are at least 10% or more than the City-wide averages:
Black or African American:
o Tract 06037701802: 14.2%
Other Race:
o Tract 06037701801: 16.9%
Hispanic or Latino:
o Tract 06037701802: 27.3%
o Tract 06037701801: 41.8%
Non-White Population:
o Tract 06037701602: 49.6%
o Tract 06037701802: 58.3%
o Tract 06037701801: 69.8%
A “low-income concentration” is any census tract where the median household income for the tract is 80% or less than the median household income for the City. According to the 2019-2023 American Community Survey 5-Year Estimates, the Median Household Income in Santa Monica is $109,739, and a tract is considered to have a low-income concentration if the MHI is $68,867 or less.
What are the characteristics of the market in these areas/neighborhoods? Are there any community assets in these areas/neighborhoods? Are there other strategic opportunities in any of these areas? Santa Monica’s Architecture Services Division is currently updating its ADA Transition Plan, which will assess and prioritize accessibility improvements across city-owned facilities. The City has reinstated a full-time ADA Coordinator position housed in Architecture Services and launched a citywide survey of programs and operations to identify barriers. These improvements—including facility retrofits and right12.A.a Packet Pg. 504 Attachment: Attachment A: Proposed CDBG/HOME 2025-29 Consolidated Plan and 2025-26 Action Plan [Revision 3] (6709 : CDBG / HOME 5-yr Consolidated Plan SANTA MONICA 130
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of-way upgrades such as sidewalk access and curb ramps—will be incorporated into the 2026–2028 Capital Improvement Program budget. Accessibility upgrades are being aligned with broader park and building improvements to meet compliance and enhance inclusive access to public spaces.
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.
Stakeholders emphasized the persistence of the digital divide, particularly among older adults, individuals exiting incarceration, and low-income job seekers. Most clients rely on smartphones as their primary device, limiting their ability to access resources or complete job-related tasks. Providers like Chrysalis have implemented solutions including staffed computer labs and digital literacy training through partnerships with Tech Up/Tech LA and Human IT. However, challenges remain: internet service through providers like T-Mobile is not always reliable or available, and most essential employment functions—like clocking in and out—require technical proficiency. Stakeholders recommended continued investment in digital training and subsidized technology for low-income users.
Santa Monica’s Information Services Division noted that while the City has laid foundational broadband infrastructure using past CDBG funding, most of that fiber only reaches the sidewalk and does not connect directly into low-income households. The fiber network currently passes in front of several affordable housing developments, but additional funding and staffing would be required to complete inunit connections. Stakeholders reported that most LMI residents rely on smartphones and hotspot functionality for internet access, as many units do not have dedicated internet service. Utilization of pilot broadband service within affordable housing buildings has been lower than expected, in part due to high infrastructure costs and the challenges of retrofitting older buildings for fiber installation.
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
Stakeholders highlighted limited competition in Santa Monica’s broadband market, particularly for lowand moderate-income residents. While the City benefits from providers like Spectrum, Verizon, AT&T, and a few startups such as Starry, affordable high-speed options are limited. Programs offering free or subsidized broadband—such as the federal Emergency Broadband Benefit—helped bridge access temporarily but have since lapsed or scaled back. There is strong support for increased provider competition to reduce costs and improve service quality, especially in underserved neighborhoods.
Santa Monica launched a small-scale pilot program to deliver broadband directly to affordable housing developments. While the service was offered at a reduced rate of $48/month, the cost to connect older buildings—some of which lacked a viable in-unit installation path—proved prohibitively expensive.
Expansion of the pilot to all residents could improve uptake and access, but would require significant operational resources or a public-private partnership to manage customer relationships and technical
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support. The City continues to seek sustainable models to expand residential service while maintaining affordability and feasibility.
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The City of Santa Monica is nearing completion of its updated Local Hazard Mitigation Plan (LHMP), which includes a dedicated chapter on climate change. Stakeholders from OEM noted an increase in the frequency and severity of disasters, including atmospheric river storms, heat waves, and wildfires. The 2023 Palisades Fire exemplified a compound disaster scenario in which high winds, dry vegetation, and extreme heat combined to create a fast-moving urban wildfire. Events like these stress the City’s emergency capacity and limit its ability to conduct proactive community preparedness while simultaneously responding to active events or navigating lengthy FEMA reimbursement processes.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
Stakeholders emphasized that low- and moderate-income (LMI) households are disproportionately affected by post-disaster recovery barriers. These residents may face challenges navigating insurance claims, FEMA assistance, or recovery processes due to language access, lack of internet, limited transportation, or inflexible work schedules. In recent heat events, many residents without air conditioning have relied on cooling centers, prompting the City to explore resilience hub models with backup power and water. OEM also noted that a growing number of multifamily buildings—especially soft-story structures concentrated near the Santa Monica Fault—face high seismic risk. Without local funding for seismic retrofits, these properties remain vulnerable in an earthquake event.
A major earthquake on the Santa Monica Fault would be the most catastrophic scenario for the city, with widespread damage to multifamily housing and infrastructure. OEM officials noted that failure of utilities, access to pharmacies, and transportation infrastructure could create a “second wave” of injuries or deaths following the initial event. Soft-story apartment buildings are especially at risk, and the ability to retrofit them remains one of the most important preventative strategies available. The City’s seismic hazard zones also overlap with economically diverse neighborhoods, making equitable mitigation planning essential.
While many high-risk zones in Santa Monica are in higher-income neighborhoods—such as beachfront areas prone to tsunami—low- and moderate-income populations face distinct vulnerabilities. For example, areas near the Stone Canyon Reservoir include a mobile home park and other incomerestricted housing at risk of flooding. Residents with underlying health conditions or lacking cooling systems are increasingly affected by prolonged heat events. Climate events layered on top of traditional seismic or fire risks disproportionately burden those least able to recover, reinforcing the need for resilience planning that accounts for both physical and social vulnerability.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The City’s needs are numerous and varied. As will be shown in the following sections, the principal needs are: 1) affordable housing through production, rehabilitation/repair, home modifications, and financial assistance, public improvements to improve neighborhoods; 2) housing for special needs populations; 3) assistance for the homeless, including housing, services and homelessness prevention; 4) community and public services especially for youth, the elderly, the homeless, and persons with disabilities; 5) economic development and anti-poverty programs focused primarily upon job training and support for low-moderate income business owners; and 6) public facility and infrastructure improvements. While it is not possible to address all of these needs with HUD resources alone, the goals of this plan were established to use HUD funds for the best and most effective use.
The latest HUD data indicate that there are 18 low-/moderate-income block groups in Santa Monica, distributed among 10 of the City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block Groups. These areas have been areas of concern in the past and emerged in the course of examining the data. They were also mentioned in the course of discussions. These discussions confirmed the already known needs of these areas, complementing or corroborating the data.
The City will seek to develop additional affordable housing despite the limited resources available, and will continue to provide rental assistance through the HOME program, Section 8, and Continuum of Care.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental, physical, developmental), victims of domestic violence, youth, and members of the Santa Monica Service Registry, which is a list of the most vulnerable chronically homeless individuals as determined by length of time on the streets, age, and physical and mental health conditions.
Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely to face housing problems and have difficulty affording housing. Seniors and people with disabilities also have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the modification of the housing they currently occupy. In addition to general challenges, seniors may have supportive needs resulting from physical and cognitive conditions.
Homeless activities, ranging from providing emergency shelter to preventing homelessness receive a high priority. Thus, the City will focus on multiple efforts to provide affordable housing and in many instances prevent homelessness. The provision of Public Service Programs receives a high priority rank;
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OMB Control No: 2506-0117 (exp. 06/30/2018)
the need for a wide range of services, including programs for seniors, people with disabilities, youth, and child care, is very much present in the low/mod areas.
Economic Development receives a high ranking, but in the face of other pressing needs, the focus of the spending in this area will center assistance for business owners serving majority low-moderate income areas.
Public Facilities are important to the City and receives a high ranking with efforts to improve accessibility to public facilities, most especially in the City’s parks serving low-moderate income neighborhoods.
The City leverages these CDBG funds and addresses these priorities through the City’s Human Services Grants Program (HSGP), the objective of which is to develop, fund, and sustain human service programs and increase the impact of organizations by cultivating an effective safety net or system of services, building on the unique assets and strengths of neighborhoods, community organizations, and public institutions.
Funding awarded through the HSGP comes from multiple sources both locally and nationally, including the City’s General Fund, City development agreements (community benefit resources), and federal entitlement (CDBG) and federal competitive grants. Further, it is required that all grantees provide a minimum of 30% cash match to the delivery of services for Santa Monica residents and most agencies leverage considerably more non-City dollars and significant volunteer and other in-kind resources to augment City funding.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 26 - Geographic Priority Areas
1 Area Name: Low/Mod Areas
Area Type: Local Target area
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Comprehensive
Other Revital Description:
Identify the neighborhood boundaries
for this target area.
The latest HUD data indicate that there are 18 low/mod
Block Groups in Santa Monica, distributed among 10 of
the City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block Groups.
All are HUD defined low/mod areas see Map: Low &
Moderate Income Census Tract Areas.
Include specific housing and
commercial characteristics of this target
area.
In each of these neighborhoods the housing stock is
typically older, and often smaller. Streets may need
repair and other infrastructure is older.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
These areas have been areas of concern in the past and
emerged in the course of examining the data. They were
also mentioned in the course of discussions. These
discussions confirmed the already known needs of these
areas, complementing or corroborating the data.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Identify the needs in this target area. The City’s needs are numerous and varied. As will be shown in the following sections, the principal needs are:
1) affordable housing through production,
rehabilitation/repair, home modifications, and financial assistance, public improvements to improve
neighborhoods, 2) housing for special needs populations, 3) assistance for the homeless, including housing,
services and homelessness prevention, 4) community
and public services especially for youth, the elderly, the homeless, and persons with disabilities, 5) economic
development and anti-poverty programs focused
primarily upon job training and career preparation, 6)
public facility and infrastructure improvements centered upon accessibility improvements
What are the opportunities for
improvement in this target area?
The opportunities are significant. First, the City can keep residents in safe, affordable housing and prevent
additional persons and families from becoming
homeless. Second, the City can improve the quality of life by providing needed services and improving conditions in these areas. Third, the City can support programs to
assist the residents of these areas in obtaining good jobs.
Are there barriers to improvement in
this target area?
The barriers are significant because of the amount of
effort and resources needed to provide the necessary
assistance.
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
As noted above, these topics emerged in the course of examining the data, but were also frequently mentioned in the course of consultation discussions. These discussions confirmed the already known needs of these areas, complementing or corroborating the data.
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2023 Low-Mod Block Group Tracts
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OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 27 – Priority Needs Summary
1 Priority Need Name Public Infrastructure & Facilities Enhancements Priority Level High
Population Extremely Low
Low
Moderate
Non-housing Community Development
Geographic Areas Affected Low/Mod Areas
Associated Goals 1. Expand/Improve Public Infrastructure/Facilities Description Expand and improve public infrastructure through activities for LMI persons and households. Improve access to public facilities that will benefit LMI persons and households.
Basis for Relative Priority Through community participation and consultation of local stakeholder partners and organizations the need to Expand/Improve Public Infrastructure & Facilities was identified. Adequate public facilities and infrastructure improvements are essential to addressing the needs of the LMI population, including the homeless, elderly and disabled. Facilities and improvements include parks, neighborhood/community centers, improved road infrastructure, and the installation of ADA curb cuts and sidewalks for safety in LMI areas.
2 Priority Need Name Affordable Housing Opportunities
Priority Level High
Population Extremely Low
Low
Moderate
Geographic Areas Affected Low/Mod Areas
Associated Goals 2. Provide Safe, Affordable Housing Opportunities Description Providing safe, affordable housing opportunities through rental assistance remains one of the highest priorities in the jurisdiction.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Basis for Relative Priority Through community participation and consultation of local stakeholder partners and organizations the need to foster Affordable Housing Opportunities was identified. Through the needs assessment housing cost burden is by far the largest housing problem in the jurisdiction.
3 Priority Need Name Services for Low Income Community Members Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non-housing Community Development
Geographic Areas Affected Low/Mod Areas
Associated Goals 3. Provide Vital Services for LMI & Special Needs Description Provide supportive services for LMI households and also the special needs populations in the jurisdiction. Public services will target LMI citizens and may include services to address homelessness, substance abuse, legal services, eviction prevention, persons with physical and mental health disabilities, seniors, and youth.
