Agenda packet — Santa Monica City Council, August 11, 2026 (part 4 of 6)

Includes copyrighted material of Insurance Services Office, Inc. with its permission.

DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

4.C.e
Packet Pg. 585 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2)

COMMERCIAL GENERAL LIABILITY
occupational therapist or occupational that is available to any of your "employees" therapy assistant, physical therapist or for "bodily injury" that arises out of providing speech-language pathologist; or or failing to provide "incidental medical services" to any person to the extent not (b) First aid or "Good Samaritan services" subject to Paragraph 2.a.(1) of Section II by any of your "employees" or "volunteer Who Is An Insured. workers", other than an employed or volunteer doctor. Any such "employees" K. MEDICAL PAYMENTS INCREASED LIMIT or "volunteer workers" providing or failing The following replaces Paragraph 7. of to provide first aid or "Good Samaritan SECTION III LIMITS OF INSURANCE: services" during their work hours for you will be deemed to be acting within the 7. Subject to Paragraph 5. above, the Medical scope of their employment by you or Expense Limit is the most we will pay under performing duties related to the conduct Coverage C for all medical expenses of your business. because of "bodily injury" sustained by any

3. The following replaces the last sentence of one person, and will be the higher of:

Paragraph 5. of SECTION III LIMITS OF a. $10,000; or
INSURANCE:
b. The amount shown in the Declarations of For the purposes of determining the this Coverage Part for Medical Expense
applicable Each Occurrence Limit, all related
Limit. acts or omissions committed in providing or
failing to provide "incidental medical L. AMENDMENT OF EXCESS INSURANCE services", first aid or "Good Samaritan CONDITION PROFESSIONAL LIABILITY services" to any one person will be deemed The following is added to Paragraph 4.b., to be one "occurrence".

Excess Insurance, of SECTION IV

4. The following exclusion is added to COMMERCIAL GENERAL LIABILITY Paragraph 2., Exclusions, of SECTION I CONDITIONS:

COVERAGES COVERAGE A BODILY
This insurance is excess over any of the other

INJURY AND PROPERTY DAMAGE
insurance, whether primary, excess, contingent LIABILITY:
or on any other basis, that is Professional Sale Of Pharmaceuticals Liability or similar coverage, to the extent the
"Bodily injury" or "property damage" arising loss is not subject to the professional services out of the violation of a penal statute or exclusion of Coverage A or Coverage B. ordinance relating to the sale of M. BLANKET WAIVER OF SUBROGATION pharmaceuticals committed by, or with the WHEN REQUIRED BY WRITTEN CONTRACT knowledge or consent of the insured. OR AGREEMENT

5. The following is added to the DEFINITIONS
Section: The following is added to Paragraph 8., Transfer Of Rights Of Recovery Against Others To Us, "Incidental medical services" means: of SECTION IV COMMERCIAL GENERAL a. Medical, surgical, dental, laboratory, x- LIABILITY CONDITIONS:
ray or nursing service or treatment,
If the insured has agreed in a written contract or advice or instruction, or the related agreement to waive that insured's right of
furnishing of food or beverages; or
recovery against any person or organization, we b. The furnishing or dispensing of drugs or waive our right of recovery against such person medical, dental, or surgical supplies or or organization, but only for payments we make appliances. because of:

6. The following is added to Paragraph 4.b., a. "Bodily injury" or "property damage" that Excess Insurance, of SECTION IV occurs; or COMMERCIAL GENERAL LIABILITY
CONDITIONS: b. "Personal and advertising injury" caused by an offense that is committed; This insurance is excess over any valid and collectible other insurance, whether primary, subsequent to the signing of that contract or excess, contingent or on any other basis, agreement.

DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

4.C.e
Packet Pg. 586 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2)

COMMERCIAL GENERAL LIABILITY
N. CONTRACTUAL LIABILITY RAILROADS

1. The following replaces Paragraph c. of the
definition of "insured contract" in the
DEFINITIONS Section:
c. Any easement or license agreement;

2. Paragraph f.(1) of the definition of "insured
contract" in the DEFINITIONS Section is
deleted.

Page 6 of 6 ends

Includes copyrighted material of Insurance Services Office, Inc. with its permission.

DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

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Packet Pg. 587 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2)       
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            
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              
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      
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                                                                           
                  POLICY NUMBER: 630-7J366586-TIL-20
DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

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Packet Pg. 588 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2)

CITY OF SANTA MONICA

LIVING WAGE ORDINANCE
Certification for Providers of Services to the City of Santa Monica (Fiscal Year 21/22 – July 1, 2021 through June 30, 2022)

TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
The City of Santa Monica Municipal Code Chapter 4.65, Living Wage Ordinance (LWO), establishes a Minimum Wage of $17.64 per hourfor certain employees of contractors providing services to the City where services exceed $54,200 or more and requires that contractors also provide the same health care and other benefits to employees’ same sex spouses and domestic partners as are provided to other employees’ spouses.

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

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

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

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

Please direct any questions to:

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

DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

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Packet Pg. 589 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2)

CITY OF SANTA MONICA

LIVING WAGE ORDINANCE CERTIFICATION
July 1, 2021 through June 30, 2022

TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
MINIMUM WAGE - $17.64 per hour
Please read, complete, and sign the following:

THIS CONTRACT IS SUBJECT TO THE LIVING WAGE ORDINANCE

THIS CONTRACT IS NOT SUBJECT TO THE LIVING WAGE ORDINANCE If this contract is not subject to the Living Wage Ordinance requirements, please note the reason below and attach supporting documentation for exemption. For example, in order to be exempt pursuant to a collective bargaining agreement, a signed collective bargaining agreement must be attached. (a) ________ contractor is a government agency and is exempt (b) ________ contractor is a City grantee and is exempt (c) ________ contractor is a non-profit corporation and is exempt (d) ________ contractor is an employer whose employees are covered by a bona fide collective bargaining agreement where the waiver is explicitly set forth in an agreement in clear and unambiguous terms
(e) ________ contractor is a corporation providing banking services The undersigned, on behalf of himself or herself individually and on behalf of his or her business or organization, hereby certifies that he or she is fully aware of Santa Monica’s Living Wage Ordinance (LWO), and the applicability of the LWO, and the applicability of the subject contract, as determined herein. The undersigned further agrees to be bound by all terms of the LWO, as mandated in all sections of Santa Monica Municipal Code, Chapter 4.65. If, at any time during the term of the contract, the answers to the questions posed herein change so that Contractor would be subject to the LWO, Contractor will promptly notify the Director of Finance in writing. Contractor further understands and agrees that the failure to comply with the LWO, this certification, or the terms of the Contract as it applies to the LWO, shall constitute a default of the Contract, which shall be grounds for termination. City shall have the right to examine all books and records of the Contractor as they relate to compliance with the LWO. Payroll records shall at a minimum include the full name of each employee performing labor or providing services under the contract, job classification, and rate of pay.

These statements are made under penalty of perjury under the laws of the State of California.

Printed Name: _______________________________________Title: _______________________________ Signature: __________________________________________ Date: _______________________________ Contractor: ________________________________________ Bid Number (if applicable):_____________ Service Description:
_______________________________________________________________________________________ Equipping Projects _______________________________________________________________________________________ Construction Management and Inspection for Olympic Water Transmission Main and Olympic Well SP2608 & SP2639 Willdan Engineering 6/29/2021 Chris Baca, RCI, CESSWI Director, CM and Inspection X DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

4.C.e
Packet Pg. 590 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) SP2608 & SP2639 Olympic Water Transmission
Main and Olympic Well Equipping Projects
22 5. Appendix
DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

4.C.e
Packet Pg. 591 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) SP2608 & SP2639 Olympic Water Transmission
Main and Olympic Well Equipping Projects
23 DocuSign Envelope ID: B7656BCE-74FA-4E9D-AC2C-53428AD0BD81

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Packet Pg. 592 Attachment: PSA #9337 Modification #1 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) 1 March 2022

SECOND MODIFICATION OF DESIGN CONSULTANT PROFESSIONAL
SERVICES AGREEMENT NO. 9337 (CCS)
This Second Modification of Agreement Number 9337 (CCS) (“Second Modification”), entered into as of ______________, by and between the City of Santa Monica, a municipal corporation (“City”), and Willdan Engineering (“Willdan”) is made with reference to the following:

RECITALS
A. On or about July 5, 2011, the City and Willdan entered into Agreement Number 9337 (CCS) for design consultant professional services on the following Project:

SP2121 Street Lighting Design Services.

B. On or about October 18, 2021, the City and Willdan entered into a First Modification of Agreement Number 9337 (CCS) (“First Modification”) which clarified the agreement duration and project scope, and updated consultant billing rates.

The Original Agreement and First Modification may be referred to collectively herein as “the Agreement.”
C. The City and Willdan desire to modify the Agreement to extend the agreement duration, include additional services to be performed by Willdan, and to increase the agreement amount to pay for the additional services.

TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:

1. Article 2.1.3 of the Agreement entitled “Agreement Duration” shall be deleted in its entirety and replaced with the following paragraph:

Agreement Duration. This Agreement begins on the Execution Date and terminates on December 31, 2027 (“Expiration Date”), unless sooner terminated or extended in accordance with the provisions of the Agreement. In the event of delays in the performance of the services beyond the control of the Design Consultant, the City may, at its sole and complete discretion, extend the Expiration Date for a limited time period in writing pursuant to a Notice of Extension issued by the Director of Public Works, City Engineer, Capital Program Manager, or other designee of the City Manager. The Notice of Extension shall specify the revised Expiration Date, and must be issued prior to Expiration Date of the Agreement.”

