Santa Monica City Council
April 28, 2026

City of Santa Monica
2026-27 Annual Action Plan
for Public Review
March 27, 2026
Updated April 16, 2026
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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NOTE: This draft 2026-27 Annual Action Plan will receive continuous updates as staff refine and complete their research and analysis. Feedback or questions regarding this public review draft may be submitted to [email protected]
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The 2026-27 Annual Action Plan represents the second year of the City of Santa Monica’s 2025-29 Consolidated Plan, as adopted by Council on June 24, 2025 and subsequently approved by the U.S.

Department of Housing and Urban Development (HUD). The Annual Action Plan is prepared in response to a consolidated process developed by HUD for the Community Development Block Grant (CDBG) and the Home Investment Partnership Act (HOME) programs.

The Consolidated Plan outlines housing, community, and economic development needs, priorities, strategies, and projects to be undertaken by the City of Santa Monica with the funds received from the U.S. Department of Housing and Urban Development (HUD). As an entitlement jurisdiction, the City receives an annual share of federal Community Development Block Grant (CDBG) and HOME funds. In order to receive its CDBG and HOME entitlement, the City must submit an Annual Action Plan to HUD prior to the start of each program year. CDBG and HOME funds are intended to provide lower and moderate-income households with viable communities, including decent housing, a suitable living environment, and expanded economic opportunities. Eligible activities include community facilities and improvements, housing rehabilitation and preservation, development activities, public services, economic development, planning, and program administration.

The Annual Action Plan serves the following functions: 1) a planning document for the City, which builds upon a citizen participation process; 2) an application for federal funds under HUD’s formula grant programs; 3) a strategy for the upcoming fiscal year that describes programs and projects to be undertaken to meet established goals; and 4) a basis for assessing performance. It is important to note that the Consolidated Plan identifies priority community needs and establishes a framework for goals to be achieved during the 2025-29 five-year period. The priority needs and associated goals detailed in the Consolidated Plan serve as the basis for the programs and activities identified in this 2026-27 Annual Action Plan.

2. Summarize the objectives and outcomes identified in the Plan Priorities identified in the 2025-29 Consolidated Plan 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 Annual Action Plan 2
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moderate-income persons and neighborhoods with funds made available through the Consolidated Plan. The affordable housing and development needs of a 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 City’s objectives, goals and anticipated outcomes identified in the 2025-29 Consolidated Plan are shown in the following table. For details regarding the activities identified in this 2026-27 Annual Action Plan and their relation to the objectives listed below, please refer to sections AP-20 (Annual Goals and Objectives) and AP-35 (Projects).

Goal Name Priority Needs Addressed Goal Outcome Indicator Expand/Improve Public
Infrastructure/Facilities
Public Infrastructure & Facilities
Enhancements
Public Facility or Infrastructure
Activities other than Low/Moderate
Income Housing Benefit: 5000
Persons Assisted
Provide Safe, Affordable Housing
Opportunities Affordable Housing Opportunities
Tenant-based rental assistance /
Rapid Rehousing: 125 Households
Assisted
Provide Vital Services for LMI &
Special Needs
Services for Low Income Community Members
Services for People Experiencing
Homelessness
Public service activities other than
Low/Moderate Income Housing
Benefit: 600 Persons Assisted
Economic Development
Opportunities
Support for Low-Moderate Income Workers
and Business Owners
Public service activities other than
Low/Moderate Income Housing
Benefit: 25 Persons Assisted
2025-29 Consolidated Plan
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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 2024 CAPER for activities completed through the fifth and final year of the 2020-24 Consolidated Plan. • A variety of public infrastructure improvements to eligible Santa Monica parks, collectively benefiting over 23,000 residents in the combined service areas (CDBG) • 638 households supported through the COVID-19 Emergency Rental Assistance Program (CDBG) • 244 households receiving tenant-based rental assistance (HOME) • Home accessibility modifications to 21 residences 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 429 formerly homeless individuals (CDBG) • Outreach and substance abuse treatment services to 44 people experiencing homelessness (CDBG).