Basis for Relative Priority Through community participation and consultation of local stakeholder partners and organizations, the need for Public Services for LMI and Special Needs was identified. Public Services offered by the city and partner non-profit organizations provide for vital and essential services for LMI households and families throughout the jurisdiction. Public services will also help to enhance education and improve living situations of LMI individuals and households in the jurisdiction.
4 Priority Need Name Support for Low-Moderate Income Workers and Business Owners Priority Level High
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Population Extremely Low
Low
Moderate
Non-housing Community Development
Geographic Areas Affected Low/Mod Areas
Associated Goals 4. Economic Development Opportunities
Description Provide for economic development opportunities including development initiatives for local small businesses serving majority LMI neighborhoods.
Basis for Relative Priority Through community participation and consultation of local stakeholder partners and organizations the need for economic development opportunities was identified. Needs vary throughout the jurisdiction and the city will work to assist LMI areas with economic development opportunities.
5 Priority Need Name Services for People Experiencing Homelessness Priority Level High
Population Extremely Low
Low
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic Areas Affected Low/Mod Areas
Associated Goals 3. Provide Vital Services for LMI & Special Needs Populations Description Provide for homeless activities and services, including Homeless Prevention, Shelter Services, and Rapid Re-Housing.
Basis for Relative Priority Through community participation and consultation of local stakeholder partners and organizations the need for homeless activities such as shelter operations and homeless prevention services was identified. The local PIT count has also identified homeless adults and families as homeless that require assistance.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Narrative (Optional)
The City’s needs are numerous and varied. As will be shown in the following sections, the principal needs are: 1) public infrastructure & facilities enhancements, 2) affordable housing opportunities, 3) provide vital services for LMI and special needs populations, 4) support for low-moderate income workers and business Owners, and 5) services for people experiencing homelessness The City believes the preservation and production of affordable rental housing is a high priority, as these efforts represent preserving existing affordable housing as well as increasing the supply of affordable housing, to create opportunities for lower income and special needs households, which will serve to prevent homelessness. The City will continue to provide rental assistance through the HOME program, Section 8, and Continuum of Care.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental, physical, developmental), victims of domestic violence, youth, and members of the Santa Monica Service Registry, which is a list of the most vulnerable chronically homeless individuals as determined by length of time on the streets, age, and physical and mental health conditions.
Seniors, people with disabilities, and chronically homeless Service Registry participants are more likely to face housing problems and have difficulty affording housing. Seniors and people with disabilities also have a need for accessible housing, whether for new housing, rehabilitated existing housing, or the adaptation of the housing they currently occupy. In addition to general challenges, seniors may have supportive needs due to physical and cognitive conditions.
Homeless activities, ranging from providing emergency shelter to preventing homelessness, receive a high priority ranking. Thus, the City will focus on multiple efforts including rental assistance which prioritizes cost-burdened households, as well as provision of supportive services.
The provision of Public Service Programs receives a high priority rank; the need for a wide range of services, including programs for seniors, people with disabilities, youth, and child care, is very much present in the low/mod areas.
Economic Development receives a high ranking, but in the face of other pressing needs, the focus of the spending in this area will center upon support for businesses serving low to moderate income neighborhoods.
Public Facilities and Public Improvements in low-income areas are important to the City, and receive a high rating with efforts to improve accessibility to public facilities.
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Packet Pg. 515 Attachment: Attachment A: Proposed CDBG/HOME 2025-29 Consolidated Plan and 2025-26 Action Plan [Revision 3] (6709 : CDBG / HOME 5-yr Consolidated Plan SANTA MONICA 141
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing
Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
Rising housing costs for rental units continues to be a problem for all households. Thus the City will continue to use HOME funds for the TBRA program.
TBRA for NonHomeless Special
Needs
Again, in the face of rising housing costs, the HOME TBRA program provides rental subsidies for senior/disabled homeless persons, victims of domestic violence, and persons at risk of homelessness. Qualified applicants are referred by local service agencies and final eligibility for the HOME program is determined by the Santa Monica Housing Authority.
New Unit
Production
Using local, non-federal sources of funding, the City will finance the development of new affordable housing through the construction of new residences, though resources are limited and costs are high.
Rehabilitation The City will attempt to assist in the maintenance of affordable units through the rehabilitation of existing housing units, particularly as housing costs rise.
However, this program has very limited reach as apartment buildings must be primarily occupied by low-income households to qualify for use of federal funds.
Acquisition,
including
preservation
Rising housing costs and limited opportunities for new construction will cause the City to continue to loan available funds to acquire and rehabilitate properties to support the creation of affordable housing, especially for special needs households.
Table 28 – Influence of Market Conditions
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OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.
The figures shown in the table below reflect HUD's current allocations. The figure for “Expected Amount Available Remainder of ConPlan” anticipates level funding using the 2025 allocation amounts projected over the four remaining years covered by the Consolidated Plan. If there are funding cuts or increases to CDBG or HOME over the coming years, the City will adjust accordingly and craft Annual Action Plans to include contingency plans reflective of funding realities.
The following contingencies apply to 2025-26 activities proposed for funding: HUD has intermittently waived the requirement that entitlement jurisdictions set aside 15% of their annual HOME allocation for Community Housing Development Organization (CHDO) activities. Should the waiver be announced for the 2025-26 program year, these funds would be used to increase funding for Tenant-Based Rental Assistance (TBRA) and/or HOME Administration.
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services $1,114,932 $50,000 0 $1,164,932 $4,659,728 Program Income from MERL
loan repayments and interest
earned.
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental
rehab
New construction for
ownership
TBRA $502,427.92 $40,000 0 $542,427.92
$2,169,711.68
Program Income from MERL
loan repayments and interest
earned..
Table 29 - Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals.
The City continues to cultivate funding partners who can match the City's investment of CDBG and HOME funds. Even with $10+ million in funding for the City’s Human Services Grants Program and local funding committed to the production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from other entities, both public and private. Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this type of matching as well as financial matches.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns two properties that are leased to a local non-profit at below-market rates for the operations of homeless services at the Access Center and the SAMOSHEL emergency shelter. Funds from Measure CS, passed in November 2022, were used to redesign SAMOSHEL. Redesign was completed in March 2024 and first responders are able to refer clients to emergency shelter beds 24/7. Additionally, as of 022, the City executed a long-term lease for Ken Edwards Center, a City-owned facility, to a nonprofit providing services to seniors, including those who are disabled, at-risk of homelessness, or lowincome.
Prior to the adoption of the October 2022 Housing Element discussed in more detail below, the City reviewed various City-owned properties and evaluated the sites for potential affordable housing development. The sites represented a range of development potential involving near-term and longterm opportunities, as well as housing production ‘yield’. One particular site was ready for redevelopment, and in January 2022, the City Council selected a developer for the property at 1318 4th Street to be developed as 100% affordable housing, including a requirement that 50 apartments of the future affordable housing be targeted to persons experiencing homelessness. During 2022 and 2023, the developer met with stakeholders and members of the community to receive input about the potential design of the affordable housing and associated services for the supportive housing component. The developer has also begun the process of applying for state funding, and is hoping to break ground in early 2027.
On October 11, 2022, the City Council adopted the 2021-2029 Housing Element, a State-mandated plan to demonstrate the City’s capacity to accommodate its share of regional housing need at all income levels. In the Housing Element, the City demonstrated capacity for 1,880 homes affordable to lower income households on specific City-owned sites. The sites will be developed with 100% affordable housing through issuance of requests for proposals (RFPs) or Surplus Land Act (SLA) Notices of
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Availability (NOA) during the Housing Element planning period. The City issued an RFP on June 22, 2023, for development of affordable housing on three City-owned public surface parking lots located at 1217 Euclid Street, 1211-17 14th Street, and 1146 16th Street. The sites were collectively projected to accommodate 130 homes. The City Council selected a development team for the three sites on March 19, 2024. On December 17, 2024, the City Council approved a proposal to accommodate the 130 homes on the sites located at 1217 Euclid Street and 1211-17 14th Street, as well as a Housing Trust Fund loan for the developer to acquire a site adjacent to 1211-17 14th Street for future conveyance to the City as a combined development site. As part of Housing Element implementation, the City will issue its next NOA for a City-owned site no later than June 30, 2025.
Discussion
N/A
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OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area Served
Non-Profit Grantees Non-Profit Addressing
Homelessness
Non-homeless special
needs
Jurisdiction
Housing Commission Other Ownership
Rental
Jurisdiction
Human Services
Commission
Other Non-homeless special
needs
public services
Jurisdiction
Disabilities Commission Other Non-homeless special
needs
Jurisdiction
Recreation and Parks
Commission
Other neighborhood
improvements
public facilities
Jurisdiction
Early Education Child
Care Task Force
Other Non-homeless special
needs
Jurisdiction
Virginia Avenue Park
Advisory Board
Other neighborhood
improvements
Jurisdiction
Planning Commission Other Planning Jurisdiction
C2C Committee Other Planning Jurisdiction
Table 30 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System One of the strengths of the delivery system is the City’s outreach and information efforts. The City works diligently to involve and inform as many agencies, organizations and institutions of the HUD programs, and has been successful in this regard. The program information that is disseminated is detailed and identifies the City’s priority areas and priority needs. The types of programs and activities that can be funded under each of HUD’s programs and those activities that are not eligible for funding are clearly defined and the City helps grant applicants understand program requirements, the application and selection process, and the City’s expectations for program reporting. The staff also sits on many local boards/commissions and hold leadership positions in a number of organizations because of their knowledge and expertise.
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An additional strength is the wide range of services available to support low- and moderate-income households across the City. This is in part because many persons in the City have recognized the many needs and formed not-for-profit groups to address these needs. Further, the City has observed, and to some degree facilitated, the coordination and cooperation among these groups in identifying new ways to meet needs. The City takes a proactive role in supporting coordination across providers and county systems. HSD convenes two monthly care coordination meetings, one for homeless individuals and one for housed seniors at risk of eviction. These meetings bring together interdepartmental partners, local nonprofit staff and county representatives to collectively problem solve around difficult cases, sharing knowledge and resources.
Despite the activities described above, lack of awareness of the availability of services by those in need and a lack of knowledge about how to access services are significant obstacles to the provision of services. Outreach to those in need should be significant and culturally appropriate. To avoid duplication of efforts and improve the effectiveness of limited funding, the City will continue to work in collaboration with surrounding jurisdictions, non-profit organizations, and other community groups to coordinate and monitor the delivery of social services. This entails working with groups to identify and meet critical gaps in services. Fund leveraging, resource development, and coordination of services are critical activities that will be undertaken to address significant budget and programmatic constraints.
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Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X X
Mortgage Assistance
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X X
Mobile Clinics
Other Street Outreach Services X X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X X X
Education X X X
Employment and Employment
Training X X X
Healthcare X X X
HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X X
Other
Table 31 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The City uses a variety of programs and partners (noted above) to first prevent low-income persons from becoming homeless and, second, to support homeless persons and families in obtaining safe, affordable and sustainable housing. These efforts include a continuum of programs ranging from emergency shelters to transitional housing to permanent supportive housing services.
In 2008, the City adopted the use of the Vulnerability Index as a means of identifying and prioritizing services for those individuals in the community that are the most frail in health. The Vulnerability Index
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is administered as a detailed survey, completed voluntarily by participants, which captures their history of health issues, homelessness, mental health, and substance abuse. It also captures demographic information, such as age, gender, race, and veteran status. In March 2014 the City transitioned to using the Vulnerability Index & Service Prioritization Decision Assistance Tool (VI-SPDAT). The VI-SPDAT is a tool for assessing the needs of homeless individuals and deciding the appropriate level of services needed. The survey is entered into the City’s HMIS database, which has been specially configured to calculate an individual’s acuity and ranks individuals from non-vulnerable to most vulnerable. This system, also referred to as the Service Registry, allows the City and service providers to direct resources to the most vulnerable members of Santa Monica’s homeless population. The system is constantly updated by providers as they encounter participants who meet the City’s priority definition.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
This delivery system includes a wide range of services for special needs populations and persons experiencing homelessness, and these programs are coordinated into a City-wide strategy to prevent homelessness and address it in a comprehensive manner. The primary strength of addressing homelessness through participation in the City’s coordinated homeless effort is that it allows partners to focus resources on specific issues in order to avoid duplication of services. The City’s efforts also allow for a wider array of voices to be heard on what is a wide ranging issue. Still, the need exists to provide better and more information among housing providers, social service providers and case management agencies.