2. Article 3.1 of the Agreement entitled “Additional Services” shall be modified by adding the following paragraph:

Willdan will perform all of the additional services described in Exhibit A-2, Additional Services. Willdan will complete the Additional Services DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402 10/31/2023

4.C.f
Packet Pg. 593 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) 2 March 2022
in accordance with Exhibit B-2, Budget Modification 2 Additional Services.

3. Article 5.1.1 of the Agreement entitled “Design Consultant’s Fee” shall be modified by adding the following paragraph:

Design Consultant’s Fee. The City will compensate Willdan for the Additional Services in an amount not to exceed TWO HUNDRED & SIX THOUSAND DOLLARS ($206,000), as set forth in Exhibit B-2, Budget Modification 2 Additional Services. The total contract price for services pursuant to the Agreement and this Second Modification shall not exceed SIX HUNDRED THIRTY-FIVE THOUSAND DOLLARS
($635,000).

4. Exhibit B-2, Budget Modification, and Exhibit A-2, Additional Services, are attached hereto and incorporated herein by this reference.

5. Except as expressly modified by this Second Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.

6. Execution in Counterparts. This Second Modification may be executed in counterparts with the same effect as if both parties hereto had executed the same document. All counterparts shall be construed together and shall constitute a single modification. Any signature to this Second Modification transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).

IN WITNESS WHEREOF, the parties have executed this Second Modification as of the date and year first written above.

ATTEST:
______________________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ____________________________

RICK COLE
City Manager
ABC Corporation
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402 City Attorney
10/22/2023

DOUGLAS SLOAN
Dave White
10/31/2023
City Manager
10/31/2023
Denise Anderson-Warren
City Clerk

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Packet Pg. 594 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) 3 March 2022
#VENDOR
By: ____________________________
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402 Willdan Engineering
10/23/2023
President
Vanessa Munoz

4.C.f
Packet Pg. 595 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) May 19, 2023
Mr. Robert Zak, P.E.

Civil Engineer
City of Santa Monica
Civil Engineering Division
1685 Main Street
Santa Monica, CA 90401
Via email to: [email protected]
Subject: Proposal to Provide Engineering Design Services for the Conversion of Street Lighting Systems and Engineering Support Services During Construction for Street Lighting Design Packages 2, 3, 4, 5 Dear Mr. Zak:

Willdan Engineering (Willdan) is pleased to submit this proposal to provide professional engineering design services for the conversion of existing 5KV series circuit street lighting systems to 120V multiple circuit street lighting systems for Contract Packages 2, 3, 4, and 5 under the City’s multi-year street lighting conversion program. The conversion of the 5KV series circuits to 120V multiple circuits will require removal or abandonment of the existing 5KV infrastructure including wiring, conduit, pull boxes, services and luminaries; and the installation of new conduit, wiring, pull boxes, services and LED luminaries. We understand the City has recently developed draft Streetlighting Design Standards and Guidelines that outline standards and practices to be followed in designing street lighting systems. These standards and guidelines will be incorporated in all finalized and future design Packages.

Willdan completed the Package 2 design which also included electric vehicle charging station installations. The completed design also included coordination with SCE to obtain service feed point maps. The feed point locations were incorporated into the completed design plans. It is our understanding that Package 2 went out to bid, but construction has been postponed. We also understand the City would like to revise the completed plans to conform to the new Streetlighting Design Standards and Guidelines; coordinate with SCE to confirm the previously provided service maps are still valid; update the engineer’s construction cost estimate; and provide construction phase engineering support and record drawings.

Package 3 design is complete, pending SCE service maps and incorporation into the final design plans. SCE coordination is ongoing. Package 3 plans have been revised to conform to the Streetlighting Design Standards and Guidelines. We understand the City would like Willdan to provide engineering support during construction and to prepare as-built record drawings for this Package upon construction completion.

Packages 4 and 5 are the last two outstanding packages under the City’s multi-year street lighting conversion program. Willdan previously submitted a proposal to complete Packages 4 and 5 based on updated circuit numbers to be converted. Package 4 is ongoing, and 90% plans and cost estimates have been submitted for City review. SCE coordination has not begun pending City input on the possible use of existing nearby service pedestals. Package 5 design and SCE coordination have yet to begin pending completion of the Package 4 design plans.

The proposed project limits of Contract Package 5 are listed below.

Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

4.C.f
Packet Pg. 596 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica
Street Lighting Design & Support Package 2, 3, 4, 5
May 19, 2023

Page 2 ends

Contract Package 5
Circuit
Number Location Approx. Length (ft.)
4 25th Street – San Vicente to Montana 5,201
5 24th Street – San Vicente to Montana 5,309
6 23rd Street – San Vicente to Montana 5,550
21 18th & 19th Streets – San Vicente to Montana 11,362
8 22nd Street – San Vicente to Montana 5,470
11 21st Place – San Vicente to Montana 5,479
13 20th & 21st Streets – San Vicente to Montana 10,976
Total 49,347
The following is our scope of work, schedule, and fee:

SCOPE OF WORK
Design Package 2
Task 1 – Design Phase Services

1. Resume coordination of new service feed point locations with Southern California Edison (SCE). Once service locations have been established and confirmed with SCE and final design maps have been issued, that information will be incorporated into the final street lighting plan. Confirm feed points and previous final SCE design maps are still valid.

2. Revise existing street lighting electrical design plans at 1”=40’ scale on AutoCAD 2021 to conform with the Streetlighting Design Standards and Guidelines.

3. Update construction cost estimate for the street lighting design.

4. Submit plans and cost estimates to the City for review and comment at the 100% Submittal.

5. Upon receipt of final comments, make final revisions and submit final signed PS&E with the plans plotted on mylar and in PDF format for City advertisement and bidding.

Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

4.C.f
Packet Pg. 597 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica
Street Lighting Design & Support Package 2, 3, 4, 5
May 19, 2023

Page 3 ends

Task 2 – Construction Phase Services

1. Attend the pre-construction meeting.

2. Answer any questions regarding the technical provisions, the design drawings or conflicts in the design during the construction and assist the City in issuing contract change orders regarding omissions or conflicts in the design, at no charge to the City. It is assumed that up to ten (10) requests for information (RFI) will be responded to.

3. Review and verify material submittals are in compliance with the project specifications and design plans. It is assumed that ten (10) material submittals reviews will be responded to.

4. Prepare record drawings by incorporating redline comments prepared by the Contractor and City’s Construction Manager on the signed design plans. Willdan will assume no responsibility for the accuracy of the information provided by the City’s Construction Manager and the Contractor.

Design Package 3
Task 1 – Design Phase Services

Task 2 – Construction Phase Services

1. Attend the pre-construction meeting.

3. Review and verify material submittals are in compliance with the project specifications and design plans. It is assumed that ten (10) material submittals reviews will be responded to.

Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

4.C.f
Packet Pg. 598 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica
Street Lighting Design & Support Package 2, 3, 4, 5
May 19, 2023

Page 4 ends

Design for Package 4
Task 1 – Design Phase Services

1. Coordinate new service point locations with Southern California Edison (SCE). Once service locations have been established and confirmed with SCE and final design maps have been issued, that information will be incorporated into the final street lighting plans.

2. Attend field review of proposed service point locations with City Staff and SCE.

3. Prepare final street lighting electrical design plans at 1”=40’ scale on AutoCAD 2021, stamped and signed by a Registered Engineer. The final construction plans shall identify all work to be done, with clear call-outs, construction notes and general notes referencing materials, sizes, depths, distances, dimensions, quantities and manufacturer model numbers for the construction of a fully functional street lighting system consistent with best principles and practices. The construction plans shall include but not be limited to the following:
a. Title Sheet, including vicinity and location maps;
b. General and Construction Notes Sheet;
c. Symbols and Abbreviations Sheet (may be combined with other sheets); d. Electrical Plan Sheets; with load calculations and circuit diagrams where applicable.

4. Provide technical specifications for the installation of the new 120V street lighting systems including conduits, wiring, pull boxes, foundations, luminaries, services, cabinets and other appurtenant components consistent with best practices for street lighting construction. The above technical specifications shall ONLY be required where they differ from the relevant standards and practices defined in the latest edition of the “Standard Plans for Public Works Construction” (GREENBOOK) and “Standard Plans for Public Works Construction”.

5. Prepare construction cost estimate for the street lighting design.

6. Submit 90% and 100% PS&E to the City for review and comment.

7. Upon receipt of final comments, make final revisions and submit final PS&E with the plans plotted on mylar and in PDF format for City advertisement and bidding.

Task 2 – Construction Phase Services

1. Attend the pre-construction meeting.

Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

4.C.f
Packet Pg. 599 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica
Street Lighting Design & Support Package 2, 3, 4, 5
May 19, 2023

Page 5 ends

3. Review and verify material submittals are in compliance with the project specifications and design plans. It is assumed that ten (10) material submittals reviews will be responded to.

Design for Package 5
Task 1 – Design Phase Services

1. Meet with the City staff to review specific street lighting design and construction requirements. Obtain record drawings of utility plans, roadway plans, and street lighting plans.

2. Conduct a field review of the entire project limits to verify the accuracy and completeness of existing street lighting data. Topographic features will also be noted which may affect the design of the lighting system. These features include catch basins, trees, utilities, existing streetlights, pull boxes, etc.

3. Mail notices to utility companies in accordance with City’s procedures. Documentation of contacts and responses will be copied to the City. Willdan Engineering will prepare utility notices and deliver them to the City for mailing under City letterhead. If so desired by the City, Willdan Engineering can transmit these notices under Willdan Engineering’s letterhead; however, the City shall be responsible for any fees assessed to Willdan Engineering by the utility companies. In either case, all responses, questions, and correspondence from the utility companies will be addressed to Willdan Engineering’s utility coordinator.