The City recognizes that the evaluation of past performance is critical to ensuring the City and its subrecipients are implementing activities effectively and that those activities align with the City’s overall strategies and goals. The City will continue to track performance of programs and activities undertaken in alignment with Consolidated Plan strategies to ensure steady progress toward established 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 the 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 2025. 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 Annual Action Plan 4
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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.

In order to inform development of this 2026-27 Annual Action Plan, an advertised public hearing to receive input on the development of the 2026-27 Annual Action Plan was held at the March 19, 2026 meeting of the Recreation and Parks Commission. The proposed Action Plan was subsequently presented to the Housing Commission for consideration at their April 2, 2026 meeting, and City Council is scheduled to hold a public hearing to consider approval of the 2026-27 Annual Action Plan at its April 28, 2026 meeting. The 2026-27 Annual Action Plan was made available for a well-advertised 30-day public review period beginning March 26, 2026. The public hearing and public review period 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.

Following HUD’s acceptance of the plan, the 2026-27 Annual Action Plan will be made available online at https://www.santamonica.gov/community-development-block-grant-and-home-investmentpartnership-programs. Hard copies can be requested by contacting the Housing and Human Services Department at (310) 458-8310 or [email protected].

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) through future 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 hearing, during the 30-day public review period, or at the April 28, 2026 Council meeting will be included in the Public Participation attachment to the final, Council-approved 2026-27 Annual Action Plan. Copies of all public hearing and public review notices to participate and all input received will be incorporated into the Annual Action Plan prior to final submission to HUD, to the extent possible.

6. Summary of comments or views not accepted and the reasons for not accepting them All comments and input received will be accepted and documented in the Public Participation attachment to the final plan.

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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 2026-27 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 actual 2026 formula allocation for the CDBG program is $1,120,953.00, and the HOME allocation is $486,060.07, with approximately $40,000 projected in program income for both CDBG and HOME, respectively.

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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator Santa Monica Housing and Human Services Department HOME Administrator Santa Monica Housing and Human Services Department Table 1 – Responsible Agencies
Narrative (optional)
The City of Santa Monica’s Housing and Human Services Department (HHS) served as the lead agency in coordinating development of the 2026-27 Annual Action Plan. HHS 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, HHS 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. To be income eligible a family must be a very low-income, 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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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
This section provides an overview of the consultation process used to collect citizen and stakeholder feedback that was used to inform the development of the 2025-29 Consolidated Plan and the 2026-27 Annual Action Plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City of Santa Monica is one of 88 cities in Los Angeles County and is geographically surrounded by the City of Los Angeles. Santa Monica has maintained a robust investment of local resources in human services, including services for people experiencing homelessness. 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 $660 million for fiscal year 2026-2027 to address homelessness regionwide. The amount is part of $1.08 billion in total Measure A funds allocated for FY 2026-27. 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 Annual Action Plan 8
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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.

The ongoing revenue streams generated through Measures CS and GS provide 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 is underway for a multi-year Measure GS implementation strategy to operationalize the funds via affordable housing development, tenancy preservation, and the provision of direct financial assistance to eligible households. 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 Annual Action Plan 9
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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.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS 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. In FY 2025-26, Santa Monica completed migration from an independently administered Homeless Management Information System (HMIS) to LAHSA's regionally utilized HMIS, which will improve care and case coordination. City-funded service providers use the HMIS 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 jurisdiction’s 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
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Non-Homeless Special Needs
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 The organization participated in a one-on-one Annual Action Plan 14
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consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
interview; provided data and input relating to
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.