The City and its partner agencies have refined their approach to service delivery through the adoption of best practice models – many derived from new initiatives promoted by the City. Examples include Housing First in the area of homelessness, and the Santa Monica Cradle to Career (SMC2C) collective impact model for youth and families. These new approaches involve collaborative, on-going, one-on-one interventions that are often resource intensive, and yield high-impact outcomes that have a positive and measurable impact on individuals, families and the community as a whole. They promote a “whatever it takes” approach which often involves using assertive case management, clinically-trained staff, and interdisciplinary teams.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The gap identified in the institutional structure and service delivery system in Santa Monica is the need for more and better information dissemination and sharing among agencies and organizations that provide services. The City continues to seek new partners and to enhance the relationship with existing partners in City departments and social service agencies to improve and better coordinate the dissemination of information about and the delivery of programs and services. Moving forward, the City seeks to continue to invest in programs that demonstrate effectiveness through high-impact,
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measurable outcomes achieved through collaboration. Collaborative efforts should also explore and include new partnerships and networking opportunities with all members of this community, as well as key county partners. Also the City seeks opportunities to leverage the limited available resources.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Expand/Improved Public
Infrastructure/Facilities
2025 2029 Non-Housing
Community
Development
Low/Mod
Areas
Public Infrastructure
& Facilities
Enhancements
CDBG:
$4,424,660
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
5000 Persons Assisted
2 Provide Safe, Affordable
Housing Opportunities
2025 2029 Affordable
Housing
Non-Homeless
Special Needs
Low/Mod
Areas
Affordable Housing
Opportunities HOME:
$2,712,140
Tenant-based rental
assistance / Rapid
Rehousing: 125
Households Assisted
3 Provide Vital Services for
LMI & Special Needs
2025 2029 Non-Housing
Community
Development
Low/Mod
Areas
Services for Low
Income Community
Members
Services for People
Experiencing
Homelessness
CDBG:
$1,087,500
Public service activities
other than Low/Moderate
Income Housing Benefit:
600 Persons Assisted
4 Economic Development
Opportunities
2025 2029 Non-Housing
Community
Development
Low/Mod
Areas
Support for LowModerate Income
Workers and Business
Owners
CDBG:
$312,500
Public service activities
other than Low/Moderate
Income Housing Benefit: 25
Persons Assisted
Table 32 – Goals Summary
Goal Descriptions
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1 Goal Name 1. Expand/Improve Public Infrastructure/Facilities Goal
Description
Improve access to public infrastructure through development activities for LMI persons and households. Public infrastructure activities include improvements to infrastructure in the jurisdiction such as parks and park facilities, roadway resurfacing and improvements to curbs and ramps on sidewalks for ADA compliance. Expand and improve access to public facilities through development activities for LMI persons and households and for special needs population (elderly, persons with a disability, victims of domestic abuse, etc.). Public facilities may include neighborhood facilities, homeless shelters, community centers and parks, and recreation facilities.
2 Goal Name 2. Provide Safe, Affordable Housing Opportunities Goal
Description
Increase affordable rental housing opportunities for LMI households. Activities include ongoing Tenant-Based Rental Assistance (TBRA). While the City will typically dedicate its CDBG resources for low to moderate income clients, in the event of a natural disaster or other declared emergency, the City may direct funds to serve individuals and households with a particular urgent need. By definition urgent need clients are those that have a particular emergency situation but are over 80% AMI
3 Goal Name 3. Provide Vital Services for LMI & Special Needs Goal
Description
Provide supportive services for low income and special needs populations in the jurisdiction. Public services will target LMI citizens and may include services to address homelessness, persons with physical and mental health disabilities, the elderly, and the youth. Services may also include recreational programs for special needs populations, education and health programs for special needs households, substance abuse services, legal services, fair housing awareness, eviction prevention, crime prevention programs, case management for emergency assistance, employment programs, and health programs. 4 Goal Name 4. Economic Development Opportunities
Goal
Description
Provide support to small businesses, including funding the City’s Small Business Assistance and Tenant Improvement Program to continue cultivating economic growth for eligible Santa Monica small businesses serving low-mod income areas.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
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Tenant-based Rental Assistance: 125 Households Assisted
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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Not Applicable, no public housing.
Activities to Increase Resident Involvements
Not Applicable
Is the public housing agency designated as troubled under 24 CFR part 902? N/A
Plan to remove the ‘troubled’ designation
Not Applicable
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
The Housing Element of the City’s General Plan recognizes concerns about affordable housing and addresses them through several goals, specifically: identifying programs to assist in the production of affordable units, protecting and rehabilitating affordable units, and providing assistance to low- and moderate-income households and households with special needs. The City continues to monitor, analyze, and address market conditions and governmental factors that may act as barriers to affordable housing.
Though public policies are meant to address the overall needs of citizens, they may cause inadvertent negative effects on certain aspects of the community, which in this case are affordable housing and residential investment. Affordable housing and public and private residential investments are key components to furthering fair housing in any community. In part, to identify these negative effects and further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development (HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall affirmatively further fair housing. The primary tool for communities to identify contributing factors for these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).
In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the leading priorities within the City:
1. Displacement of residents due to economic pressures
2. Impediments to mobility
3. Lack of access to opportunity due to high housing costs
4. Lack of affordable, accessible housing in a range of unit sizes
5. Land use and zoning laws
6. Private discrimination
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A list of Medium and Low Priority Contributing Factors to Fair Housing Issues can be viewed in the AFH.
Through the identification, evaluation, and ranking of Contributing Factors to Fair Housing, the City was able to propose four (4) goals with associated strategies to affirmatively further fair housing in Santa Monica. Below is a list of proposed goals (a list of strategies for each goal can be viewed in the 2020 AFH).
Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing Goal 3: Prevent displacement of low- and moderate-income residents Goal 4: Increase community integration for persons with disabilities Strategy to Remove or Ameliorate the Barriers to Affordable Housing Governmental restrictions may constrain the production of affordable housing. The City of Santa Monica continues to monitor, analyze and address as necessary, governmental regulations, land use controls and residential development standards that affect the production and preservation of affordable housing.
Fair housing is crucial to ensuring that persons of all income levels have equal access to housing. HUD requires that jurisdictions receiving federal funds commit to affirmatively further fair housing. According to HUD, a fair housing impediment is considered to be “any action, omission, or decision which has the effect of restricting housing choice or its availability because of race, color, religion, sex, disability, familial status, or national origin.” A key part to affirmatively furthering fair housing is the preparation of an Assessment of Fair Housing Plan, approved by the City Council on April 28, 2020. The Assessment of Fair Housing Plan is available at www.santamonica.gov/housing-policy-and-reports.
The City of Santa Monica’s Public Rights Division (formerly Consumer Protection Unit) in the City Attorney’s Office takes an active role to ensure fair housing opportunities are enforced. The Public Rights Division has two primary responsibilities: Enforcing local, state, and federal laws to assure that consumers are treated fairly and lawfully; and investigating complaints involving charges of discrimination based on race, age, children, marital status, sex, sexual orientation, national origin, disability, religion, or infection with HIV. The Public Rights Division also educates tenants, landlords and the real estate community on fair housing laws, provides referrals to mediation services, and conducts community outreach throughout the year.
The City’s Rent Control Board also monitors evictions and advises Santa Monica tenants of their rights.
Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to assure that tenants are not discriminated against by building owners. Other agencies, such as the Santa Monica Housing Authority, Legal Aid Foundation of Los Angeles, California Department of Fair and Equal
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Housing, and HUD also offer assistance to persons with fair housing issues.
New housing developments subsidized by federal funding must have an Affirmative Fair Housing Marketing Plan, which sets the steps that developers or property managers must take to reach out to various populations during property rental or sale. The Marketing Plan specifically targets potential tenants, underrepresented minorities, economically-disadvantaged populations, and low-income homebuyers to better integrate them into the community. Market factors that tend to restrict affordable housing production are high land costs, high construction costs, and the availability of financing. To help mitigate the high cost of housing development in Santa Monica, the City has historically provided a program to make “gap” financing available for affordable housing projects. In November 2016, Santa Monica voters adopted Measures GSH and GS to provide a local, ongoing revenue source through a transaction and use tax, to fund nonprofit affordable housing preservation and development. In November 2022, Santa Monica voters adopted Measure GS to provide another local, ongoing revenue source through a property transfer tax, to fund homelessness prevention and affordable housing programs. The City's Housing Element recognizes the role of land use regulations in housing development and has reduced regulatory barriers and streamlined development approval processes to facilitate the production of affordable units, protection and rehabilitation of affordable units, and the provision of assistance to low and moderate income households and households with special needs.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The needs of homeless persons and of persons with special needs are complex and require a wide range of specialized services. Numerous agencies, including City-funded agencies, are involved in the care of people experiencing homelessness, providing distinct services such as housing, mental health counseling, employment training, and case management services. A number of activities and services are funded to help the needs of the homeless and other special needs populations. Overall, these services address the high priority of reducing homelessness and the threat of becoming homeless, as well as providing necessary services.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental, physical, developmental), victims of domestic violence, youth (in general and aging-out foster youth), and members of the Santa Monica Service Registry, which is a by-name list of the most vulnerable chronically homeless individuals as determined by length of time on the streets, age, and physical and mental health conditions. City-funded multidisciplinary teams combine street outreach, medical provision and behavioral healthcare with case management support and housing navigation services, with the goal of meeting immediate needs while connecting participants experiencing homelessness to long-term housing resources. Seniors and people with disabilities are more likely to face housing instability and have difficulty affording housing due to often living on fixed incomes that does not keep pace with cost of living. Seniors and people with disabilities also have a need for accessible housing to support aging in place and independent living, whether for new housing, rehabilitated existing housing, or the adaptation of the housing they currently occupy. In addition to general challenges, seniors may have additional supportive needs resulting from increasing physical and/or cognitive conditions.
As part of the Coordinated Entry System (CES) for Los Angeles County, Santa Monica homeless service agencies use the VI-SPDAT triage pre-assessment tool to assess an individual’s strengths and challenges in areas of housing, risky behavior, socialization, and wellness (health and behavioral health). The VISPDAT indicates the most appropriate intervention, with low scores indicating a need for light services and high scores indicating a need for more intensive services up to and including permanent supportive housing.
The City also funds two types of street engagement teams: one HMST (Homeless Multidisciplinary Street Team) and three C3 (City, County, Community), both of which are operated by the local nonprofit The People Concern. HMST is dedicated to working with the highest utilizers of fire and police services, while the C3 team focuses on the geographic areas most impacted by homelessness, including the downtown area and the beach. These teams engage individuals with street-based medical and behavioral health interventions to help stabilize behaviors while linking people to resources and housing. In support of these efforts, City Council approved use of Measure CS funds to add a third C3 Team to cover the
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remainder of the city on July 1, 2023. In calendar year 2023, the multidisciplinary teams made 8,193 contacts with people experiencing homelessness and provided direct medical or psychiatric services to 1,012 participants. In 2023, these teams placed 45 people into interim housing and 13 into permanent housing. As part of the CES for Los Angeles County, the teams utilize the VI-SPDAT to prioritize highly vulnerable households for housing placement. Using the City’s HMIS and monthly coordination meetings, the City works closely with local and regional providers to track the progress of these individuals, providing advocacy and resources in order to shorten the length of homelessness. The Downtown Santa Monica Ambassadors also support the multidisciplinary teams, providing outreach and referrals to individuals wherever they may be.
In addition, the City utilizes first responders to engage and assess the needs of homeless individuals. The Santa Monica Police Department (SMPD) maintains a specialized Homeless Liaison Program (HLP) Team of nine officers and a sergeant who work in conjunction with local nonprofits and City departments to identify vulnerable individuals and coordinate services. SMPD also provides training to all patrol officers on safe and appropriate methods for engaging and de-escalating people with mental illness. SMPD has developed the first POST (Peace Officer Standards and Training)-approved homeless curriculum in the state, which has been offered to sworn and civilian personnel from across the country.