4. Coordinate new service point locations with Southern California Edison (SCE) for Package 5 design. Once service locations have been established and confirmed with SCE and final design maps have been issued, that information will be incorporated into the final Package 5 street lighting plans.

5. Attend field review of proposed service point locations with City Staff and SCE.

Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

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Packet Pg. 600 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica
Street Lighting Design & Support Package 2, 3, 4, 5
May 19, 2023

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6. Prepare street lighting electrical design plans at 1”=40’ scale on AutoCAD 2018, stamped and signed by a Registered Engineer. We estimate that Package 5 will consist of 20 street lighting plan sheets. The final construction plans shall identify all work to be done, with clear call-outs, construction notes and general notes referencing materials, sizes, depths, distances, dimensions, quantities and manufacturer model numbers for the construction of a fully functional street lighting system consistent with best principles and practices. The construction plans shall include but not be limited to the following:
a. Title Sheet, including vicinity and location maps;
b. General and Construction Notes Sheet;
c. Symbols and Abbreviations Sheet (may be combined with other sheets); d. Electrical Plan Sheets; with load calculations and circuit diagrams where applicable.

7. Provide technical specifications for the installation of the new 120V street lighting systems including conduits, wiring, pull boxes, foundations, luminaries, services, cabinets and other appurtenant components consistent with best practices for street lighting construction. The above technical specifications shall ONLY be required where they differ from the relevant standards and practices defined in the latest edition of the “Standard Plans for Public Works Construction” (GREENBOOK) and “Standard Plans for Public Works Construction”.

8. Prepare construction cost estimate for the street lighting design.

9. Submit 90% and 100% PS&E to the City for review and comment.

10. Upon receipt of final comments, make final revisions and submit final PS&E with the plans plotted on mylar and in PDF format for City advertisement and bidding.

Task 2 – Construction Phase Services

1. Attend the pre-construction meeting.

3. Review and verify material submittals are in compliance with the project specifications and design plans. It is assumed that ten (10) material submittals reviews will be responded to.

Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

4.C.f
Packet Pg. 601 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica
Street Lighting Design & Support Package 2, 3, 4, 5
May 19, 2023

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SCHEDULE
Package 2 revised final PS&E can be completed within 4 weeks of Notice to Proceed and receipt of City’s 100% comments.

Package 4 one hundred percent (100%) PS&E can be completed for review within 8 weeks from receipt of City’s 90% comments. Final Package 4 PS&E can be completed within 4 weeks of receipt of City’s 100% comments.

Package 5 ninety percent (90%) PS&E can be completed for review within 24 weeks from a Notice-to-Proceed. One hundred percent (100%) PS&E can be completed within 8 weeks from receipt of City’s 90% comments. Final PS&E can be completed within 4 weeks of receipt of City comments.

FEE
We propose to provide the street lighting design services for a not-to-exceed fee of $206,000 based on the enclosed breakdown. This fee is based on our 2021/2022 hourly rate schedule.

Please indicate the City’s approval and authorization to proceed by either printing out and signing two originals and returning one hardcopy original to our office, or by scanning one signed original and returning it by e-mail.

Thank you for the opportunity to be of service to the City of Santa Monica. We recognize the importance of this project and are committed to realizing its timely and successful completion.

Should you have any questions regarding this proposal, please contact Mr. Jeff Lau at (562) 364-8526 or [email protected].

Respectfully submitted, Approval and Authorization to Proceed By:

WILLDAN ENGINEERING CITY OF SANTA MONICA
Jeffrey Lau, PE, TE
Deputy Director of Engineering Signature

Date
Enclosure
910005/WW.00.60/P23-164_24456
Exhibit A-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

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Packet Pg. 602 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) Exhibit B-2
DocuSign Envelope ID: 80698DD4-1E83-4D25-9235-A22ED1221402

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Packet Pg. 603 Attachment: PSA #9337 Modification #2 (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - Package 2) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

CALIFORNIA LEVINE ACT DISCLOSURE
The Levine Act prohibits City Officers from participating in any action related to a contract, license, permit, or entitlement if such Officer received campaign contributions totaling more than $500 within the previous twelve months, and for twelve months following the date of a final decision, from a party or participant to the proceeding, or their agent.

Section 84308(a)(4) of the Levine Act defines an "Officer" as follows: “Officer” means any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elective office in an agency. The term “Officer” is further defined 2 Cal.

Code Regs. Section 18438.1, which states:

An officer of an agency includes only those persons who make, participate in making, or in any way attempt to use their official position to influence a decision in the license, permit, or entitlement for use proceeding, or who exercise authority or budgetary control over the agency or officers who may do so, and:
(1) Serve in an elected position, including an official appointed to an elected position due to an interim vacancy or an election otherwise canceled because the official was the sole candidate for the position;
(2) Serve as a member of a board or commission;
(3) Serve as the chief executive of a state agency, or county, city or district of any kind; or (4) Have decision making authority with respect to the proceeding involving a license, permit, or other entitlement for use and is also a candidate for elected office or has been a candidate for elective office in the 12 months prior to the proceeding.

A list of Santa Monica Elected Officials and members of boards and commissions can be found at the following links. The party making this certification is responsible for determining whether a recipient of a political contribution is a City Officer prior to completing this form. https://www.smgov.net/departments/council/
https://www.santamonica.gov/departments/rent-control
https://www.smgov.net/boards/
Have you, your company, or any agent on behalf of you or your company, made any political contributions of more than $500 to any City Officer in the twelve months preceding the date of the submission of your application or proposal? ____YES ____ NO
Name of Councilmember or City Officer: _________________________________ Name of Contributor: _________________________________________________ Date(s) of Contribution(s): ____________________________________________ Amount(s) ________________________________________________________ Please specify below and/or add additional sheet(s) to identify additional Councilmembers or City Officers to whom you and/or your agents made campaign contributions. ✔

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Packet Pg. 604 Attachment: California Levine Act Disclosure - Willdan (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - City of Santa Monica Levine Act Disclosure Form
Answering YES does not preclude the City of Santa Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating in any actions related to such item.

By signing below, you certify you also agree to disclose to the City any future contributions made to Councilmembers or other City Officers by you or your agent(s) after the date of signing this disclosure form, and within 12 months following the approval, renewal, or extension of the requested contract, license, permit, or entitlement.

I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.

Signed: ____________________________Date: ____________________ Print Name: _________________________ Title: _____________________ Company: __________________________
Additional Disclosures:

Please note this form is a public record and subject to a California Public Records Act request. __________________ 06/16/2026
Vanessa Munoz President/CEO
Willdan Engineering

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Packet Pg. 605 Attachment: California Levine Act Disclosure - Willdan (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

CITY OF SANTA MONICA

OAKS INITIATIVE DISCLOSURE FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Prepared by: ____________________________Title: __________________________ Signature: ______________________________________ Date: ________________ Email: ____________________________________ Phone: ____________________ FOR CITY USE ONLY:

Bid/PO/Contract # ____________________________ Permit # ___________________________ ________________
Vanessa Munoz President/CEO
06/16/2026
[email protected] 562.447.6844
Willdan Engineering
Vanessa Munoz, President, Chief Executive Officer; Creighton K. Early, Chief Financial Officer, Treasurer; Aaron Etzkorn, Senior Vice President; Patrick Johnson, Vice President; Kate Nguyen, Secretary; Pattie Casey, Assistant Secretary None

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Packet Pg. 606 Attachment: Oaks Initiative Disclosure Form - Willdan (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

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Packet Pg. 607
Attachment: California Levine Act Disclosure - Alfaro (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

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Attachment: California Levine Act Disclosure - Alfaro (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

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Attachment: California Levine Act Disclosure - Alfaro (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

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Attachment: California Levine Act Disclosure - Alfaro (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

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Packet Pg. 611
Attachment: California Levine Act Disclosure - Alfaro (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program -

CITY OF SANTA MONICA

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Bid/PO/Contract # ____________________________ Permit # ___________________________ Mayra Martinez Vice President / Secretary
Hugo Alfaro President / CEO / Treasurer
Alfaro Communications Construction, Inc.

Mayra Martinez Vice President / Secretary
Hugo Alfaro President / CEO / Treasurer
Mayra Martinez Vice President
07/06/2026
[email protected] (310)669-8949

4.C.j
Packet Pg. 612 Attachment: Oaks Initiative Disclosure Form - Alfaro (7764 : Award Construction Bid SP2574 for Street Lighting Modernization Program - City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 4.D
1 of 4
To: Mayor and City Council
From: Christopher Dishlip, Director of Public Works, Resource Recovery & Recycling Division
Subject: Authorization to Issue a Purchase Order to Wastequip Manufacturing Company LLC for Metal Bins for Recycling, Organics, and Landfill Trash Materials
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines;

2. Authorize the Procurement Manager to issue a purchase order with Wastequip Manufacturing Company LLC for metal bin containers for recycling, organics, and landfill trash materials for the Public Works Department. This recommended award is made as an exception to the competitive bidding process pursuant to the City’s Procurement Policy and is for a total amount not to exceed $1,437,645, with future year funding contingent on Council budget approval; and

3. Authorize budget amendment as outlined in the Financial Impacts and Budget Actions section of this report (requires 5 votes).