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18 Agency/Group/Organization City of Santa Monica Community Development 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
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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 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 Annual Action Plan 17
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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 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?
Continuum of Care CoC Homelessness Strategy
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
Realignment Plan City of Santa Monica Coordination of Efforts Table 3 – Other local / regional / federal planning efforts Annual Action Plan 18
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Narrative (optional)
The City of Santa Monica has established a number of commissions and advisory boards comprised of interested citizens to monitor the needs of the community and advise the City Council on the best way to address these needs, including the Disabilities Commission, Housing Commission, Human Services Commission, the Recreation and Parks 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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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 long-term approaches to the myriads 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 was 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.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City considers the involvement of its low- and moderate-income residents to be essential to the development and implementation of its Five-Year Consolidated Plan and Annual Action Plans. The Santa Monica community 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 of the 2026-27 Annual Action Plan, and in accordance with Chapter 2.68 of the Santa Monica Municipal Code, the City advertised a public hearing to receive input on the development of the plan at the March 19, 2026 meeting of the Recreation and Parks Commission. In addition, staff also solicited input on the plan from the Housing Commission at their April 2, 2026 meeting. The plan was subsequently made available for a well-advertised 30-day public review period beginning March 27, 2026. A second public hearing is scheduled for the April 28, 2026 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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Citizen Participation Outreach
Sort Ord
er
Mode of
Outreach
Target of Outreach Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comm
ents not accepted
and reasons
URL (If applicable)
1 Public
Hearing
Non-English
Speaking - Specify
other language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Held at the March
19, 2026 meeting
of the Recreation
and Parks
Commission
Commissioners
expressed support
for the Plan. No
public comments
received.

All feedback was
accepted. www.smgov.net/rpc
2 Commission
Presentation
Nontargeted/broad
community
Residents of Public
and Assisted
Housing
Vulnerable
Individuals and
Households
Held at the April 2,
2026 meeting of
the Housing
Commission
Commissioners
expressed support
for the Plan. No
public comments
received.

All feedback was
accepted.
www.santamonica.gov/hous
ing-commission
Annual Action Plan 22
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Sort Ord
er
Mode of
Outreach
Target of Outreach Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comm
ents not accepted
and reasons
URL (If applicable)
3 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
March 19, 2026
Public Hearing, the
30-Day Public
Review period, and
the April 28, 2026
Council Meeting
was posted on the
City's CDBG/HOME
webpage, with
directions on how
to participate
and/or submit
public comment.

No comments
received as of
April 15, 2026
All appropriate
feedback/commen
ts will be accepted.
www.santamonica.gov/com
munity-development-blockgrant-and-homeinvestment-partnershipprograms Annual Action Plan 23
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Sort Ord
er
Mode of
Outreach
Target of Outreach Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comm
ents not accepted
and reasons
URL (If applicable)
4 Newspaper
Ad
Non-English
Speaking - Specify
other language:

Spanish
Nontargeted/broad
community
Vulnerable
Individuals and
Households
Newspaper
advertisements for
the March 19,
2026 Public
Hearing, the 30-
Day Public Review
period, and the
April 28, 2026
Council Meeting
were posted in the
Santa Monica Daily
Press, with
directions on how
to participate
and/or submit
public comment.

No comments
received as of
April 15, 2026
All appropriate
feedback/commen
ts will be accepted.
www.smdp.com
Annual Action Plan 24
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Sort Ord
er
Mode of
Outreach
Target of Outreach Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comm
ents not accepted
and reasons
URL (If applicable)
5 Mass
Emailing
City Commissions
Service Providers
Community Groups
Email notice of the
30-Day Public
Review period and
the April 28, 2026
Council Meeting
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;
No comments
received as of
April 15, 2026
All appropriate
feedback/commen
ts will be accepted.

N/A
6 Public
Hearing
Nontargeted/broad
community
City Council is
scheduled to
consider formal
approval of the
2026-27 Annual
Action Plan on
April 28, 2026.

Any comments /
feedback received
will be
summarized here.

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

The figures shown in the table below reflect actual CDBG and HOME allocations for FY 2026-27.

The City is entering the second year of the 2025-29 Consolidated Plan. If there are substantial funding cuts or increases to CDBG or HOME over the coming years, the City will adjust accordingly to include contingency plans reflective of funding realities. The following contingencies apply to 2026-27 activities proposed for funding:
• CDBG Prior-Year Resources listed below are an estimate of savings primarily associated with previously funded Capital Projects. Any additional savings identified prior to submission of the final 2026-27 Action Plan to HUD will be used to increase the proposed Park Improvements in CDBG Areas activity. Increased funding would allow for additional improvements at Gandara Park (swing area resilient surfacing improvements, pathway accessibility improvements) and Virginia Avenue Park (fitness stations, Farmer's Market surfacing upgrades), pending a community outreach process.
• 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 2026-27 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
Admin and Planning
Economic
Development
Public Improvements
Public Services
$1,120,953 $40,000 $110,000 1,270,953 $3,482,859
Program Income from
MERL loan repayments
and interest earned.