Addressing the emergency and transitional housing needs of homeless persons While the City continues to support over 240 year-round interim housing beds in the community through direct funding, leases, and regional partnerships, shelter capacity has fluctuated due to COVID outbreaks at interim housing facilities and subsequent reduced capacity. The City continues to support efforts to increase regional bed capacity through its participation in the Westside Cities Council of Government (WSCCOG). The WSCCOG is a vehicle through which the City champions regional solutions and problem solving in tandem with the leadership of neighboring communities. City Council has identified the redesign of the SAMOSHEL interim housing program as a priority, and has supported the use of Measure CS funds for this initiative. The redesign will accommodate 24/7 intakes, giving additional options for after-hours intake and facilitating first responder transports for people experiencing homelessness and non-urgent behavioral health issues. In 2023, the City partnered with the LA County Homeless Initiative to start a Pathway Home project which is a collaboration between a local motel operator, social service provider, LA County DHS, and LAHSA to move people from encampments into motel rooms and provide case management, housing navigation, and time limited subsidies for permanent housing. The program launched in 2024 and so far has served 45 individuals who were living on the streets of Santa Monica. Of the 28 individuals who exited the program, 16 (57%) exited to permanent housing.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals
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and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
Many households who become homeless experience episodes of homelessness perhaps once or twice in a lifetime and for periods of less than a year. They are often families, including families with children, and are often homeless because of a particular crisis such as loss of income, eviction, foreclosure, illness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this segment is finding affordable housing.
The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works closely with local and regional providers to track the progress of these individuals into housing, assisting with advocacy and resources to remove system and process barriers in order to shorten the length of homelessness. Care coordination meetings are conducted virtually via teleconference. The City also maintains a variety of resources to help transition homeless individuals and families into permanent housing, and support them over time. Direct financial assistance is provided to support the moving process, including move-in costs (security deposits, moving expenses), basic furniture, and rental application fees. Once housed, the care coordination efforts continue to ensure that households do not return to homelessness. City-funded housing programs are required, as part of their contract agreement, to notify the Housing and Human Services Department if tenants are at risk for eviction. The City also funds legal services to prevent eviction, address tenant harassment and discrimination against people who are disabled or have a history of homelessness, and offers emergency rental assistance to prevent eviction.
In 2021, under the American Rescue Plan, the Department of Housing and Urban Development (HUD) allocated 104 Emergency Housing Vouchers (EHVs) to the City to be issued to people experiencing or at risk of homelessness. The City prioritized its allocation of EHVs to exit people in local shelter programs and unsheltered individuals referred by City-funded street engagement teams into permanent housing with supportive services. Households with EHVs are prioritized for permanent housing through the City’s Below Market Housing waitlist. As interim housing beds become available, City staff are working closely with SMPD, SMFD and the City’s multidisciplinary street teams to refer vulnerable individuals from our streets, parks, and open spaces to available shelters, housing navigation resources, and/or permanent housing opportunities. EHV participants began moving into their own apartments in February 2022. To date, 82 people experiencing homelessness have ended their experience of homelessness in Santa Monica using EHVs. In 2023, the City received an allocation of 15 Housing Stability (HS) vouchers from LAHSA and is working with the local outreach teams and interim housing programs to match eligible people experiencing homelessness to these resources.
Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving
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assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
Actions to address the issues noted in this Consolidated Plan include:
Increase the supply of and access to supportive housing and supportive services for special needs populations
Assist the homeless and those at risk of homelessness with access to permanent affordable housing and supportive services that promote housing stability Coordinate homeless services, including services for those at-risk of homelessness, and encourage collaboration among providers
As part of the City’s Human Services Grants Program, homeless services agencies and other non-profits are funded to provide housing retention services, supportive services to build income, health and behavioral health services, legal services, and benefits assistance that enable people to retain their housing. The City's Senior & Disability Housing Task Force meets to identify older adults and people with disabilities at imminent risk of losing housing and collaborate on solutions to keep them housed in the appropriate level of care. In 2024, the City is embarking on a strategic planning process to meet the needs of older adults and people with disabilities in Santa Monica, including strategies to prevent homelessness and promote housing stability.
As pandemic-era restrictions on evictions lifted in 2022 and 2023, landlords began pursuing evictions much more frequently. As of August 2023, eviction filings had increased above pre-pandemic levels, reversing a years long downward trend in the total number of eviction filings. In the face of this data, City Council approved new tenant protection laws. The City also hosts regular tenant/landlord forums.
The City also funds Legal Aid Foundation of Los Angeles (LAFLA) to investigate harassment claims and provide representation to low-income tenants to prevent unlawful evictions. In 2021, City Council approved additional funding to LAFLA to launch a Right to Counsel program to provide additional representation for tenants facing eviction, as well as new and expanded case management and paralegal services in 2022 to help support vulnerable tenants.
The City also continued its Preserving Our Diversity (POD) program, which provides cash-based assistance to low-income, long-term rent control senior households to help them achieve a minimum monthly after-rent income for basic needs. As of June 2025, 223 low-income senior households had enrolled in POD. In 2025, program eligibility is being expanded, and additional budget is being allocated for targeted outreach, with the long-term goal of enrolling 300 low-income seniors in the program.
In light of the COVID-19 pandemic, the City implemented a number of strategies to help prevent evictions. In March 2020, the City enacted a local eviction moratorium to keep renters impacted by COVID in their homes. The City also implemented the COVID Emergency Rental Assistance Program (ERAP) using CDBG and General Funds to provide 638 households economically impacted by COVID with three months’ rent up to $5,000. In summer 2021, staff created an enhanced outreach campaign to
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inform renter residents and property owners about the State COVID-19 Rental Assistance program, Housing is Key. Since outreach began in August, an estimated 1,400 additional applications were submitted by Santa Monica residents. Approximately 1,800 Santa Monica households were served with an average assistance of $15,000 and $28,150,675 total funds paid.
The 2022 General Adjustment (GA) of 6% increase for rent-controlled units was the highest increase since 1990. An increase of this magnitude was expected to lead to greater housing instability in the community. In response, the City of Santa Monica developed the Rent Control Adjustment Relief (RCAR) Program, and an Eviction Protection Ordinance for qualifying tenants who need more time to pay the increased rent. The RCAR Program provides relief equivalent to a 3% rent increase over a 12-month period to be paid directly to the property owner/manager in a single lump sum. Over the course of the RCAR program, the City issued 502 payments at a total sum of $329,612 .
The City also works with the Westside Coalition, which meets monthly to discuss advocacy and to coordinate with publicly-funded institutions that may discharge persons into homelessness. City staff coordinates with SMPD and the City Attorney’s Office (CAO) to divert individuals from local jail to available social services and court-based alternative justice options. In 2023, the City approved utilizing HOME-ARP funding for a diversion program called Shelter, Treatment and Empowerment Program (STEP) Court which is a redesign of the Homeless Community Court and will launch in 2024.
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards Since inception of the CDBG program, all homes older than 1978 scheduled for rehabilitation activities receive lead-based paint testing to determine the extent of lead hazards, and where appropriate, remediated in conjunction with the rehabilitation. Any lead found was addressed by interim controls and abatement through covering and/or painting.
The City will also continue to take the following actions this program year to meet lead-based paint requirements:
Report incidents of lead-poisoning to the Los Angeles County Health Department Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines Develop and distribute lead-based paint reduction and abatement information to all landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as to community groups
Work cooperatively with its nonprofit housing providers and community health organizations to provide educational material and identify potential sources of lead poisoning in City-assisted affordable housing projects
Apply housing quality standards to inspections of Section 8 units and assess risks of exposure to lead based paint for households with children six years of age and under and report any findings to HUD on a quarterly basis
Address blight in individual buildings by eliminating specific conditions that present health and safety hazards to the public
Provide lead-based paint testing and remediation to existing single- and multi-family units, targeting low and moderate income households. While the health department formerly provided reports on lead-based hazards to the City, that data is no longer made available to housing authorities
How are the actions listed above related to the extent of lead poisoning and hazards? The City has a limited number of structures with lead-based paint and the presence of children as noted above. However, the City does ensure that this matter is addressed in all instances involving older housing, as described in the next response.
How are the actions listed above integrated into housing policies and procedures? The City inspects for lead-based paint risks in all units that federally-assisted participants occupy.
Additionally, the City tracks and reports to Los Angeles County Health Department regarding lead-based paint in housing involving children six years of age and under. Furthermore, when using CDBG and
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HOME funds for housing rehabilitation, structures are tested for lead-based paint and if found, hazards are remediated.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The objectives and strategies of this Plan are focused on reducing the number of families in poverty, improving the quality of life for the poorest of families, and lessening the impacts of poverty. Strategies include those addressing affordable housing, special needs housing, homelessness, public facilities, public improvements, and economic development.
However, pressing needs in other areas limits the amount of resource that the City can allocate to economic development initiatives. The City does have a Human Services Grant Program, which, as noted below, funds programs that support training, workforce development, and other economic development related efforts and programs.
The movement of people above the poverty line involves a variety of policies and programs that extend beyond providing opportunities for employment at a living wage. Access to education, transportation, childcare, and affordable housing are key components that can assist persons to secure and retain economically self-sustaining employment.
The City will employ a variety of strategies to help alleviate poverty, including efforts to stimulate economic growth and job opportunities, and to provide Santa Monica residents with the skills and abilities required to take advantage of those opportunities. Responsive programs will foster greater economic independence and income stability through supportive services, financial literacy and educational and job opportunities.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City’s anti-poverty strategy is part of a coordinated effort to create jobs and improve the local economy. CDBG provides core funding for critical basic needs including health, housing, and employment because the creation of economic opportunities is not an isolated solution to alleviating poverty. The City works with community partners to identify educational, life skills and training needs and provide opportunities for self-empowerment that will enable low- and moderate-income residents to become and continue to be self-sufficient and economically independent. These programs have an immediate impact on primary needs of the low-income population and the causes of poverty. The City will continue to implement the anti-poverty strategy outlined in the Consolidated Plan. This includes continued prioritization of housing and homeless programs per HUD requirements, as well as other programs that address the following:
Pre-vocational and job readiness skills training including assessment and assistance with applications, resumes, job-seeking skills, and work performance standards Job development and placement for temporary and permanent employment opportunities with
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businesses, industry, and government
Apprenticeships and training linkages with skills center and other vocational resources Educational enrichment, skill-building, and parental support to encourage children and youth to be healthy, succeed in school, avoid gang activity, and prepare for productive adulthoods Youth skill-building and development to design innovative and creative alternatives to criminal involvement, youth violence, isolation, and loss of opportunities for growth Legal services to include brief service and full representation in landlord/tenant matters, public benefits assistance, discrimination, consumer affairs, and other critical legal aid Domestic violence intervention and prevention that offers counsel and advice, immediate assistance in obtaining restraining, stay-away and other protective orders, and critical support services to victims of domestic violence
Independent living skills and assistance and peer counseling to ensure full self-sufficiency and independence among the elderly and people with disabilities Childcare subsidies (infant, preschool and elementary) and assistance to working parents Free health care and supportive service assistance to extremely low, very low, and low- income Santa Monica residents including vital assistance to those with HIV/AIDS Wrap-around assertive case management for vulnerable youth and their families, including access to flexible funds for emergency situations and homelessness prevention The City continues to implement its Living Wage Ordinance, which requires all contractors with service contracts greater than $54,200 to pay their employees a living wage. The living wage is updated annually. For FY 2025-26 the living wage is set at $22.50 per hour.
Additionally, the City continues to leverage other federal, state, and local funds to assist homeless and near homeless households with rental assistance, housing search and placement, and legal and credit repair services.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
Plan-related programs and activities are carried out in a timely manner in accordance with federal regulations and other statutory or regulatory requirements. The primary monitoring goals of the City are to provide technical assistance to grant administrators and staff; to ensure activities are carried out in compliance with federal, state, and local regulatory requirements; and to identify deficiencies and promote corrections in order to improve, reinforce, or augment the City’s ability to adhere to Consolidated Plan objectives and annual goals.
To ensure the accomplishment of goals and objectives, the City is involved with administration and coordination of all City-funded programs and related activities. The CDBG Coordinator, project managers, and other supporting City staff meet as-needed throughout the program year to monitor the progress of CDBG- and HOME-funded projects. City staff in a number of departments and divisions, including Housing and Human Services, Community Development, and Public Works provide technical assistance as needed to contractors and subrecipients.