Summary
The Resource Recovery and Recycling Division (RRR) provides heavier, slimmerprofiled metal bins for certain residential and commercial locations where the use of regular plastic bins is impractical or infeasible. To ensure reliable, uninterrupted waste service for the City of Santa Monica customers, staff recommends authorization for the Procurement Manager to issue a purchase order to Wastequip Manufacturing Company LLC (Wastequip) for an initial term through May 19, 2029, with three one-year renewal terms. This was approved as an exception to the competitive bidding process by the Procurement Manager on ECB #422, per the City’s Procurement Policy as it will utilize a

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Packet Pg. 613
2 of 4
cooperative agreement with Wastequip that was the result of a competitive solicitation process issued by Sourcewell, a governmental cooperative agency.

Discussion
The Resource Recovery and Recycling Division (RRR) provides metal bin containers for the collection of recycling, organics, and landfill trash materials for residential and commercial Santa Monica customers with locations that have tight refuse container storage spaces. In these cases, while slimmer plastic bins may be available, plastic bins are made from a single mold and cannot be customized. Metal bins are manufactured by welding metal pieces and can be customized with bottom channels, side channels, locking bars, and wraparound plates. This makes metal bin containers of various sizes an optimal choice when a location has an irregular or smaller-than standard container storage space. This flexibility allows RRR to better meet the needs of solid waste customers with unique space requirements or other logistical, operational, and space constraints.

In an effort to provide reliable and efficient services, staff recommends the use of a competitively bid cooperative contract that is accessible to public agencies and meets the requirements of the City’s exception to the competitive bid process. Using the Sourcewell cooperative agreement would eliminate the need to go through a lengthy procurement process and allow staff to procure customized metal bin containers, while supporting the City Realignment Plan’s strategic objective of achieving safe neighborhoods and clean streets.

Exception to Competitive Bidding
Staff recommends Wastequip to furnish and deliver metal bin containers for recycling, organics, and landfill trash materials per the Procurement Manager approved ECB #422 as an exception to the competitive bidding per the City’s Procurement Policy. c. Competitive procedures were followed by a governmental agency, federal, state, county, city, joint powers agency, special district, or cooperative purchasing agency and the goods or services are supplied to the City at the same or better price.

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Environmental Review
The procurement for the purchase of metal bins is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines because it can be seen with certainty that the activity has no potential to cause a significant effect on the environment. The purchase of bins is covered by the common sense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” The purchase of metal bins would not result in any adverse physical environmental effects as it would ensure existing waste management services are continued. Therefore, the purchase order is exempt from CEQA and no further environmental review under CEQA is required.

Financial Impacts and Budget Actions
Approval of the recommended actions requires the following budget amendment:

FY 2026-27 Budget Amendment
Appropriate Funds
Account Number Amount
54500002.529560 $79,617
Staff seeks authority to approve available funding from the Resource Recovery and Recycling Fund to award a purchase order with Wastequip for the purchase of metal bin containers for recycling, organics, and landfill trash materials.

Purchase Order Request
FY 2026-27
Request Amount
Future Years
Amount Account # Total ContractAmount
$150,383 $0.00 C5404540.689000 $150,383

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4 of 4
Future year funding is contingent on Council budget approval.

Prepared By: Patty Manalo, Administrative Analyst
Approved Forwarded to Council
Attachments:

A. Oaks Initiative Form FY 2026-27 Wastequip
B. Levine Act Disclosure Form 2026 Wastequip
$79,617 $1,207,645 54500002.529560 $1,287,262
$230,000 $1,207,645 Total $1,437,645

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Packet Pg. 616

CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

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

This information is required by City Charter Article XXII—Taxpayer Protection.

It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after theofficial votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of SantaMonica.

All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees.

Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12- month period.

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

Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1

4.D.a
Packet Pg. 617 Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials)

CITY OF SANTA MONICA

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-monthperiod;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more inany 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Prepared by: Title:

Signature: Date:

Email: Phone:

Permit #
FOR CITY USE ONLY:

Bid/PO/Contract #
Laura P. Hubbard Director of Municipal Sales 7/1/26 [email protected] 980-987-7602 ext 9641 Wastequip Manufacturing Company LLC Please see Statement of Ownership attached. Please see Written Resolution of the Sole Members attached.

Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1

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Packet Pg. 618 Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1 4.D.a Packet Pg. 619
Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1 4.D.a Packet Pg. 620
Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1 4.D.a Packet Pg. 621
Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1 4.D.a Packet Pg. 622
Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1 4.D.a Packet Pg. 623
Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1 4.D.a Packet Pg. 624
Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) Corporate Headquarters 6525 Carnegie Boulevard, Suite 300 | Charlotte, NC 28211 | 877.468.9278 | [email protected] | www.wastequip.com

WASTEQUIP MANUFACTURING COMPANY LLC

OWNERSHIP STATEMENT
Beginning Entity: Wastequip Manufacturing Company LLC
6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
Wastequip, LLC (100% ownership of Wastequip Manufacturing Company LLC) 6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
Patriot Container Acquisition LLC (100% ownership of Wastequip, LLC) 6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
Patriot Container Intermediate, LLC (100% ownership of Patriot Container Acquisition Corp.) 6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
Patriot Container Corp. (100% ownership of Patriot Container Intermediate, LLC) 6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
HPCC Intermediate, Inc. (100% ownership of Patriot Container Corp.) 6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
HPCC Parent, Inc. (100% ownership of HPCC Intermediate, Inc.) 6525 Carnegie Boulevard, Ste. 300, Charlotte, NC 28211
H.I.G. Wastequip, L.P. (87% ownership of HPCC Parent, Inc.) 1450 Brickell Avenue, 31st Floor, Miami, FL 33131
Ares Capital Corporation (11.7% ownership of HPCC Parent, Inc.) 245 Park Avenue, 44th Floor, New York, NY 10167
Docusign Envelope ID: 2A040B48-20C7-8B29-8060-6B4D1665F6C1

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Packet Pg. 625 Attachment: Oaks Initiative Form FY 2026-27 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

Code Regs. Section 18438.1, which states:

Not Applicable Not Applicable Not Applicable Not Applicable ✔ Docusign Envelope ID: 137A1221-5ECA-8FA6-8036-E0503982630B

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Packet Pg. 626 Attachment: Levine Act Disclosure Form 2026 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) City of Santa Monica Levine Act Disclosure Form
Answering YES does not preclude the City of Santa Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating in any actions related to such item.

I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIATHAT THE FOREGOING IS TRUEAND CORRECT.

Signed: ____________________________ Date: ____________________ Print Name: _________________________ Title: _____________________ Company: __________________________
Additional Disclosures:

Please note this form is a public record and subject to a California Public Records Act request.

Laura P. Hubbard Director of Municipal Sales Wastequip Manufacturing Company LLC Docusign Envelope ID: 137A1221-5ECA-8FA6-8036-E0503982630B Jul-07-2026

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Packet Pg. 627 Attachment: Levine Act Disclosure Form 2026 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) SANTA MONICA CITY ATTORNEY’S OFFICE
TO: Public
FROM: City Attorney’s Office
RE: Levine Act Disclosure Form
The Levine Act (Government Code 84308) is a California law aimed at preventing “pay to play” practices by prohibiting parties, participants, and their agents in a proceeding involving a license, permit, or other entitlement from contributing more than $500 to an officer of the City during a 12-month period. The prohibition applies to any 12-month period while the proceeding is pending and for 12 months following the date a final decision is rendered in the proceeding.

State law requires a party to a proceeding to disclose any contributions exceeding an aggregate $500 that the party and their agents have made to an officer of the City within the preceding 12 months. The Disclosure Form is intended to assist City officials with recognizing when they have an obligation to disclose and recuse themselves, and to aid parties with their disclosure obligations.

1. To what sort of proceedings is the disclosure form applicable? The Levine Act applies to all discretionary entitlements and contracts, with the exception of labor contracts, personal employment contracts, and contracts that must be awarded to the lowest responsive/responsible bidder. It does not apply to ministerial approvals.

For instance, the Levine Act applies to the following:
• Building and development permits
• Conditional use permits
• Contracts generally (unless an exception applies):
o Real property contracts for purchase, sale, lease
o Contract amendments
o Settlement agreements
o Contracts for goods, services, professional services that are not awarded pursuant to a competitive process
• Public street abandonments
• Private development plans
• Professional license revocations
• Rezoning of specific real estate parcels
• Event permits
• Rulemaking procedures affecting a particular industry where only a small number of businesses are affected
• Special district formation proceedings involving the creation of a special use or benefit to the person in the district
• Tentative subdivision and parcel maps
Docusign Envelope ID: 137A1221-5ECA-8FA6-8036-E0503982630B

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Packet Pg. 628 Attachment: Levine Act Disclosure Form 2026 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials)

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• Zoning variances
• Vacation of a public easement across private property • Pre-applications, such as for General Plan Amendment, considered by the legislative body prior to filing of formal application
• Contracts entered under the City Manager’s Authority
• Closed session items that may result in a contract/settlement agreement approved by Council (real estate or litigation)
It does not apply to:
• Contracts under $50,000
• Contracts where no party receives financial compensation • Contracts between two or more public agencies
• Competitively bid contracts that are required by law, agency policy, or agency rule to be awarded pursuant to a competitive process
• Purely ministerial decisions
• General policy decisions or rules where the interests affected are many and diverse
• Ordinances and resolutions (except items like development agreements adopted by ordinance)
• Ballot measures
• Departmental policies
• Council rules
• Labor contracts and project labor agreements
• Personal employment contracts
• Allocation of resources in the City budget

2. Who is required to disclose?
A “party” to a proceeding is any person who files an application for, or is the subject of, a proceeding. In general, a person or company who applies for a permit, license, or right to use property in a particular way, which requires the City’s discretionary approval, will qualify as a party.