Unexpended project
funds from prior years.

HOME public -
federal
Admin and Planning
TBRA
CHDO
$486,060.07 $40,000 0 $526,060.07 $1,578,180
Program Income from
MERL loan repayments
and interest earned.

Unexpended project
funds from prior years.

Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
City administration recognizes that the City's annual entitlement and formula allocations are not sufficient to meet all of its needs, and that leveraging resources is critical to achieving the City’s goals. The City continues to cultivate funding partners who can match the City's investment of CDBG and HOME funds. Even with $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.

Annual Action Plan 27
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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 overnight 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. The City also owns a property, the Old Fire Station One, where the C3 Outreach Team, Homeless Multidisciplinary Street (HMST) and LA County Department of Mental Health (DMH) Therapeutic Transport Team (TTT) are located and utilize the space at no cost. This site is conveniently located in downtown Santa Monica, where the majority of people experiencing homelessness can be found so these teams can easily deploy to the areas where their services are most needed.

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 8, 2024, City Council authorized the execution of a Disposition and Development Agreement (DDA) for the development of the site. The DDA was finalized and executed in mid-2025. The developer has been working diligently to secure funding for the development, and construction is slated to begin during the first quarter 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) 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. On December 17, 2024, the City Council authorized the City Annual Action Plan 28
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Manager to execute Disposition and Development Agreements (DDAs) and ground leases with the developer of the sites located at 1217 Euclid Street and 1211-17 14th Street, with the 14th Street site to be combined with an adjacent site acquired by the developer at 1402 Wilshire Boulevard in lieu of developing the site at 1146 16th Street. The DDAs were executed in early 2025, with construction anticipated to begin in 2026.

As part of Housing Element implementation, City Council authorized the submission of a Notice of Availability (NOA) through the Surplus Land Act (SLA) for three City-owned sites: 2525 Michigan Ave., 1333 4th/1324 5th Street, and 1234 4th Street. The SLA allows developers to submit Notices of Intent (NOI’s) with proposed projects inclusive income restrictions on at least 25% of the proposed units.

Through the SLA there are legally defined timelines for negotiations, which are still active with the respondents to the NOA.

Discussion
N/A
Annual Action Plan 29
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Expand/Improved Public
Infrastructure/Facilities
2026 2027 Non-Housing
Community
Development
Low/Mod
Areas
Public Infrastructure
& Facilities
Enhancements
CDBG:
$1,001,777
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:

Estimate 5,850 Persons
Assisted
2 Provide Safe, Affordable
Housing Opportunities
2026 2027 Affordable
Housing
NonHomeless
Special Needs
Low/Mod
Areas
Affordable Housing
Opportunities HOME:
526,060.07
Tenant-based rental
assistance / Rapid
Rehousing: 25 Households
Assisted
3 Provide Vital Services for
LMI & Special Needs
2026 2027 Non-Housing
Community
Development
Low/Mod
Areas
Services for Low
Income Community
Members
Services for People
Experiencing
Homelessness
CDBG:
$208,000
Public service activities
other than Low/Moderate
Income Housing Benefit: 50
Persons Assisted
Annual Action Plan 30
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
4 Economic Development
Opportunities
2026 2027 Non-Housing
Community
Development
Low/Mod
Areas
Support for LowModerate Income
Workers and Business
Owners
CDBG:
$61,176
5 Businesses Assisted
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name 1. Expand/Improve Public Infrastructure/Facilities Goal
Description
CDBG: Virginia Avenue Park Playground Replacement - Phase III Virginia Avenue Park is home to one of the few playgrounds 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 provide relief from direct sunlight. Key priorities for the new playground are accessibility, inclusivity, safety, and sustainability. The project will replace existing playground equipment, minimize and contain sand, and install shade covering to create a clean and safe play area for children of all ages and abilities.

CDBG: Park Improvements in CDBG Areas:

This new, initiative supports targeted improvements to CDBG eligible parks, creating more equitable access to increased amenities within the Pico Neighborhood in alignment with the City’s Parks and Recreation Vision Plan. Funding for 2026-27 would support replacement of the Gandara Park basketball court and possible addition of a small dog park at either Gandara Park or Virigina Ave Park, pending a community outreach process. 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 currently or recently 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 and supporting economic growth for eligible Santa Monica small businesses in LMI service areas.