All Requests for Proposals (RFPs) and contracts are reviewed carefully to ensure compliance with HUD and local requirements for program delivery, financial management, procurement, personnel matters, and other such requirements. Subrecipient contracts require verification of eligibility and substantiation of all pertinent information and activities and include language requiring periodic and annual monitoring of activities for financial and programmatic compliance.
During project implementation, subrecipients are required to submit periodic progress reports detailing progress toward objectives, problems and/or resolution to meeting goals, and quantitative participation data by ethnicity, income, and household status. Periodic reports and payment requests are reviewed for compliance with the project agreement, budget consistency, and documentation of expenditures.
Subrecipients are advised of any procedural errors and/or ineligible activities, and provided with technical assistance as needed.
Upon project completion, project sponsors are required to submit completion reports identifying program/project accomplishments, including persons or households served, ethnicity, and income level.
Projects are subject to an on-site performance and financial audit review on a selective basis during project implementation or upon completion of a project. Priority for on-site performance and/or audit review is given to high-risk programs.
Affordable housing development projects must submit annual compliance reports throughout the period of required affordability. These reports are designed to ensure continued compliance with federal regulations, affordability and use restrictions, and other requirements as specified in project
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loan documents. In addition, all HOME and CDBG-assisted projects will be subject to periodic site visits to ensure continued compliance with federal housing quality standards. The City conducts program and fiscal monitoring of nonprofit agencies to review program participant information and to confirm the agencies are properly accounting for grant funds. Affordable housing developments are also required to submit rent revenues and conduct annual tenant recertification of eligibility.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Santa Monica, like many jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating federal and state resources.
The figures shown in the table below show actual CDBG and HOME allocations for FY 2025-26. CDBG shows a modest decrease of -3.2% under 2024-25 funding levels, while HOME funds also receive a small decrease of -1.5%. The reductions in HOME will most directly impact the resources available for Tenant-Based Rental Assistance (TBRA). However, even with decreased funding, the City is making adjustments that will allow TBRA to maintain all current voucher program participants for at least another 2-3 full years. Over that time, the City’s Housing team will work to reduce the number of households served by TBRA vouchers by transitioning households to the Housing Choice Voucher (HCV) program. This will make certain that the TBRA program is sustained, while also ensuring that no current TBRA participants experience a gap in benefits. In the meantime, the City will continue to work with federal lobbyists and advocates in hopes that funding for HOME will someday be restored. If there are additional cuts or increases to CDBG or HOME over the coming years, the City will adjust accordingly to implement strategies reflective of funding realities.
The following contingencies apply to 2025-26 activities proposed for funding:
HUD has intermittently waived the requirement that entitlement jurisdictions set aside 15% of their annual HOME allocation for Community Housing Development Organization (CHDO) activities. Should the waiver be announced for the FY 2025-26 program year, these funds would be used to increase funding for Tenant-Based Rental Assistance (TBRA) and/or HOME Administration.
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Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services
$1,114,932 $50,000 0 $1,164,932 $4,659,728
Program Income from MERL
loan repayments and interest
earned. Unexpended project
funds from prior years.
HOME public -
federal
Acquisition
Homebuyer assistance
Homeowner rehab
Multifamily rental new
construction
Multifamily rental
rehab
New construction for
ownership
TBRA
$502,427.92 $40,000 0 $542,427.92 $2,169,711.68
Program Income from MERL
loan repayments and interest
earned. Unexpended project
funds from prior years.
Table 33 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment of CDBG and HOME funds. Even with $10+ million in funding for the City’s Human Services Grants Program and local funding committed to the production and preservation of affordable housing, the need remains great, and additional funds are sought to ensure that more affordable housing and important programs and activities are available for those in need. To that end, the City seeks funds from the State and grants from other entities, both public and private.
Matching requirements have been satisfied with other eligible financial resources and/or in-kind services, and the City will continue to seek this type of matching as well as financial matches.
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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns two properties that are leased to a local non-profit at below-market rates for the operations of homeless services at the Access Center and the SAMOSHEL emergency shelter. Funds from Measure CS, passed in November 2022, were used to support the redesign of SAMOSHEL to allow referrals 24 hours a day, seven days a week from Santa Monica first responders. The redesign includes a separate intake area so that current shelter residents are not disturbed by over night intakes. With the SAMOSHEL redesign completed in March 2024, first responders are now able to refer clients to emergency shelter beds 24/7. In 2022, the City executed a long-term lease for Ken Edwards Center, a City-owned facility, to a non-profit providing services to seniors, including those who are disabled, atrisk of homelessness, or low-income.
Prior to the adoption of the October 2022 Housing Element discussed in more detail below, the City reviewed various City-owned properties and evaluated the sites for potential affordable housing development. The sites represented a range of development potential involving near-term and longterm opportunities, as well as housing production ‘yield’. One particular site was ready for redevelopment, and in January 2022, the City Council selected a developer for the property at 1318 4th Street to be developed as 100% affordable housing, including a requirement that 50 apartments of the future affordable housing be targeted to persons experiencing homelessness. During 2022 and 2023, the developer has been meeting with stakeholders and members of the community to receive input about the potential design of the affordable housing and associated services for the supportive housing component.
On October 11, 2022, the City Council adopted the 2021-2029 Housing Element, a State-mandated plan to demonstrate the City’s capacity to accommodate its share of regional housing need at all income levels. In the Housing Element, the City demonstrated capacity for 1,880 homes affordable to lower income households on specific City-owned sites. The sites will be developed with 100% affordable housing through issuance of requests for proposals (RFPs) during the Housing Element planning period.
The City issued an RFP on June 22, 2023, for development of affordable housing on three City-owned public surface parking lots located at 1217 Euclid Street, 1211-17 14th Street, and 1146 16th Street. The sites are collectively projected to accommodate 130 homes. The City Council selected a development team for the three sites on March 19, 2024. As part of Housing Element implementation, the City will issue its next RFP for affordable housing on a City-owned site no later than June 30, 2025.
Discussion
N/A
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Expand/Improved Public
Infrastructure/Facilities
2025 2026 Non-Housing
Community
Development
Low/Mod
Areas
Public Infrastructure
& Facilities
Enhancements
CDBG:
$884,932
2 Provide Safe, Affordable
Housing Opportunities
2025 2026 Affordable
Housing
NonHomeless
Special Needs
Low/Mod
Areas
Affordable Housing
Opportunities HOME:
$542,427.92
Tenant-based rental
assistance / Rapid
Rehousing: 25 Households
Assisted
3 Provide Vital Services for
LMI & Special Needs
2025 2026 Non-Housing
Community
Development
Low/Mod
Areas
Services for Low
Income Community
Members
Services for People
Experiencing
Homelessness
CDBG:
$217,500
Public service activities
other than Low/Moderate
Income Housing Benefit: 50
Persons Assisted
4 Economic Development
Opportunities
2025 2026 Non-Housing
Community
Development
Low/Mod
Areas
Support for LowModerate Income
Workers and Business
Owners
CDBG:
$2,500
5 Businesses Assisted
Table 34 – Goals Summary
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Goal Descriptions
1 Goal Name 1. Expand/Improve Public Infrastructure/Facilities Goal
Description
CDBG: Virginia Avenue Park Playground Replacement - Phase II The Virginia Avenue Park (VAP) Playground is in need of a renovation, specifically focused on equipment replacement, reducing sand, and providing shade. VAP is home to the only City playground in the Pico Neighborhood, and one which is heavily used by families, camps, and farmers market visitors. At present, the playground equipment is aging and in need of replacement, the sand surface prevents accessible use of the playground, and community members regularly request shade to be added to this site to provide relief from direct sunlight. The VAP Playground Replacement project will use a phased, multi-year approach to update playground equipment and to install a more accessible surface and shade covering in order to create a safe, enjoyable playground experience for the community.
CDBG: 19th Street Parcel Development - Phase II:
The vacant 2018 19th Street land parcel was originally purchased using CDBG and General Funds in FY 2019-20 in order to develop the land into a beneficial community resource. Following continued engagement of Pico Neighborhood residents within the service area, the City awarded FY 2023-24 CDBG funds for Phase I development, which includes grading and preparing the land for general accessibility. Phase II development will include the necessary infrastructure to support a community garden, including raised garden beds, seating, and lighting. With the completion of Phase II, the parcel will be transformed into a valuable amenity serving the Pico Neighborhood community while also adding an additional garden to the City's Community Garden program
2 Goal Name 2. Provide Safe, Affordable Housing Opportunities Goal
Description
Increase affordable rental housing opportunities for LMI households through the provision of Tenant-Based Rental Assistance.
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3 Goal Name 3. Provide Vital Services for LMI & Special Needs Goal
Description
Fund a multidisciplinary outreach team for people experiencing homelessness, including a substance use disorder hub and spoke system that increases the City's capacity to effectively address substance use and overdose among Santa Monica's homeless and temporarily housed populations
4 Goal Name 4. Economic Development Opportunities
Goal
Description
Fund the City’s Small Business Assistance and Tenant Improvement Program to continue cultivating an equitable economic recovery for eligible Santa Monica small businesses.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The development of the Annual Action Plan involved consultation with those agencies involved in delivering housing and housing services within Santa Monica. Meetings and discussions were held between the staff of the City's Housing and Human Services Department and other City departments.
The City’s consultants also conducted interviews with appropriate housing and social service agencies regarding the housing and community needs of children, elderly persons, persons with disabilities, and homeless persons. Public input was also solicited through public hearings at Commission meetings. All projects selected to receive funding meet objectives and goals set by the City to address housing and social needs.
Projects
# Project Name
1 CDBG: Administration
2 CDBG: Infrastructure and Facilities
3 CDBG: Public Services
4 CDBG: Economic Development
5 HOME: Administration
6 HOME: Tenant-Based Rental Assistance
7 HOME: CHDO Reserve
Table 35 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Proposed 2025-26 capital projects were identified from a pool of unfunded projects that aligned with 2025-29 Consolidated Plan priorities while meeting the greatest current needs.
As described above, Consolidated Plan needs and priorities were identified through input received from community leaders, citizen participation, Commission meetings, and public hearings, with the objective of using limited resources to have the greatest impact in meeting the most pressing needs. These inputs were described in the public participation section of the 2025-29 Consolidated Plan. The City also remains in regular communication with agency officials and partners in county, state, and regional organizations. In addition, the City’s Housing and Human Services, Community Development, and Public Works Departments continue to explore creative ways to efficiently utilize existing resources to assist those in need.
The impacts of the COVID-19 pandemic continue to result in a significant increase in social service and housing needs in Santa Monica, while the decrease in City revenues resulting from the economic
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impacts of the pandemic have reduced the City’s ability to adequately address these emergent needs.
Concurrently, the consistent rise in market rents continues to exacerbate the difficulty of finding affordable housing in Santa Monica. Due to its heavy reliance on the tourism, hospitality and retail sectors, Santa Monica’s economy was particularly hard hit by the pandemic, with revenues from transient occupancy and sales taxes and parking related revenues, which accounted for nearly one-half of General Fund revenues prior to the pandemic, falling 39% in FY 2020-21 from pre-COVID levels, while total General Fund revenues were down 22% over the same period. While General Fund revenues are now growing, it is anticipated that they will not recover to the level projected prior to the pandemic until FY 2026-27. While the City has already experienced a loss of nearly $170 million since 2020, revenues will lag behind pre-pandemic projected growth by nearly $34 million more over the next five years, for a total revenue loss of approximately $204 million over 7 years.
Adding to the fiscal challenge is the current condition of the General Fund reserves. Strong reserves are necessary to cushion the delivery of services from the impact of emergency expenditures, contingent liabilities, and economic uncertainty. Since 2020, the City has had to program General Fund reserves to deliver essential services during the COVID-19 pandemic, to address several significant legal settlement payments, and to fill future budget deficits. Looking ahead, the City is facing some extraordinary, onetime contingent liabilities that further threaten reserve levels. As revenues return, the City will make every effort to allocate funding to address unmet needs in alignment with Council priorities and will continue to identify opportunities for partnership and alternative funding sources to complement the City’s limited resources.
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AP-38 Project Summary
Project Summary Information
1 Project Name CDBG: Administration
Target Area Low/Mod Areas
Goals Supported N/A
Needs Addressed N/A
Funding CDBG: $232,986
Description Administer the CDBG program in compliance with federal regulations for the 2025 PY.