Parties are also required to disclose contributions by their agents. An “agent” is someone who (1) represents a party to a proceeding for compensation; and (2) appears before or otherwise communicates with the City for the purpose of influencing the pending proceeding. This can include law firms, architects, engineers, consultants, and similar entities. Both the individual and their employer or firm are considered “agents.” A party should also disclose contributions of other entities majority owned by the party, as well as contributions of any other entity whose contributions it directs or controls.

3. What must be disclosed?
A party must disclose campaign contributions over $500 made in the prior twelve months.

A “contribution” is anything of value for which the party has not received full consideration, including money, nonmonetary items, payments made for advertising or Docusign Envelope ID: 137A1221-5ECA-8FA6-8036-E0503982630B

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Packet Pg. 629 Attachment: Levine Act Disclosure Form 2026 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials)

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other expenses coordinated with a candidate or committee, loans, tickets to political fundraisers, etc.

4. Who is considered an officer of the City?
An “officer” is anyone who may make, participate in making, or attempt to influence a decision in the proceeding or who exercises authority over officers who may do so. This includes elected officials, members of appointed boards and commissions, the City Manager, and any individual who is a candidate for elected office or who has been a candidate in the twelve months prior to the decision. This definition is included on the Disclosure Form.

5. When should the disclosure occur?
The Disclosure Form must be completed (1) by a party to a contract with the City (or that party’s agent) at the time the party submits a response to a Request for Proposal or other competitive solicitation, enters into contract negotiations with the City, or executes a contract with the City, whichever is earliest; or (2) by a party to a license, permit, or other entitlement proceeding before the City at the time the party (or their agent) submits the license, permit, or entitlement application to the City. The party (or their agent) must submit a supplemental form if they make any new reportable contributions while the same contract, license, permit, or other entitlement is being considered. The party (or their agent) must also use the form if they need to correct any previously submitted form.

Parties are solely responsible for completing the form accurately, and could face penalties for failure to do so. The California Fair Political Practices Commission (FPPC) is the body who enforces violations of the Levine Act. If a party is uncertain about whether they are required to report or combine a contribution, they should consult with their attorney.

Nothing herein constitutes legal advice and individuals are urged to consult with their own attorney regarding the requirements of the law. To the extent there is any inconsistency, the language of the Levine Act and FPPC Regulations govern over this notice. Resources for officers, parties, participants, and agents, are available on the FPPC’s website at https://www.fppc.ca.gov/learn/pay-to-play-limits-and-prohibitions.html Docusign Envelope ID: 137A1221-5ECA-8FA6-8036-E0503982630B

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Packet Pg. 630 Attachment: Levine Act Disclosure Form 2026 Wastequip (7789 : Purchase of Metal Bins for Recycling, Organics, and Landfill Trash Materials) City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 4.E
1 of 6
To: Mayor and City Council
From: Christopher Dishlip, Director of Public Works, Engineering Services Division Subject: Award Bid #SP2756 to Jilk Heavy Construction, Inc., for Construction Services for the Pier Below Deck Fire Sprinkler Replacement Project - Phase 3 Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption pursuant to Section 15302 (Replacement or Reconstruction) of the California Environmental Quality Act (CEQA) Guidelines;

2. Award Bid #SP2756 to Jilk Heavy Construction, Inc. for Phase 3 of the Pier Below Deck Fire Sprinkler Replacement Project for the Public Works Department; and

1. Authorize the City Manager to execute a contract with Jilk Heavy Construction, Inc. in an amount not to exceed $5,661,851 (including a 15% contingency).

Summary
The City of Santa Monica (City) is committed to ensuring a safe experience for visitors to the Santa Monica Pier (Pier). The below-deck fire sprinkler system, which protects the wooden decking and substructure of the Pier from fire, requires ongoing phased replacement due to corrosion and deterioration caused by salt air, moisture, and environmental exposure. The Pier Below Deck Fire Sprinkler Replacement Project – Phase 3 (Project) continues this effort and focuses on the replacement of additional portions of the system, protecting approximately 31,000 square feet of the Pier deck, with corrosion-resistant materials and upgraded components to restore functionality, reliability, and performance. Staff recommends awarding a construction contract to Jilk Heavy Construction, Inc. in an amount not to exceed $5,661,851 (including a 15% contingency) to provide construction services for the Project.

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Discussion
The Pier is composed of combustible wood decking on top of a combination of both combustible and non-combustible substructure elements. In 1996, a below-deck fire sprinkler system was installed to protect the wooden decking and substructure against fire. In 2015, at the request of the Fire Department and Office of Pier Management, the Public Works Department retained the fire protection engineering services of Cosentini Associates, Inc. for a visual inspection and review of the existing Pier fire protection system. The resulting report recommends replacing the existing Pier fire sprinkler system (Attachment D). The report identifies corrosion of the sprinkler heads, pipe supports, and riser piping due to exposure to salt air and seawater. Corrosion could have detrimental effects on the performance of the sprinkler heads, cause pipe supports to fail, and lead to leaks in the riser piping. The report also identifies discoloration of the existing chlorinated polyvinyl chloride (PVC) sprinkler piping due to prolonged exposure to the sun. The discoloration could signify damaged piping at risk of failure during a fire event. The report calls for replacement of the sprinkler heads, pipe supports, and sprinkler piping with corrosion-resistant materials.

Project Phasing
The Project is the third of six planned phases to replace the existing Pier below-deck fire sprinkler system. Phase 1 was completed in March 2021, followed by Phase 2 reaching completion in June 2024. Phase 3 is expected to be completed by the fall of 2027 and would replace the westernmost fire sprinkler systems protecting approximately 31,000 square feet of the Pier deck. These systems are heavily deteriorated due to their location over the water with increased exposure to the elements. Staff anticipates that the remaining three phases (Phases 4-6) could be completed by 2033, provided funding for the subsequent phases is approved. The total cost for Phases 4-6 is estimated to be between $15 and $20 million.

Early Procurement Allowance

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To minimize construction schedule risk and ensure timely availability of long-lead fire suppression equipment and components, the City included in the bid an Early Procurement Allowance in the amount of $250,000. To initiate early procurement services prior to execution of the construction contract, the City would execute a separate Contractual Services Agreement (CSA) with Jilk Heavy Construction, Inc. in an amount not to exceed $250,000. The Early Procurement Allowance was not bid separately due to the nature of the early procurement services, which go hand in hand with the construction contract and must be provided by the best bidder selected to provide construction services. Therefore, the Early Procurement Allowance was included in the construction bid and awarded to the best bidder as detailed in the following vendor selection table.

Early procurement services would include:
• Preparation of shop drawings and submittals for fire suppression systems and equipment;
• Coordination with equipment manufacturers and suppliers to secure long-lead materials (sprinkler heads, valves, fittings, and corrosion-resistant piping); • Initiation of Fire Department permit applications and approvals; and • Pre-construction logistics planning and material staging.

This approach allows the contractor to begin procurement activities immediately upon CSA execution, reducing the risk of schedule delays caused by extended lead times for specialized marine-grade fire suppression equipment and Fire Department permit approvals.

Vendor Selection – Construction Services
Bidder Recommendation
Best and Only Bidder Jilk Heavy Construction, Inc.

Submittals Received Selection Criteria
Jilk Heavy
Construction, Inc.
$4,923,349* Municipal Code SMMC 2.24.100(a)

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*Base Bid Amount. Does not include $250,000 Early Procurement Allowance.

Evaluation Criteria Price; the ability, capacity, and skill of the bidder to perform the services; the capacity of the bidder to perform the contract within the time specified; the sufficiency of the bidder's financial resources and the reputation and
experience of the bidder.

Bid Data
Date Posted Posted On
Advertise In
(City Charter & SMMC)
Vendors
Downloaded
Date
Publicly
Opened
04/30/2026 City's Online
Bidding Site
Santa Monica Daily
Press
37 06/18/2026
Additional Vendor Outreach & Justification to Award
Staff conducted additional outreach to the vendors who downloaded the bid documents to understand why they did not submit a bid. Responses indicated that vendors cited concerns regarding the specialized marine construction expertise required for below-deck work on an active public facility, and the complexity of coordinating work in a saltwater environment with strict operational constraints. Jilk Heavy Construction, Inc. is recommended as the best and only bidder based on the following criteria:

The vendor possesses extensive specialized experience in marine pier construction and fire protection system installation. As the contractor for Phase 2 of this same project (completed in June 2024), Jilk demonstrated proven capability to successfully execute complex below-deck work on the Santa Monica Pier while maintaining schedule and quality standards.

Community Outreach
Construction is anticipated to begin in December 2026 and continue through the fall of 2027. Prior to and during construction, City staff and the contractor would notify Pier tenants and adjacent properties of upcoming work, potential impacts, and schedule updates. Notifications would be distributed as needed, and social media may be used to provide general project updates to the public.

Environmental Review

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The project is categorically exempt from CEQA pursuant to Section 15302 of the CEQA Guidelines. Section 15302 (Replacement/Reconstruction) exempts the replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and will have substantially the same purpose and capacity as the structure replaced. This project would replace the existing fire sprinkler system with a new fire sprinkler system and would continue to provide fire safety for the Pier. Therefore, the project is exempt from CEQA pursuant to Section 15302. Furthermore, none of the exceptions to categorical exemptions set forth in the CEQA Guidelines, Section 15300.2 of the CEQA Guidelines, apply to this project.

Past Council Actions
Meeting Date Description
March 28, 2017
(Attachment A)
Authorized an agreement with Jensen Hughes, Inc. to
provide fire protection engineering services to design the Pier Below Deck Fire Sprinkler Replacement Project.