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Projects
AP-35 Projects – 91.220(d)
Introduction
The development of the Annual Action Plan is informed by meetings and discussions between the staff from the City's Housing and Human Services Department and other City Departments and Divisions, as well as consultation with housing and social service agencies involved in delivering services for vulnerable populations in Santa Monica. Public input is solicited through an advertised 30-day public review period, a public hearing held at the March 19, 2026 meeting of the City’s Recreation and Parks Commission, a staff presentation at the April 2, 2026 meeting of the Housing Commission, and as an item to be heard as part of the City Council's April 28, 2026 agenda. All projects selected to receive funding meet objectives and goals established in the 2025-29 Consolidated Plan to address priority 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 7 - Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Proposed 2026-27 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 impacts of the pandemic have reduced the City’s ability to adequately address these emergent needs.

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. With General Fund revenues now growing, the City projected to run modest annual surpluses beginning in FY 2026-27.

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 additional one-time contingent liabilities that further threaten reserve levels. As revenues return, the City will make every effort to allocate funding to address unmet needs in alignment with Council priorities and will continue to identify opportunities for partnership and alternative funding sources to complement the City’s limited resources.

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AP-38 Project Summary
Project Summary Information
1 Project Name CDBG: Administration
Target Area Low/Mod Areas
Goals Supported N/A
Needs Addressed N/A
Funding CDBG: $232,191
Description Administer the CDBG program in compliance with federal regulations for the 2026 PY.

Target Date 6/30/2027
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 2026 PY. 2 Project Name CDBG: Public Infrastructure and Facilities Target Area Low/Mod Areas
Goals Supported Expand/Improve Public Infrastructure/Facilities Needs Addressed Public Infrastructure & Facilities Enhancements Funding CDBG: $818,762
Annual Action Plan 35
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Description CDBG: Virginia Avenue Park Playground Replacement - Phase III Virginia Avenue Park is home to one of the few playgrounds 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 provide relief from direct sunlight. Key priorities for the new playground are accessibility, inclusivity, safety, and sustainability. The project will replace existing playground equipment, minimize and contain sand, and install shade covering to create a clean and safe play area for children of all ages and abilities.

CDBG: Park Improvements in CDBG Areas:

This new, initiative supports targeted improvements to CDBG eligible parks, creating more equitable access to increased amenities within the Pico Neighborhood in alignment with the City’s Parks and Recreation Vision Plan. Funding for 2026-27 would support replacement of the Gandara Park basketball court and possible addition of a small dog park at either Gandara Park or Virigina Ave Park, pending a community outreach process.

Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
Estimate 5,850 Persons Assisted in the service area.

Location Description Virginia Avenue Park; Gandara Park Planned Activities Virginia Avenue Park Playground Replacement - Phase III Park Improvements in CDBG Areas:
3 Project Name CDBG: Public Services
Target Area Low/Mod Areas
Goals Supported Provide Vital Services for LMI & Special Needs Annual Action Plan 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs Addressed Services for Low Income Community Members Services for People Experiencing Homelessness
Funding CDBG: $170,000
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 6/30/2027
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 Opportunities
Needs Addressed Support for 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 6/30/2027
Annual Action Plan 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the number and type
of families that will benefit
from the proposed activities
5 Small Businesses
Location Description Eligible small businesses citywide 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: $52,606
Description Administer the HOME program in compliance with federal regulations for the 2026 PY.

Target Date 6/30/2027
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 2026 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: $400,545.07
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Description Provide tenant-based rental assistance for low-moderate income households.

Target Date 6/30/2027
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
Target Area Low/Mod Areas
Goals Supported Provide Safe, Affordable Housing Opportunities Needs Addressed Affordable Housing Opportunities
Funding HOME: $72,909
Description Per regulation 92.300 the City is reserving 15% of the HOME allocation for a Community Housing Development Organization (CHDO).