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the CDBG program in compliance with federal regulations for the 2025 PY.
2 Project Name CDBG: Public Infrastructure and Facilities Target Area Low/Mod Areas
Goals Supported Expand/Improved Public Infrastructure and Facilities Needs Addressed Public Infrastructure and Facilities Enhancements Funding CDBG: $707,946
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Description VAP Playground Replacement (Phase II):The Virginia Avenue Park (VAP) Playground is in need of a renovation, specifically focused on equipment replacement, reducing sand, and providing shade. VAP is home to the only City playground in the Pico Neighborhood, and one which is heavily used by families, camps, and farmers market visitors. At present, the playground equipment is aging and in need of replacement, the sand surface prevents accessible use of the playground, and community members regularly request shade to be added to this site to provide relief from direct sunlight. The VAP Playground Replacement project will use a phased, multi-year approach to update playground equipment and to install a more accessible surface and shade covering in order to create a safe, enjoyable playground experience for the community. 2018 19th Street Development (Phase II): The vacant 2018 19th Street land parcel was originally purchased using CDBG and General Funds in FY 2019-20 in order to develop the land into a beneficial community resource. Following continued engagement of Pico Neighborhood residents within the service area, the City awarded FY 2023-24 CDBG funds for Phase I development, which includes grading and preparing the land for general accessibility. Phase II development will include the necessary infrastructure to support a community garden, including raised garden beds, seating, and lighting. With the completion of Phase II, the parcel will be transformed into a valuable amenity serving the Pico Neighborhood community while also adding an additional garden to the City's Community Garden program
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A – While over 12,000 Santa Monicans reside in the combined lowmod income services areas, those accomplishments will be reported under Phase I of both listed activities.
Location Description 2018 19th Street; Virginia Avenue Park Planned Activities 2018 19th Street Development (Phase II) VAP Playground Replacement (Phase II)
3 Project Name CDBG: Public Services
Target Area Low/Mod Areas
Goals Supported Provide Vital Services for LMI & Special Needs
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Needs Addressed Services for Low Income Community Members Services for People Experiencing Homelessness
Funding CDBG: $174,000
Description Fund a multidisciplinary outreach team for people experiencing homelessness, including a substance use disorder hub and spoke system that increases the City's capacity to effectively address substance use and overdose among Santa Monica's homeless and temporarily housed populations
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
50 Individuals
Location Description Citywide
Planned Activities Fund a multidisciplinary outreach team for people experiencing homelessness, including a substance use disorder hub and spoke system that increases the City's capacity to effectively address substance use and overdose among Santa Monica's homeless and temporarily housed populations
4 Project Name CDBG: Economic Development
Target Area Low/Mod Areas
Goals Supported Economic Development
Needs Addressed Support Low-Moderate Income Workers and Business Owners Funding CDBG: $50,000
Description Fund the City’s Small Business Assistance and Tenant Improvement Program to continue supporting economic growth for eligible Santa Monica small businesses in LMI service areas.
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
5 Small Businesses
Location Description Eligible small businesses citywide
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Planned Activities Fund the City’s Small Business Assistance and Tenant Improvement Program to continue supporting economic growth for eligible Santa Monica small businesses serving low-mod income areas.
5 Project Name HOME: Administration
Target Area Low/Mod Areas
Goals Supported N/A
Needs Addressed N/A
Funding HOME: $54,242.79
Description Administer the HOME program in compliance with federal regulations for the 2025 PY.
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Administer the HOME program in compliance with federal regulations for the 2025 PY.
6 Project Name HOME: Tenant-Based Rental Assistance
Target Area Low/Mod Areas
Goals Supported Provide Safe, Affordable Housing Opportunities Needs Addressed Affordable Housing Opportunities
Funding HOME: $412,820.94
Description Provide tenant based rental assistance for low-moderate income households.
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Tenant-based Rental Assistance: 25 Households Assisted
Location Description Citywide
Planned Activities Provide tenant based rental assistance for low-moderate income households.
7 Project Name HOME: CHDO Reserves
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Target Area Low/Mod Areas
Goals Supported Provide Safe, Affordable Housing Opportunities Needs Addressed Affordable Housing Opportunities
Funding HOME: $75,364.19
Description Per regulation 92.300 the City is reserving 15% of the HOME allocation for a Community Housing Development Organization (CHDO).
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description N/A
Planned Activities Per regulation 92.300 the City is reserving 15% of the HOME allocation for a Community Housing Development Organization (CHDO).
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Area Name:
The latest HUD data indicate that there are 18 low/mod Block Groups in Santa Monica, distributed among 10 City’s Census Tracts. A map in the appendix to this Plan shows the location of these Block Groups.
Area Type:
All are HUD-defined low/mod areas.
Identify the neighborhood boundaries for this target area.
See above.
Include specific housing and commercial characteristics of this target area.
In each of these neighborhoods, the housing stock is typically older, and often smaller. Streets may need repair and other infrastructure is older.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
These areas have been areas of concern in the past and emerged in the course of examining the data.
They were also mentioned in the course of community stakeholder discussions. These discussions confirmed the already known needs of these areas, complementing or corroborating the data.
Identify the needs in this target area.
The City’s needs are numerous and varied. As will be shown in the following sections, the principal needs are: 1) affordable housing through production, rehabilitation/repair, home modifications, and financial assistance, public improvements to improve neighborhoods; 2) housing for special needs populations; 3) assistance for the homeless, including housing, services and homelessness prevention; 4) community and public services especially for youth, the elderly, the homeless, and persons with disabilities; 5) economic development and anti-poverty programs focused primarily upon job training and support for low-moderate income business owners; and 6) public facility and infrastructure improvements. While it is not possible to address all of these needs with HUD resources alone, the goals
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of this plan were established to use HUD funds for the best and most effective use.
What are the opportunities for improvement in this target area? The opportunities are significant. First, the City can keep residents in safe, affordable housing and prevent additional persons and families from becoming homeless. Second, the City can improve the quality of life by providing needed services and improving conditions in these areas. Third, the City can promote economic development in these areas by supporting small businesses.
Are there barriers to improvement in this target area?
The barriers are significant because of the amount of effort and resources needed to provide the necessary assistance.
Geographic Distribution
Target Area Percentage of Funds
Low/Mod Areas 95
Table 36 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Many of the City's low/mod block groups are predominantly residential, occurring in clusters and/or adjacent to one another. The most prominent grouping occurs in a stretch of low/mod block groups south of the 10 freeway and north of Pico Boulevard. Areas such as these have been areas of concern in the past and emerged in the course of continued examination of available data. These areas are consistently cited in discussions regarding resource allocation and the City remains committed to identifying and funding eligible projects that meet their established needs.
Discussion
The resources available under the 2025-26 Annual Action Plan are limited. The City targets funding according to priority needs throughout the City, with an emphasis on helping the lowest-income households, block groups, and service areas. Depending on the type of need being addressed, resources may or may not be geographically targeted. For example, public services for 2025-26 are not geographically targeted and are instead provided to eligible program participants in such a manner as to provide the greatest level of availability to the widest area possible. On the other hand, assistance to projects that improve public facilities/infrastructure will be undertaken in specific locations within eligible low/mod income areas. A project may only be funded outside of this area if the project primarily benefits low-income households or persons presumed to be low-income, such as adults with disabilities.
At least 95% of the funds are allocated to projects that meet the low-income limited clientele, low-mod
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housing, or low-mod area national objectives.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The most notable impediment to affordable housing revolves around the lack of Federal and State resources for affordable housing initiatives commensurate with the scale of the need, including the development of additional affordable rental housing stock and the lack of funding for new construction and rehabilitation. Insufficient funding for programs and resources to reduce excessive rent or mortgage burdens to qualified persons is also a key factor.
Another barrier to affordable housing in Santa Monica is the high cost of housing created by a demand for housing, both existing and new, which exceeds the current supply. Santa Monica is perceived as a desirable place to live and has experienced growth in terms of both businesses that wish to operate here and in terms of people who wish to reside here. Housing prices, both purchase and rental, remain high, especially for lower income households. In addition, the cost of site acquisition is very high, as are development costs. These factors make housing construction expensive and put affordable housing out of the reach of low-income households.
The Housing Needs Assessment also identified stringent criteria in the mortgage origination process due to the previous foreclosure crisis, which also is outside the scope and control of City policy. In some instances, issues revolving around personal finances (lack of down payment, credit history, employment history) affect the availability of affordable housing for Santa Monica residents.
One Year Goals for the Number of Households to be Supported Homeless 50
Non-Homeless -
Special-Needs -
Total 50
Table 37 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 25
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 25
Table 38 - One Year Goals for Affordable Housing by Support Type
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Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
The Santa Monica Housing Authority was consulted during the 2025-2029 Consolidated Plan development process. It is the intention of the Authority to continue to ensure that its participants in the Housing Choice Voucher, Continuum of Care voucher, and HOME voucher programs are housed in safe and adequate affordable housing.
Actions planned during the next year to address the needs to public housing The City of Santa Monica and the Santa Monica Housing Authority, do not own or operate any housing.
In recent years, the City has coordinated with the Housing Authority to evaluate issues and will continue to do so, though the City does not plan to provide funding for any Housing Authority programs or projects. The City currently provides funds for the former Redevelopment Agency vouchers and contributes to staff costs.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Not Applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not Applicable
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The needs of homeless persons and of persons with special needs are complex and require a wide range of specialized services. Numerous agencies, including City-funded agencies, are involved in the care of people experiencing homelessness, providing distinct services such as housing, mental health counseling, employment training, and case management services. A number of activities and services are funded to help the needs of the homeless and other special needs populations. Overall, these services address the high priority of reducing homelessness and the threat of becoming homeless, as well as providing necessary services.
There are several groups that have a higher need for affordable housing and have special housing needs.
These groups have been identified as: the elderly and frail elderly, persons with disabilities (mental, physical, developmental), victims of domestic violence, youth (in general and aging-out foster youth), and members of the Santa Monica Service Registry, which is a by-name list of the most vulnerable chronically homeless individuals as determined by length of time on the streets, age, and physical and mental health conditions. City-funded multidisciplinary teams combine street outreach, medical provision and behavioral healthcare with case management support and housing navigation services, with the goal of meeting immediate needs while connecting participants experiencing homelessness to long-term housing resources. Seniors and people with disabilities are more likely to face housing instability and have difficulty affording housing due to often living on fixed incomes that does not keep pace with cost of living. Seniors and people with disabilities also have a need for accessible housing to support aging in place and independent living, whether for new housing, rehabilitated existing housing, or the adaptation of the housing they currently occupy. In addition to general challenges, seniors may have additional supportive needs resulting from increasing physical and/or cognitive conditions.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
As part of the Coordinated Entry System (CES) for Los Angeles County, Santa Monica homeless service agencies use the VI-SPDAT triage pre-assessment tool to assess an individual’s strengths and challenges in areas of housing, risky behavior, socialization, and wellness (health and behavioral health). The VISPDAT indicates the most appropriate intervention, with low scores indicating a need for light services and high scores indicating a need for more intensive services up to and including permanent supportive housing.
The City also funds two types of street engagement teams: one HMST (Homeless Multidisciplinary Street Team) and three C3 (City, County, Community), both of which are operated by local nonprofit The People Concern. HMST is dedicated to working with the highest utilizers of fire and police services, while
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the C3 team focuses on the geographic areas most impacted by homelessness, including the downtown area and the beach. These teams engage individuals with street-based medical and behavioral health interventions to help stabilize behaviors while linking people to resources and housing. In support of these efforts, City Council approved use of Measure CS funds to add a third C3 Team to cover the remainder of the city started operating on July 1, 2023. In calendar year 2023, the multidisciplinary teams made 8,193 contacts with people experiencing homelessness and provided direct medical or psychiatric services to 1,012 participants. In 2023, these teams placed 45 people into interim housing and 13 into permanent housing. As part of the CES for Los Angeles County, the teams utilize the VISPDAT to prioritize highly vulnerable households for housing placement. Using the City’s HMIS and monthly coordination meetings, the City works closely with local and regional providers to track the progress of these individuals, providing advocacy and resources in order to shorten the length of homelessness. The Downtown Santa Monica Ambassadors also support the multidisciplinary teams, providing outreach and referrals to individuals wherever they may be.