October 15, 2019
(Attachment B)
Awarded Bid #SP2364 for construction services for the Pier Below Deck Fire Sprinkler Replacement Project – Phase 1.

January 10, 2023
(Attachment C)
Awarded Bid #SP2676 for construction services for the Pier Below Deck Fire Sprinkler Replacement Project – Phase 2.

Financial Impacts and Budget Actions
Staff seeks authority to approve available funding from the Pier Fund to award a contract with Jilk Heavy Construction, Inc. to provide construction services for the Pier Below Deck Fire Sprinkler Replacement Project – Phase 3. Funds are currently budgeted in the Capital Improvement Program budget and have been set aside for this project.

Contract Request
FY 2026-27
Request Amount CIP Account # Total ContractAmount
$5,661,851 C5306150.689000 $5,661,851
Future year funding is contingent on Council budget approval.

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Prepared By: Mohammad Dakwar, Civil Engineering Assistant Approved Forwarded to Council
Attachments:

A. March 28, 2017 Staff Report (Web Link)
B. October 15, 2019 Staff Report (Web Link)
C. January 10, 2023 Staff Report (Web Link)
D. Pier Fire Protection Assessment Report
E. Oaks Form (Jilk Heavy Construction, Inc.)
F. Levine Act Disclosure (Jilk Heavy Construction, Inc.)

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Fire and Code Consulting Engineers
529 S. Broadway, 4th Floor
Los Angeles, CA 90013
T: 949.809.5040
F: 949.809.5010
www.cosentini.com
Building and Fire Code Consulting
Performance Based Fire Engineering
Fire and Smoke Modeling
Smoke Control System Design
Special Inspection and Commissioning
Negotiation and Equivalencies
Hazardous Materials and Process Analysis
Due Diligence and 3rd Party Reviews
June 16, 2015
Selim Eren
City of Santa Monica | Civil Engineering
1437 4th Street, Suite 300 | Santa Monica CA 90401
310.458.8234 O | 310.393.4425 F
Santa Monica Pier Fire Protection System Criteria Development and System Review Dear Mr. Eren,
As requested, Cosentini Associates has prepared this letter report to document our review and analysis of the existing sprinkler system installed at the Santa Monica Pier. The letter report documents both the existing condition and potential options addressing current issues and system deficiencies.

Pier Background
The Santa Monica Pier is a large historic pier with an amusement park, restaurants, an aquarium, and small shops. All areas of the pier have a combustible wood deck on top of a combination of both combustible and noncombustible substructure construction.

The Newcombe Pier section in the southwest corner is made up of concrete piles and beams. The long and narrow portion of the pier extending into the water consists of noncombustible substructure with concrete piles and beams and is the only section not provided with an automatic sprinkler system to protect the substructure and wood decking. The remaining sections of the pier are comprised of combustible wooden piles. All areas of the pier deck have an underside consisting of narrow horizontal channels created by wooden stringers.

At the request of the City of Santa Monica, a visual inspection and review of the system was performed to identify any potential issues and recommend potential improvements of the system in order to address the Santa Monica Fire Departments concerns regarding system functionality and protection of the pier.

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Packet Pg. 637 Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier Below Deck Fire Sprinkler Replacement June 16, 2015

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Applicable Codes
Phase I of the system was designed in 1993 in accordance with the following codes and standards:
• Santa Monica Municipal Code
• Uniform Building Code Standard 38-1, 1991 Edition
• NFPA 307, 1990 Edition
• NFPA 13, 1989 & 1991 Editions
Phase II of the system was designed 1996 in accordance with the following codes and standards:
• Santa Monica Municipal Code
• Uniform Building Code Standard 9-1, 1994 Edition
• NFPA 307, 1990 Edition
• NFPA 13, 1994 Edition
Sprinkler System Description
The sprinkler system was installed in order to protect the wooden decking and substructure in the event of a significant fire capable compromising the structure. The overall system is split into 15 separate zones and was designed and installed in two separate phases. Phase I is comprised of Zones 1-6 and 12, while Phase II is comprised of Zones 7, 8, 9, 10, 11, 13, 14, and 15. The sprinkler system design is in accordance with the requirements of NFPA 307, which is the Standard for the Construction and Fire Protection of Marine Terminals, Piers and Wharves. This standard provides comprehensive guidelines and addresses the typical conditions encountered for piers and wharves.

Much of the system is partially protected from outside elements by wooden walls on all sides. Zones2, 3, 4, 6, 7, 11, and 12 are surrounded by walls on all sides. Zones 1 and 5 are mostly protected but are partially exposed in the bike path running underneath the pier. Zones 8, 9, 10, 13, 14, and 15 are separated from the remainder of the sprinkler systems by a “wooden perimeter wall” and are exposed to the open air and ocean. Refer to the figure below for a layout of all sprinkler systems.

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Packet Pg. 638 Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier Below Deck Fire Sprinkler Replacement June 16, 2015

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In 2010, upgrades and repairs to the fire protection systems on the pier were performed, including the installation of a dry standpipe system, the addition of sectionalizing valves, and the repair of existing conditions found in the sprinkler system was documented in an assessment report completed in September of 20072. A review of the fire protection invoice logs from the past five years (shown in Appendix B) reveals that many other repairs to the system have been made since 2010.

An automatic fire suppression system was not specifically required for the underside of the pier per the Uniform Building Code and is not required by the current California Building Code (CBC) or the Santa Monica Municipal Code. However, due to the combustible construction of the pier, the typically high occupant load, and the nature of hazards present in the area, the system is considered very important for public safety and structural protection and is in line with recognized engineering practices. Sprinkler Systems 13, 14, and 15 protect a non-combustible, concrete substructure of the pier. However, even these systems are considered important because of the presence of wooden catwalks in the area, and the combustible deck above the concrete pilings.

The sprinkler system is especially important given the history of the nearby pier at Pacific Ocean Park, which caught fire multiple times after it was decommissioned3 . These fires were mostly due to arson.

Based on our survey, arson and accidental fire are a concern given the homeless population living in and under the pier structure.

Background
Cosentini understands through conversations with the City that the cost to maintain the sprinkler system is a concern to the City of Santa Monica and has been considered in this report. The fire protection invoice logs shown in Appendix B show that the repairs to the system have cost the city approximately $50,000 in the past five years, which excludes costs for inspections and testing. This sum would likely be significantly higher if inspections of the system were performed more often, as a more recent survey of the system by Cosentini has identified additional outstanding issues.

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Per conversations with the Civil Engineering Department of the City of Santa Monica and personnel from the Santa Monica Fire Marshal’s office, multiple fires underneath the pier have been reported since the automatic sprinkler system was installed, but none have grown large enough to activate the system.

The fact that these fires failed to activate the system should not be misconstrued to mean that the system is in a condition such that it would not perform as designed during a fire scenario. Many of these fires reportedly involved the disposing of lit cigarettes through the wooden beams of the pier, which subsequently spread to combustibles beneath the pier. It is likely that these fires were not large enough to activate the nearest sprinkler head, which are designed to spray upwards and protect the underside of the pier and not to extinguish small fires in the decking or at the ground level. In addition, most of the sprinkler heads are located 12 feet or more above the ground, the placement of these sprinklers would require a significant fire for operation to occur.

Subsequent system inspections by the Santa Monica Fire Marshal’s Office has identified additional concerns with the system, including discolored plastic piping that may be degrading due to exposure to sun, recalled sprinkler heads, and widespread corrosion due to exposure to the elements.

System Specifications
Sprinkler Type, Locations and Spacing
As required by NFPA 307, pendent sprinklers are installed in the upright position so that water is projected upward to wet the underside of the decking and control fires on the underside of the pier.

Per a review of the as-built drawings and field inspections, sprinklers are located 8 feet apart on branchlines, with branchlines spaced 10 feet apart and 5 feet from the nearest walls. The maximum coverage area per sprinkler is 80 ft². This spacing is in compliance with the most recent NFPA 307 and NFPA 13 requirements. Sprinkler deflectors are located approximately 10 inches below the bottom of the stringers in compliance with the NFPA standards. According to notes found in the as-built drawings, all sprinklers are provided with a factory applied corrosion resistant coating designed for salt water and weather exposure and have a temperature rating not exceeding 165°C.

All supply, feed main and cross main piping are supported by wrap-around U-hook style hangers.

According to as-built drawings, all hangers are provided with factory applied hot-dipped zinc coating to prevent corrosion. Hangers are placed in locations so that they will be in the wetting pattern of the sprinkler to prevent lag screws from failing during a fire.

Sprinkler System Design Criteria
Each sprinkler system zone was designed in accordance with the guidance found in the 1990 edition of NFPA 307 as follows:
• Sprinkler discharge pressure of 12.5 psi
• Sprinkler ½ inch orifice
• Design density of 0.247 gpm/ft² over a design area of 5,000 ft² The latest editions of NFPA 307 and NFPA 13 state that pier sprinkler systems should be designed based upon the design criteria for Group A plastics. However, the reasoning for this criteria is due to the

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“widely varying nature of commodities that pass through transit sheds, container freight stations, transload facilities, and similar buildings used for handling and temporary storage of general cargo.” Because the Santa Monica Pier is used for amusement purposes only, designing the system to Group A plastic criteria is considered overly conservative. The current design criteria is in compliance with Ordinary Hazard Group 2, which is considered appropriate because piers and wharves are classified as Ordinary Hazard Group 2 in NFPA 13.

Water Supply
Water for the sprinkler systems is supplied from the city water mains from two different sources. One main runs from the north along Palisades Beach Road, while the other runs from the east down Seaside Tier. An underground water supply loop is provided such that a secondary water supply would be available if any part of the piping network were to become damaged. It is understood that a saltwater supply was capped at some point after the installation of the sprinkler system. However, this supply is not considered necessary, as the current fire supply loop is adequate.