Target Date 6/30/2027
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 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. In each of these neighborhoods, the housing stock is typically older, and often smaller. Streets may need repair and other infrastructure is older. The City’s needs in these areas are numerous and varied and include 1) public infrastructure & facilities enhancements, 2) affordable housing opportunities, 3) provide vital services for LMI and special needs populations, 4) support for lowmoderate income workers and business owners, and 5) services for people experiencing homelessness.

Geographic Distribution
Target Area Percentage of Funds
Low/Mod Areas 95%
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Many of the City's low/mod block groups are predominantly residential, occurring in clusters and/or adjacent to one another. The most prominent grouping occurs in a stretch of low/mod block groups south of the 10 freeway and north of Pico Boulevard. Areas such as these have been areas of concern in the past and emerged in the course of continued examination of available data. These areas are consistently cited in discussions regarding resource allocation, and the City remains committed to identifying and funding eligible projects that meet their established needs.

Discussion
The resources available under the 2026-27 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 LMI and special needs populations 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 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 25
Non-Homeless 25
Special-Needs -
Total 50
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 25
The Production of New Units -
Rehab of Existing Units -
Acquisition of Existing Units -
Total 25
Table 10 - One Year Goals for Affordable Housing by Support Type Annual Action Plan 41
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Discussion
The Santa Monica Housing Authority provides rental subsidies to low‑income, disabled and/or elderly households through the HOME TBRA program. This program is one of the city’s strategies for keeping long‑term residents housed, especially as rents continue to rise or incomes decline in retirement. By reducing rent burdens, the program prevents vulnerable residents from being displaced and helps preserve the stability and diversity of the Santa Monica community.

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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 have historically used 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 VI-SPDAT 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 Los Angeles Homeless Services Authority (LAHSA) is replacing the VISPDAT with the Los Angeles Housing Assessment Tool (LA-HAT) which assesses for vulnerability but is a shorter, more user-friendly survey for both the clients and staff members assisting them.

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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 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 2025, the multidisciplinary teams served 1,391 people experiencing homelessness. In 2025, these teams placed 52 people into interim housing and 8 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 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 local municipal strategies as well as in partnership and 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. Additionally, in 2025 Santa Monica City Council adopted a Homelessness Strategic Annual Action Plan 45
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plan that commits to expanding interim housing resources locally and regionally.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Many households who become homeless experience episodes of homelessness perhaps once or twice in a lifetime and for periods of less than a year. They are often families, including families with children, and are often homeless because of a particular crisis such as loss of income, eviction, foreclosure, illness, disaster, or calamity (fire, flood, condemnation of unsafe housing). The greatest challenge for this segment is finding affordable housing.

The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works closely with local and regional providers to track the progress of these individuals into housing, assisting with advocacy and resources to remove system and process barriers in order to shorten the length of homelessness. Care coordination meetings 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, 80 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 Annual Action Plan 46
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LAHSA and is worked with local outreach teams and interim housing programs to match eligible people experiencing homelessness to these resources. To date all 15 HS vouchers have been utilized.

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 April 2026, 229 low-income senior households had enrolled in POD. In September 2025, City Council approved a three-year citywide Aging and Disability Action Plan which outlines a comprehensive set of goals to better meet the growing needs of its older adults and people with disabilities. Implementation of the Action Plan begins in early 2026 and will last through 2029.

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 Annual Action Plan 47
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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 $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 2026,, 80 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 opened in April 2026.

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
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:

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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.

Santa Monica’s Just Cause Eviction and Tenant Harassment laws, among others, help to ensure 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 Annual Action Plan 50
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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:

N/A
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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 2025-26 allocation includes $620,790 in Local Solution Funds to the Westside Cities Council of Governments (WSCCOG). 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 including a comprehensive Renters Protections Program (RPP) that includes an annual multi-million investment in a Flexible Financial Assistance (FFA) program that was approved by City Council on March 11, 2025.

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.

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The City has implemented several key recommendations from the Initium Health Feasibility Study including increased funding for mental health services operating in public schools and increased collaboration between local and regional providers.