In addition, the City utilizes first responders to engage and assess the needs of homeless individuals. The Santa Monica Police Department (SMPD) maintains a specialized Homeless Liaison Program (HLP) Team of nine officers and a sergeant who work in conjunction with local nonprofits and City departments to identify vulnerable individuals and coordinate services. SMPD also provides training to all patrol officers on safe and appropriate methods for engaging and de-escalating people with mental illness. SMPD has developed the first POST (Peace Officer Standards and Training)-approved homeless curriculum in the state, which has been offered to sworn and civilian personnel from across the country.
Addressing the emergency shelter and transitional housing needs of homeless persons While the City continues to support over 240 year-round interim housing beds in the community through direct funding, leases, and regional partnerships, shelter capacity has fluctuated due to COVID outbreaks at interim housing facilities and subsequent reduced capacity. The City continues to support efforts to increase regional bed capacity through its participation in the Westside Cities Council of Government (WSCCOG). The WSCCOG is a vehicle through which the City champions regional solutions and problem solving in tandem with the leadership of neighboring communities. City Council identified the redesign of the SAMOSHEL interim housing program as a priority and has supported the use of Measure CS funds for this initiative. The redesign accommodates 24/7 intakes through the addition of a separate intake area, giving additional options for after-hours intake and facilitating first responder transports for people experiencing homelessness and non-urgent behavioral health issues. In 2023, the City partnered with the LA County Homeless Initiative to start a Pathway Home project which is a collaboration between a local motel operator, social service provider, LA County DHS, and LAHSA to move people from encampments into motel rooms and provide case management, housing navigation, and time limited subsidies for permanent housing. The program will launch in 2024.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that
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individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Many households who become homeless experience episodes of homelessness perhaps once or twice in a lifetime and for periods of less than a year. They are often families, including families with children, and are often homeless because of a particular crisis such as loss of income, eviction, foreclosure, illness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this segment is finding affordable housing.
The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works closely with local and regional providers to track the progress of these individuals into housing, assisting with advocacy and resources to remove system and process barriers in order to shorten the length of homelessness. Care coordination meetings are conducted virtually via teleconference. The City also maintains a variety of resources to help transition homeless individuals and families into permanent housing and support them over time. Direct financial assistance is provided to support the moving process, including move-in costs (security deposits, moving expenses), basic furniture, and rental application fees. Once housed, the care coordination efforts continue to ensure that households do not return to homelessness. City-funded housing programs are required, as part of their contract agreement, to notify the Housing and Human Services Department if tenants are at risk for eviction. The City also funds legal services to prevent eviction, address tenant harassment and discrimination against people who are disabled or have a history of homelessness, and offers emergency rental assistance to prevent eviction.
In 2021, under the American Rescue Plan, the Department of Housing and Urban Development (HUD) allocated 104 Emergency Housing Vouchers (EHVs) to the City to be issued to people experiencing or at risk of homelessness. The City prioritized its allocation of EHVs to exit people in local shelter programs and unsheltered individuals referred by City-funded street engagement teams into permanent housing with supportive services. Households with EHVs are prioritized for permanent housing through the City’s Below Market Housing waitlist. As interim housing beds become available, City staff are working closely with SMPD, SMFD and the City’s multidisciplinary street teams to refer vulnerable individuals from our streets, parks, and open spaces to available shelters, housing navigation resources, and/or permanent housing opportunities. EHV participants began moving into their own apartments in February 2022. To date, 82 people experiencing homelessness have ended their experience of homelessness in Santa Monica using EHVs. In 2023, the City received an allocation of 15 Housing Stability (HS) vouchers from LAHSA and is working with the local outreach teams and interim housing programs to match eligible people experiencing homelessness to these resources.
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Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
Actions to address the issues noted in this Action Plan include:
Increase supportive housing and supportive services for special needs populations Assist the homeless and those at risk of homelessness with access to permanent affordable housing and supportive services that promote housing stability Coordinate homeless services, including services for those at-risk of homelessness, and encourage collaboration among providers
As part of the City’s Human Services Grants Program, homeless services agencies and other non-profits are funded to provide housing retention services, supportive services to build income, health and behavioral health services, legal services, and benefits assistance. The City's Senior & Disability Housing Task Force meets to identify older adults and people with disabilities at imminent risk of losing housing and collaborate on solutions to keep them stably housed. The City also continued its Preserving Our Diversity (POD) program, which provides cash-based assistance to low-income senior households to achieve a minimum monthly after-rent income for basic needs. As of June 2025, 222 low-income senior households had enrolled in POD. In 2024 and 2025, the City is embarking on a strategic planning process to meet the needs of older adults and people with disabilities in Santa Monica.
As pandemic-era restrictions on evictions lifted in 2022 and 2023, landlords began pursuing evictions more frequently. Eviction filings quickly increased above pre-pandemic levels, reversing a years long downward trend. In response, the City implemented new tenant protection laws, convened regular tenant/landlord forums, and funded Legal Aid Foundation of Los Angeles (LAFLA) to investigate harassment claims and provide representation to low-income tenants. In 2021, City Council approved additional funding to LAFLA to launch a Right to Counsel program to provide additional representation for tenants facing eviction, as well as new and expanded case management and paralegal services in 2022 to help support vulnerable tenants.
In light of the COVID-19 pandemic, the City implemented a number of strategies to help prevent evictions. In March 2020, the City enacted a local eviction moratorium to keep renters impacted by COVID in their homes. The City also implemented the COVID Emergency Rental Assistance Program (ERAP) using CDBG and General Funds to provide 638 households economically impacted by COVID with three months’ rent up to $5,000. In summer 2021, staff created an enhanced outreach campaign to inform renter residents and property owners about the State COVID-19 Rental Assistance program, Housing is Key. Approximately 1,800 Santa Monica households received an average of
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$15,000, or over $28 million in total.
The 2022 General Adjustment increase of 6% for rent-controlled units was the highest increase since 1990 and was expected to lead to greater housing instability. In response, Santa Monica developed the Rent Control Adjustment Relief (RCAR) Program, and an Eviction Protection Ordinance for qualifying tenants who need more time to pay their rent. RCAR provided relief equivalent to a 3% rent increase over a 12-month period, ultimately issuing 502 payments at a total sum of $329,612.
The Emergency Housing Voucher (EHV) was created as part of the American Rescue Plan Act of 2021 to address the continued impact of the COVID-19 pandemic. The EHV program provides an opportunity for Public Housing Authorities (PHA) such as Santa Monica’s, to address the needs of vulnerable populations in their communities who are homeless, at-risk of homelessness, fleeing, or attempting to flee, domestic violence, or human trafficking, or were recently homeless or have a high risk of housing instability, through tenant based rental assistance. As of June 2025, 82 households were connected to an EHV and have secured or retained permanent housing. The City also works with the Westside Coalition, which meets monthly to discuss advocacy and to coordinate with institutions that may discharge persons into homelessness. City staff coordinates with SMPD and the City Attorney’s Office (CAO) to divert individuals from local jail to available social services and court-based alternative justice options. In 2023, the City also approved HOME-ARP funds for a diversion program called Shelter, Treatment and Empowerment Program (STEP).
The City continues to provide gap financing for affordable housing development, including the construction of permanent supportive housing for formerly homeless or at-risk households. In 2024, a 58-unit permanent supportive housing development opened in the City with gap financing provided by the City as well as Project-Based Vouchers provided by the Santa Monica Housing Authority. Another 90 units of permanent supportive housing are currently in predevelopment on City-owned sites. A 13-unit City-financed housing development targeting 8 units with supportive services for young adults facing housing insecurity is currently under construction and anticipated to open in late 2025.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The Housing Element of the City’s General Plan recognizes concerns about affordable housing and addresses them through several goals, specifically: identifying programs to assist in the production of affordable units, protecting and rehabilitating affordable units, and providing assistance to low- and moderate-income households and households with special needs. The City continues to monitor, analyze, and address market conditions and governmental factors that may act as barriers to affordable housing.
Though public policies are meant to address the overall needs of citizens, they may cause inadvertent negative effects on certain aspects of the community, which in this case are affordable housing and residential investment. Affordable housing and public and private residential investments are key components to furthering fair housing in any community. In part, to identify these negative effects and further the purposes of the Fair Housing Act, the U.S. Department of Housing and Urban Development (HUD) established a legal requirement that entitlement grantees, such as the City of Santa Monica, shall affirmatively further fair housing. The primary tool for communities to identify contributing factors for these barriers to fair housing is the HUD Assessment of Fair Housing (AFH).
In 2020, the City of Santa Monica completed an AFH, which outlined contributing factors to fair housing issues in the City. The 2020 AFH prioritized the identified contributing factors, of which these were the leading priorities within the City:
1. Displacement of residents due to economic pressures
2. Impediments to mobility
3. Lack of access to opportunity due to high housing costs
4. Lack of affordable, accessible housing in a range of unit sizes
5. Land use and zoning laws
6. Private discrimination
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A list of Medium and Low Priority Contributing Factors to Fair Housing Issues can be viewed in the AFH.
Through the identification, evaluation, and ranking of Contributing Factors to Fair Housing, the City was able to propose four (4) goals with associated strategies to affirmatively further fair housing in Santa Monica. Below is a list of proposed goals (a list of strategies for each goal can be viewed in the 2020 AFH.
Goal 1: Increase the supply of affordable housing
Goal 2: Preserve the existing stock of affordable rental housing and rent stabilized housing Goal 3: Prevent displacement of low- and moderate-income residents Goal 4: Increase community integration for persons with disabilities Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Governmental restrictions may constrain the production of affordable housing. The City of Santa Monica continues to monitor, analyze, and address as necessary, governmental regulations, land use controls and residential development standards that affect the production and preservation of affordable housing.
Fair housing is crucial to ensuring that persons of all income levels have equal access to housing. HUD requires that jurisdictions receiving federal funds commit to affirmatively further fair housing. According to HUD, a fair housing impediment is considered to be “any action, omission, or decision which has the effect of restricting housing choice or its availability because of race, color, religion, sex, disability, familial status, or national origin.” A key part to affirmatively furthering fair housing is the preparation of an Assessment of Fair Housing Plan, approved by the City Council on April 28, 2020. The Assessment of Fair Housing Plan is available at www.santamonica.gov/housing-policy-and-reports.
The City of Santa Monica’s Public Rights Division (formerly Consumer Protection Unit) in the City Attorney’s Office takes an active role to ensure fair housing opportunities are enforced. The Public Rights Division has two primary responsibilities: Enforcing local, state, and federal laws to assure that consumers are treated fairly and lawfully; and investigating complaints involving charges of discrimination based on race, age, children, marital status, sex, sexual orientation, national origin, disability, religion, or infection with HIV. The Public Rights Division also educates tenants, landlords and the real estate community on fair housing laws, provides referrals to mediation services, and conducts community outreach throughout the year.
The City’s Rent Control Board also monitors evictions and advises Santa Monica tenants of their rights.
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Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to assure that tenants are not discriminated against by building owners. Other agencies, such as the Santa Monica Housing Authority, Legal Aid Foundation of Los Angeles, California Department of Fair and Equal Housing, and HUD also offer assistance to persons with fair housing issues.
New housing developments subsidized by federal funding must have an Affirmative Fair Housing Marketing Plan, which sets the steps that developers or property managers must take to reach out to various populations during property rental or sale. The Marketing Plan specifically targets potential tenants, underrepresented minorities, economically disadvantaged populations, and low-income homebuyers to better integrate them into the community. Market factors that tend to restrict affordable housing production are high land costs, high construction costs, and the availability of financing. To help mitigate the high cost of housing development in Santa Monica, the City has historically provided a program to make “gap” financing available for affordable housing projects. In November 2016, Santa Monica voters adopted Measures GSH and GS to provide a local, ongoing revenue source through a transaction and use tax, to fund nonprofit affordable housing development. In November 2022, Santa Monica voters adopted Measure GS to provide another local, ongoing revenue source through a property transfer tax, to fund homeless prevention and affordable housing programs. The City's Housing Element recognizes the role of land use regulations in housing development and has reduced regulatory barriers and streamlined development approval processes to facilitate the production of affordable units, protection and rehabilitation of affordable units, and the provision of assistance to low- and moderate-income households and households with special needs.