Standpipe System and Hydrant Locations
The original hydrants associated with the automatic sprinkler system are located throughout the pier, both directly adjacent to the structure and directly on perimeter of the wooden deck and spaced 150 feet to 300 feet apart. These standpipes are connected to the domestic water supply. Eight additional dry standpipe fire hose connections were installed in 2010, spaced approximately 270 feet apart and placed between the original hydrants. A fire hose connection associated with this newer system is located on the north side of the pier adjacent to the bike path.

Current Issues
Field surveys and reviews of as-built drawings were performed by Cosentini in order to document the current state of the pier sprinkler system. The current conditions of the system were visually examined and compared against the latest standards for pier sprinkler systems in order to determine the adequacy of the system and its expected performance for an expected fire in the area. Note that the California Building Code as adopted by the Santa Monica Municipal Code does not specifically require compliance with NFPA 307. However, this standard has been used for comparison and guidance because the sprinkler system was installed in accordance with the NFPA 307 requirements and because the standard addresses many of the conditions present at the Santa Monica Pier.

Sprinkler Pipe
Per the General Notes and System Details of the as-built sprinkler system drawings, and confirmation through field inspections, all cross mains and branch lines are CPVC plastic piping meeting UL Standard 1821 and listed for fire service use. Per visual inspection, Blaze Master CPVC sprinkler pipe has been installed in all areas.

It is likely that this pipe material was used rather than steel because of corrosion concerns. NFPA 307 requires that listed corrosion-resistant types of pipe be used where corrosive conditions exist. However, this pipe must also be able to withstand all other atmospheric damage and prolonged exposure to the sun. Per installation and design manuals for the Blaze Master pipe installed throughout the system, it is not listed for prolonged exposure to sunlight, and exposure can cause product damage1.

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Of upmost concern are the openings in the pier decking allow for direct exposure to sun and significant degradation of the pipe. During field surveys, the exposure effects from sunlight exposure were most pronounced on the west side of the pier, where piping was exposed to the elements. Much of the piping had lost its original coloring, leading to concerns that it could possibly be damaged and eventually result in failure which would prevent proper activation of the sprinkler system.

In addition to the concerns about sunlight exposure, the pipe is not listed for the hazard classification of the pier and surrounding area. In addition to the combustible construction of the pier, field surveys show significant amount of combustibles stored below that form a substantial fire hazard. Section 6.3.7 of the 2013 edition of NFPA 13 specifically prohibits the use of nonmetallic pipe in any areas besides light hazard occupancies. Per Section 5.3.2, piers and wharves are considered Ordinary Hazard Group 2.

The combustible loading observed during survey is consistent with that expected for Ordinary Hazard Group 2. The significant combustible loading and possibility of a fast growing fire leads to concern that CPVC piping could quickly melt and render the system inoperable.

Pipe Support
Per visual inspection, most of the U-hook style pipe supports in the protected sprinkler system areas of the pier east of the wooden perimeter wall appear to be in working condition. None of the pipe supports examined in these areas require immediate replacement, but they should be examined annually in accordance with the requirements of Section 5.1.1.2 of the 2014 edition of NFPA 25. These inspections are especially important because the hangers are exposed to a harsh environment that could lead to significant corrosion and the failure of hangers prior to or during a fire event.

All U-hook pipe supports located to the west of the wooden perimeter wall should be examined for replacement. Per the requirements of NFPA 25, any hangers shown to be damaged, loose, or unattached must be replaced. Many hangers accessible via the catwalks immediately adjacent to the ocean are substantially corroded and some are broken completely in half. A complete replacement of all hangers is not necessary. However, all hangers that appear corroded to the point where they may become unattached or unable to support the sprinkler piping must be replaced. The sprinkler system in the area adjacent to the water was installed in 1996, meaning that the lifespan of these hangers is in the 15-20 year range. Replacement hangers should be expected to last approximately this long, but annual inspection and appropriate replacement of hangers is very important to ensure that the sprinkler piping is properly supported.

Per Section 4.3.3.1 of NFPA 307, corrosion-resistant hangers or hangers with listed protective corrosionresistant coatings should be used. Per the As-built drawings, all hangers installed in the system were provided with a factory applied hot-dipped zinc coating, which is in compliance with NFPA 13 and 307 requirements. These style hangers should continue to be used for all replacement Sprinkler Condition
Per visual inspection, the sprinklers located to the east of the wooden perimeter wall appear to be in working condition. However, many sprinklers to the west of the wall exposed to the open air and salt water (Zones 8, 9, 10, 13, 14, and 15) appear to show the effects of corrosion on the deflectors and operating elements due to exposure to seawater. According to the guidance found in NFPA 25, Inspection, Testing, and Maintenance of Water-Based Fire Protection Systems, corrosion found on the

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deflector of a sprinkler could affect the spray pattern of the sprinkler activation, and the effects of corrosion on operating elements could have detrimental effects on the performance of the sprinkler.

According to the standard, light surface corrosion on the boss, frame arms, and/or the deflector, and/or surface discoloration, not impacting the operation of the sprinkler should not warrant replacement.

However, significant buildup on any part of the sprinkler should result in the replacement of the sprinkler in order to ensure proper activation and performance. Many sprinklers viewed in the field meet the criteria for full replacement.

Recalled sprinkler heads are currently in use throughout the system. In July of 2001, the U.S. Consumer Product Safety Commission (CPSC) announced a recall of Central fire sprinklers with O-ring seals, citing the discovery that the O-ring can degrade over time due to corrosion. Included in this recall are pendent sprinklers manufactured between 1989-2000, stamped with the word “Central” and “GB4 .” Per visual
inspection and the examination of system documents, these sprinklers are currently in use on the system. Due to the highly corrosive environment, it is especially important to replace all recalled sprinkler heads.

Current testing, NFPA 25
Due to the harsh environment the sprinkler system is exposed to, it is very important that the system is subject to frequent inspections in accordance with applicable NFPA standards. Per conversations with personnel from the Santa Monica Fire Marshal’s Office, inspections of the system occur every five years, which is beyond the timeframe required by NFPA 25 as adopted by Title 19 of the California Health and Safety Code. Refer to Appendix A of this report for a list of system components and the required inspection and testing intervals for each.

The City of Santa Monica has provided fire protection invoice logs from the past five years, which are provided in Appendix B of this report. A review of these records confirms that regular inspections of the sprinkler system are not taking place, with quarterly inspections appearing to decline in mid-2012.

Quarterly inspection logs for the period ranging from 2013 to present appear to be for the sprinkler systems above the pier in Building 250, the Carousel Building, and the Aquarium, with no corresponding inspections for the system underneath the pier.

Detailed records are available for only some inspections, and it is difficult to determine which systems were included for the available reports. Cosentini has reviewed the latest inspection and test report for the system underneath the pier dated 11/7/2011, which gives the address of the pier but does not give details about which sprinkler systems were examined. Because there are multiple systems both above and below the pier, more details should be given in the report to ensure that all systems are examined in accordance with NFPA 25. At a minimum, these details should include the specific systems inspected and tested, the results of the test, and details about any impairments found.

It is also not clear from the provided report if testing of the system was properly performed. Per Section

5.3.1.1.2 of NFPA 25, where an automatic suppression system is exposed to outside weather, representative sprinkler samples must be tested, or the sprinklers must be replaced every five years.

The pier sprinkler system covers a large area and is split into multiple sections exposed to different conditions, a representative sample of sprinklers from each of the systems should be tested during this time interval. Based on the current condition of many of the sprinklers located near the ocean, this

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testing or replacement of sprinklers does not appear to have been performed recently, leading to a high probability that many sprinklers would not activate as intended during a significant fire.

Depending on the extent of repair or replacement of piping or sprinklers in the system, NFPA 25 requires certain actions that must be taken to test the system. Per visual inspection of the current condition of the sprinklers in the systems located adjacent to the ocean, more than 20 sprinklers may require replacement, which would require a hydrostatic test of the system in accordance with NFPA 13.

A list of required actions as given by NFPA 25 can be found in Appendix A.

Inspection and testing of the standpipes and hose systems should also be in compliance with NFPA 25.

A review of the city and inspection testing records reveals that a comprehensive test of all related hydrants was performed at an indeterminate date. More documentation of the testing performed should be provided, and all testing and inspections should be performed within the timeframes mandated by NFPA 25. Refer to Appendix A for a list of requirements.

Spare Sprinkler Storage
Per the requirements of NFPA 307, 12 spare sprinklers should be stored on site for use in replacement.

Per an inspection of the spare sprinkler storage area, only three spare heads are stored on site.

Connection to Fire Alarm System
System Drawing 4627 gives details of the sprinkler system tamper and waterflow switches and their connection to the fire alarm panel located directly to the west of the Carousel Building. Per discussions with personnel from the Santa Monica Fire Marshal’s Office, recent experience with the fire alarm panel has led to confusion on the layout of the alarm zones. It is apparently difficult to determine the location of the origin of alarms, which could adversely impact the fire department’s ability to quickly suppress a potential fire before it spreads to the pier substructure. This confusion may be partly due to the fact that Drawing 4627 uses a different numbering system for the sprinkler systems than the as-built drawings. The Fire Alarm Drawing begins with System No. 1 at the east end of the pier and then numbers the zones sequentially counterclockwise around the pier. The numbering system of the asbuilt drawings is less orderly and does not match up with the alarm zones.

At the time that this report was written, a study by others was underway to determine the functionality of the fire alarm system and its connection to the fire alarm systems on the underside of the pier.