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 $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 has since secured funding through the County to dedicate a fulltime 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 Annual Action Plan 53
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• Develop and distribute lead-based paint reduction and abatement information to all landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as to community groups • Work cooperatively with its nonprofit housing providers and community health organizations to provide educational material and identify potential sources of lead poisoning in City-assisted affordable housing projects
• Apply housing quality standards to inspections of Section 8 units and assess risks of exposure to lead based paint for households with children six years of age and under and report any findings to HUD on a quarterly basis
• Address blight in individual buildings by eliminating specific conditions that present health and safety hazards to the public
• Provide lead-based paint testing and remediation to existing single- and multi-family units, targeting low- and moderate-income households. While the health department formerly provided reports on lead-based hazards to the City, that data is no longer made available to housing authorities Actions planned to reduce the number of poverty-level families The City’s anti-poverty strategy is part of a coordinated effort to create jobs and improve the local economy. CDBG provides core funding for critical basic needs including health, housing, and 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 Annual Action Plan 54
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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 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
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, as further detailed in the ensuing sections.

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.

Actions planned to enhance coordination between public and private housing and social service agencies
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through monthly case conferencing meetings, 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 Homelessness Prevention & Intervention, Human Services and Housing Authority staff, in addition to frequent informal communications to collaborate on shared program participant issues. Homelessness Prevention & Intervention Division and Human Services Division staff also attend regular case-conference meetings with affordable housing and service providers to support vulnerable clients at risk of eviction or homelessness.

The Santa Monica Housing Authority participates in meetings with The People Concern to better communicate regarding rules, regulations, and procedures related to the Housing Choice Voucher, Continuum of Care voucher, Emergency Housing Voucher, Housing Stability 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 (EAH) and The People Concern (TPC) regarding a Permanent Supportive Housing (PSH) development called The Laurel to serve highly vulnerable people experiencing homelessness and at risk of homelessness. The Laurel opened and fully leased up as of August 2024. The Housing Authority (HA) and Homelessness Prevention & Intervention (HPI) continue to meet with EAH and TPC staff on a regular basis to case conference. In June 2025, the HA and HSD started to meet with CCSM and St. Joseph Center regarding a development called Little Berkeley that will provide 8 units for Young Adults and 5 units for low-income households.

Little Berkeley opened it and was fully leased by April of 2026.

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

Discussion:

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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 Annual Action Plan 57
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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 $40,000

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 $40,000
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. 95.00% HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

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

The City does not use HOME funds in any other manner than those described in Section 92.205.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

Not applicable. The City does not use HOME funds for homebuyer activities.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

The City does not use HOME funds for homebuyer activities. When HOME funds are used to acquire residential rental property dedicated as affordable housing, the City applies its Housing Trust Fund Guidelines, which require 55 years of affordability.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

Not applicable. The City does not use HOME funds to refinance existing debt. The HOME TBRA program provides rental subsidies for households whose income is at or below 60% AMI up to 24 months or longer with an extension and if funding is available. Targeted populations include tenants at-risk of losing their housing and becoming homeless (such as rent burdened households), seniors, persons living with permanent disabilities, and persons experiencing homelessness. The program is managed by the Santa Monica Housing Authority (SMHA) and operated with guidance from the SMHA Administrative Plan. Required lease terms are specific to HOME regulations. Further details about the TBRA program can be obtained from SMHA staff at 310-458-8743.

5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).

The HOME TBRA wait list does have a preference for persons with disabilities and seniors. To receive the disabled preference, the person must present evidence of disabling condition diagnosis with one or more of the following conditions: substance use disorder, serious mental illness, Annual Action Plan 59
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developmental disability (as defined in Section 102 of the Developmental Disabilities Assistance Bill of Rights Act of 2000 (42 U.S.C. 15002), post-traumatic stress disorder, cognitive impairments resulting from brain injury, or chronic physical illness or disability. To receive the senior preference, the person must be 62 years of age or older. People can qualify for both preferences if they are 62 or older and are disabled

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)).

The preference for disability is not based on any specific diagnosis. However, it does narrow the gap in benefits between those individuals who are disabled and/or are seniors and those who are not.

Seniors and persons living with disabilities do not have as many options for employment compared to other low-income individuals who are not seniors or living with disabilities. Seniors and persons living with disabilities are therefore more vulnerable to rising rents which put them at greater risk of homelessness.

7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR

92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

Not applicable. HOME funds are used exclusively for TBRA and administration.