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
The City is committed to addressing the needs of underserved populations in the community and fully understands that to efficiently leverage CDBG funds, it is necessary to mitigate obstacles low-income families face in securing financial opportunities, affordable housing, and the safety of their homes.
Actions planned to address obstacles to meeting underserved needs The continued growth of regional needs for homeless services and housing retention is the greatest challenge to meeting underserved needs. Significant ballot measures in LA County, LA City and City of Santa Monica were passed by voters in 2016, 2017 and 2024 to increase the resources available to tackle this problem. In February 2024, the Board of Supervisors unanimously approved a $783 million budget for the Los Angeles County Homeless Initiative. LA County voters in November 2024 passed Measure A which aims to replace Measure H at addressing homelessness and support existing homeless housing and services while making housing more affordable throughout LA County. The FY 2025-26 Measure A allocation directly to the City is $1,221,616. Additionally, the Local Solutions Fund (LSF) allocates Measure A funding to various cities and programs within the county to further support these efforts. The FY 2024-25 allocation includes $1,626,187 in Local Solution Funds to the Westside Cities Council of Governments (WSCCOG), a 9 percent increase from the previous year. The City will identify opportunities to leverage these funds through its participation in the WSCCOG. Regionally, the City will continue to participate in working groups to strategize the application of new resources to fund the critical services proposed in the City and County of LA homeless strategies, adopted in February 2016.
The City had the opportunity to expand services addressing homelessness using two new funding streams, Measure CS and Measure GS, approved by Santa Monica voters in November 2022. The new on-going revenue streams generated through Measures CS and GS provided the infusion of funds necessary to develop a comprehensive homelessness strategic plan and accelerate the City’s work on addressing homelessness, producing and preserving affordable housing, preventing homelessness, and maintaining clean and safe public spaces. Council approved a number of priorities under Measure CS, including preparation of a Homelessness Strategic Plan (HSP), expansion of homeless multi-disciplinary teams, redesign of the SAMOSHEL interim housing program to accommodate 24/7 intakes, and expansion of the Police Department’s Homeless Liaison Program (HLP). Measure GS provided resources to produce and preserve affordable housing and prevent homelessness at a scale far beyond the City’s current administration.
Addressing the behavioral health needs of vulnerable residents remains a significant unmet need. In October 2022, Santa Monica contracted with Initium Health to lead a Behavioral Health Feasibility Study. The study includes facilitating a community engagement process, developing a behavioral health strategy, and conducting an operational/financial feasibility assessment for a behavioral health center.
In 2024, the City partnered with the WSCCOG to develop a regional behavioral health center. In addition, the Providence Saint John’s Development Agreement was adopted with community benefits including ten units of deed-restricted affordable housing and a significant financial investment of at least
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$10 million to support the City’s behavioral health initiatives.
In November 2022, the Human Services Division (HSD) helped launch a three-month pilot with WISE & Healthy Aging (a local senior services provider) and the Santa Monica Fire Department (SMFD) to target a small group of seniors who are frequent users of the 911 system and are at high risk for eviction or premature institutionalization. The City secured funding through the WSCCOG to dedicate a part-time WISE case manager to work with this group of vulnerable seniors.
In addition to existing programs, the City partnered with the LA County Department of Mental Health (DMH) to address non-violent mental health crisis calls for service. After extensive planning, the City launched the pilot in January 2024, which provide a specialized therapeutic transport team available five days a week to assist Santa Monica Police and Fire personnel with 911 and non-emergency calls for service that involve someone experiencing a mental health crisis. The partnership with DMH is part of Santa Monica’s push to collaborate with regional service providers for a coordinated, holistic approach to addressing homelessness.
Actions planned to foster and maintain affordable housing The City places great emphasis upon seeing that decent, safe, affordable housing is available for lowincome residents to the extent possible. Homeless activities, ranging from providing emergency shelter to preventing homelessness receive a high priority. Thus, the City will focus on multiple efforts including rental assistance, new rental construction (using local, non-federal funds), as well as home modifications to accommodate persons with special needs and in many instances prevent homelessness.
Actions planned to reduce lead-based paint hazards
Since inception of the CDBG program, all homes older than 1978 scheduled for rehabilitation activities receive lead-based paint testing to determine the extent of lead hazards, and where appropriate, remediated in conjunction with the rehabilitation. Any lead found was addressed by interim controls and abatement through covering and/or painting.
The City will also continue to take the following actions this program year to meet lead-based paint requirements:
• Report incidents of lead-poisoning to the Los Angeles County Health Department • Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines • Develop and distribute lead-based paint reduction and abatement information to all landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as to community groups • Work cooperatively with its nonprofit housing providers and community health organizations to provide educational material and identify potential sources of lead poisoning in City-assisted affordable housing projects
• Apply housing quality standards to inspections of Section 8 units and assess risks of exposure to lead
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based paint for households with children six years of age and under and report any findings to HUD on a quarterly basis
• Address blight in individual buildings by eliminating specific conditions that present health and safety hazards to the public
• Provide lead-based paint testing and remediation to existing single- and multi-family units, targeting low- and moderate-income households. While the health department formerly provided reports on lead-based hazards to the City, that data is no longer made available to housing authorities Actions planned to reduce the number of poverty-level families The City’s anti-poverty strategy is part of a coordinated effort to create jobs and improve the local economy. CDBG provides core funding for critical basic needs including health, housing, and employment because the creation of economic opportunities is not an isolated solution to alleviating poverty. The City works with community partners to identify educational, life skills and training needs and provide opportunities for self-empowerment that will enable low- and moderate-income residents to become and continue to be self-sufficient and economically independent. These programs have an immediate impact on primary needs of the low-income population and the causes of poverty. The City will continue to implement the anti-poverty strategy outlined in the Consolidated Plan. This includes continued prioritization of housing and homeless programs per HUD requirements, as well as other programs that address the following:
• Pre-vocational and job readiness skills training including assessment and assistance with applications, resumes, job-seeking skills, and work performance standards • Job development and placement for temporary and permanent employment opportunities with businesses, industry, and government
• Apprenticeships and training linkages with skills center and other vocational resources • Educational enrichment, skill-building, and parental support to encourage children and youth to be healthy, succeed in school, avoid gang activity, and prepare for productive adulthoods • Youth skill-building and development to design innovative and creative alternatives to criminal involvement, youth violence, isolation, and loss of opportunities for growth • Legal services to include brief service and full representation in landlord/tenant matters, public benefits assistance, discrimination, consumer affairs, and other critical legal aid • Domestic violence intervention and prevention that offers counsel and advice, immediate assistance in obtaining restraining, stay-away and other protective orders, and critical support services to victims of domestic violence • Independent living skills and assistance and peer counseling to ensure full self12.A.a Packet Pg. 574 Attachment: Attachment A: Proposed CDBG/HOME 2025-29 Consolidated Plan and 2025-26 Action Plan [Revision 3] (6709 : CDBG / HOME 5-yr Consolidated Plan SANTA MONICA 200
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sufficiency and independence among the elderly and people with disabilities • Childcare subsidies (infant, preschool and elementary) and assistance to working parents • Free health care and supportive service assistance to extremely low, very low, and low- income Santa Monica residents including vital assistance to those with HIV/AIDS • Wrap-around assertive case management for vulnerable youth and their families, including access to flexible funds for emergency situations and homelessness prevention The City continues to implement its Living Wage Ordinance, which requires all contractors with service contracts greater than $54,200 to pay their employees a living wage. The living wage is updated annually. For FY 2025-26 the living wage was set at $19.73 per hour. Additionally, the City continues to leverage other federal, state, and local funds to assist homeless and near homeless households with rental assistance, housing search and placement, and legal and credit repair services.
Actions planned to develop institutional structure
See SP-40 Institutional Delivery Structure
Actions planned to enhance coordination between public and private housing and social service agencies
The City has identified gaps in institutional structure for implementing the Consolidated Plan and ways to enhance coordination among housing agencies and social service providers. These gaps included a lack of sufficient resources and the need for better information dissemination and sharing among agencies and organizations that provide services. As noted in section PR-10 of the Consolidated Plan, the City has been proactive in addressing these gaps and undertaken a number of specific actions to overcome these gaps.
The City will continue to work with other agencies and departments in several areas including social services, lead abatement, and mental health services, and will continue to seek to establish new relationships with the private sector to accomplish economic and community development activities.
The City also currently coordinates housing and services for homeless and formerly homeless households through monthly Chronic Homeless Project case conferencing meetings, led by Human Services staff with representatives from all City-funded homeless programs, County Mental Health and SMPD. The Senior & Disability Housing Task Force is also enhancing coordination between housing and social service agencies and allowing for early intervention to prevent housed older adults and people with disabilities from becoming homeless. Policy coordination occurs through formal quarterly meetings with Human Services and Housing Authority staff, in addition to frequent informal communications to collaborate on shared program participant issues. Human Services Division staff also attend regular case-conference meetings with affordable housing and service providers to support vulnerable clients at
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risk of eviction.
The Santa Monica Housing Authority participates in meetings with The People Concern to better communicate regarding rules, regulations, and procedures related to Continuum of Care voucher, Emergency Housing Voucher, and HOME voucher programs and update the staff of The People Concern on the status of their referrals for these programs. City staff participate in regular meeting with The People Concern and Upward Bound House to better communicate regarding rules, regulations, and procedures related to the Emergency Housing Voucher program and to support with efficient lease up, as well as regular meetings with The People Concern and Upward Bound House and local affordable housing operators to support with lease ups, as well as coordinate on case management and housing stability plans. In the fall of 2023, the City’s Housing and Human Services Department started meeting with EAH Housing and The People Concern regarding a Permanent Supportive Housing (PSH) development called The Laurel that is scheduled to open in the spring of 2024 and serve highly vulnerable people experiencing homelessness and at risk of homelessness.
The City will continue supporting the efforts of the Santa Monica Housing Authority in the administration of all its voucher programs.
Discussion:
N/A
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City currently uses various administrative mechanisms to monitor progress of HUD-funded projects and activities that are under its control and jurisdiction. The goal is to ensure that Consolidated Plan and Annual Action Plan activities are carried out in a timely manner in accordance with federal regulations and other statutory or regulatory requirements. The City's primary monitoring goals are:
• Provide technical assistance to grant administrators and staff • Ensure activities are carried out in compliance with federal, state, and local requirements • Identify deficiencies and promote corrections in order to improve the City’s ability to adhere to the Consolidated Plan objectives and annual goals
City staff participate in regular meetings and communicate with subrecipients as needed to discuss project or program progress.
All Requests for Proposal (RFPs) and contracts are reviewed carefully to ensure compliance with HUD and local requirements for program delivery, financial management, procurement, personnel matters, and other such requirements. Subrecipients are required to enter into agreements that specify objectives, scope of work, applicable timelines, performance targets, budget, federal, state, and local regulatory requirements, and monitoring and reporting requirements.
In addition, the City may undertake activities through the City’s Capital Improvement Program (CIP), which funds the acquisition, expansion or rehabilitation of land, buildings, and other major infrastructure. Projects included in the CIP budget exceed $50,000 and involve public works construction.
During project implementation, subrecipients are required to submit periodic reports detailing progress toward objectives, problems and/or resolution to meeting goals, and quantitative participation data by ethnicity, income, and household status. Periodic reports and payment requests are reviewed for compliance with the project agreement, budget consistency, and documentation of expenditures. Subrecipients are advised of any procedural errors and/or ineligible activities, and provided with technical assistance as needed.
Upon project completion, project sponsors are required to submit completion reports
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identifying program/project accomplishments, including number of persons or households served, ethnicity, and income level.
The City and subrecipients shall comply with participant eligibility requirements for CDBG funded projects as detailed in 24 CFR Subpart C of the HUD Regulations and 24 CFR Part 92 for HOME projects. The City or subrecipients collect income verification documentation at the time of intake and at least annually while the participant is receiving CDBG-funded services or during project construction.
Projects are subject to performance monitoring during implementation or following completion. Priority for monitoring engagements may be given to high-risk programs.
Affordable housing development projects must submit annual compliance reports throughout the period of required affordability. Reports are designed to ensure continued compliance with federal regulations, affordability and use restrictions, and other requirements as specified in project loan documents. In addition, all HOME-assisted projects will be subject to periodic onsite inspections to ensure continued compliance with federal housing quality standards.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 50,000
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 50,000
Other CDBG Requirements
1. The amount of urgent need activities 0
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2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00%