Depending on the results of this study, the system should be updated so that the appropriate personnel and fire authorities are alerted to an alarm as early as possible in order to ensure adequate time to reach the fire location and prevent the fire from growing large enough to affect the structure. Troubles and alarms should show the specific sprinkler system associated with the event so that the trouble condition or fire location can be quickly located, and fire alarm zones should be renumbered so that they match the sprinkler zones numbering system.

Riser Piping
Each individual sprinkler system zone is provided with a riser pipe fitted with control valves and pressure gauges for both the supply and system side of the piping network. Field inspections of each of these risers revealed that pressure is at or near zero for the system side gauges at risers 103, 104, and 106. It is likely that there are leaks in the system resulting in the loss of pressure in the system. The systems associated with these risers (Systems 5, 2, and 6, respectively) should be examined and tested to

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identify the location of the leak or leaks. In addition, the supply side pressure gauge at riser 208 is near zero, which should also be investigated. It would also be beneficial to install a low pressure switch to activate an alarm when supply pressure is lost.

Each riser on the west side of the wood perimeter walls that supply Zones 8, 9, 10, 13, 14, and 15 is showing the signs of significant corrosion. The horizontal run between supply side riser 707 and system side riser 407 has a significant leak that was spraying water when the system was inspected in late February, 2015. Each of these risers appears in need of replacement.

Recommendations
After a thorough review of the conditions at the pier, it has been determined that the substructure sprinkler systems are essential to protecting the pier structure and its occupants. The conditions identified in the preceding section should be repaired as quickly as possible in order to ensure proper functionality of the system.

Field inspections and a review of documentation of the system design and past testing and maintenance of the system have shown that additional improvements are needed in order to ensure that the system would activate as needed in the event of a significant fire. The following recommendations for addressing these issues are presented in order to ensure the level of safety that the system was intended to provide when it was installed:

1. Replace Sprinkler Piping
The CPVC pipe installed throughout the system is less susceptible to corrosion than steel pipe, but it is not properly rated for its use in the pier systems. The pipe is not rated for exposure to sun and should only be used in light hazard occupancies. The hazards presented by the pier lead to concerns that the pipe would melt in a fast growing fire and quickly render the system inoperable. Therefore, the piping should be replaced with a steel pipe similar to what is currently used for the pipe risers, which is black steel pipe hot-dipped zinc-coated (galvanized) meeting the ASTM A 795 standard.

According to representatives from Tyco Fire Protection Products, the cost to replace sprinkler piping and heads for each system is expected to be as follows:

Materials: $37,000, including galvanized piping and corrosion resistant sprinkler heads Labor Time: Approximately 2.3 hours per sprinkler head. Note that this is a conservative estimate based on additional safety precautions needed to install a sprinkler system underneath the pier. Each system has approximately 250 heads.

Labor Cost: Approximately $150 per hour x 575 hours = $86,250 Total Cost: $123,250

2. Replace Recalled Sprinkler Heads
As described above, all sprinkler heads stamped with “Central” and “GB” should be replaced due to concerns with the corrosion of the O-ring of these sprinklers and the possibility that they will not activate as intended during a fire.

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3. Improve Inspection, Testing, and Maintenance
A review of the latest inspection, testing, and maintenance reports provided by the City of Santa Monica reveals that the current procedures do not meet the requirements of NFPA 25. All portions of the sprinkler systems, the standpipe systems, and the fire alarm system should follow the latest adopted NFPA 25 standard. Following these standards is especially important due to the harsh environment that the system is exposed to, and the fact that multiple sprinklers, piping, hangers, and risers were identified as requiring replacement or upgrades during recent field inspections. Refer to Appendix A for the latest inspection, testing, and maintenance requirements and the required actions for any deficiencies found in the system.

4. Remove Combustible Material
Field inspections of the area revealed that a large amount of combustible material is being stored underneath the pier. This significantly increases the chance for a large fire that could affect the pier. Much of the combustible material consists of plastic, paper, wood, and other combustible materials left over from past maintenance projects. To the extent possible, this material should be removed.

Per conversations with City of Santa Monica personnel, complete removal of the combustible material underneath the pier is not possible, as there are no options for moving these materials to another location. Therefore, Cosentini recommends that this material be consolidated to a certain area or areas that could be separated from the rest of the pier structure with fireresistance rated construction. Areas of combustible storage should be separated from the remainder of the pier by firestop construction described in Section 4.3.3.5 of NFPA 307, meeting the following requirements:
• Constructed of reinforced concrete or similar materials, with a fire-resistance rating of one hour.
• Transverse fire stops must fit tightly against the pier deck and around and structural members or pipes that pass through the firestop so that an effective barrier to fire and draft is maintained

5. Subdivision of Pier and Fire Department Planning
It is understood that the Santa Monica Fire Department plans to develop Pre-Fire Plans for responding to a fire at the pier. These plans will involve subdividing the structure and isolating any potential fire in order to limit damage to a specific portion of the pier. It is understood that one technique that the Fire Department plans to use is “trenching” in order to create a gap in combustible material between the fire location origin and the remaining structure.

It is recommended that the location of deck openings in the pier be analyzed and coordinated with these Pre-Fire Plans so that revolving nozzles and other fire-fighting devices could be used to assist in creating a barrier in the event of a fire. Deck openings are currently provided on the pier, but many have not been properly maintained. Per conversations with pier maintenance workers, deck openings in heavily trafficked areas and areas used for vehicle parking are difficult to maintain. For this reason, many of the openings have been covered. Covering these openings could significantly hamper the fire department’s ability to control a fire, because these

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access openings are essential for using the standpipe connections currently installed around the perimeter of the pier.

The location of deck openings should be coordinated the Santa Monica Fire Department Pre-Fire Plans and the expected areas where “trenching” to remove combustible materials could occur.

Openings should also be evaluated for compliance with the latest NFPA 307 standard as follows:
• Provided at intervals not exceeding 25 feet on center* • Openings must be over clear spaces to avoid interference by the substructure with effective operation of extinguishing devices.
• The effective arrangement of openings must not exceed 100 in² and must not be less than 9 in. in the smallest dimension, so as to pass the appliances for which they are intended.
• Openings must be provided with covers that can be removed. • Covers for openings must be constructed of, or insulated with, material that resists the passage of heat and fire in a manner equivalent to that of the pier deck. *Due to layout of structures and obstacles throughout the pier, it is recognized that providing deck openings every 25 feet in all directions is impractical. Therefore, it is recommended that the deck openings be provided at least every 150’ down the length of the pier (East-West), which is in line with the recommended distance for subdividing a pier with tranverse fire stops as found in the guidance of NFPA 307. At these 150’ intervals, deck openings should be provided every 25’ horizontally along the pier (North-South) so that an effective barrier with revolving nozzles can be created in the event of a fire. These 150’ interval locations should also be located in areas where the Fire Department could use a “trenching” method in order to provide a gap in combustible material.

Where maintenance of the openings is difficult due to heavy traffic, they should be protected to prevent damage. Instruction should be provided to maintenance workers to prevent the removal or covering of the openings, and periodic inspections should be performed to ensure proper upkeep.

Exposed Sprinkler System Options
Inspection of the pier sprinkler systems revealed that the biggest issue with proper maintenance will occur with the systems located west of the wooden perimeter wall as they are exposed to the ocean and sun. It is recognized that there may be a large cost associated with keeping these systems in proper working order, two options have been provided to address the issue. Either option could be implemented along with all of the recommendations above.

Option 1 – Retain Current Sprinkler Systems
The first option involves leaving Zones 8, 9, 10, 13, 14, and 15 as-is and updating inspection, testing, and maintenance procedures. The current condition of the system has deteriorated to a point where its proper activation is in doubt. Therefore, all deficiencies identified in this report must be repaired, and strict adherence to the requirements of NFPA 25 must be followed.

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Option 2 - Subdivision of Combustible Substructures
The current edition of NFPA 307 (2011) allows for alternatives to sprinkler system protection to existing substructures when, in the opinion of the authority having jurisdiction, it is impractical to install and maintain an automatic sprinkler system. Due to a variety of factors, it is of the opinion of Cosentini Associates that sprinkler systems Zones 8, 9, 10, 13, 14, and 15 may qualify as impractical to maintain.

The piping, pipe bracing, and sprinklers in these systems are exposed to a very harsh environment due to their close proximity the seawater, and a lack of barrier between the seawater and the systems. After visual inspections of the system and discussions with personnel from the Santa Monica Fire Marshal’s Office, sprinklers, piping, and bracing designed for corrosive environments are not able to withstand this environment for a significant amount of time, making maintenance costs prohibitive and preventing the system from activating as designed during a potential fire event.

If it is decided to decommission the sprinkler system in these areas, protection should still be provided for the remainder of the pier because the substructure is comprised of combustible wood construction.

In addition, the wooden catwalks are provided throughout the area within 4 feet of the ground, creating the possibility for a relatively small fire on the ground to spread upward to the wood and spread further to the pier decking. As an alternative to a sprinkler system in this area, other means of protection may be provided, including methods allowed by NFPA 307 in lieu of automatic sprinkler protection.

In order to provide an equivalent level of protection to a sprinkler system, the subdivision of the structure should be made by transverse fire walls or transverse fire stops as defined within NFPA 307.

The more robust tranverse fire walls must be constructed of reinforced concrete or other materials that are equivalent in stability and fire resistance rating, and must have a fire resistance rating of at least four hours. If these walls are used, they must extend from low water and the full width of the pier and must be installed at intervals not exceeding 450 feet. A section of the entire pier deck over the fire wall must also be constructed of fire-resistive construction to preserve the effectiveness of the wall, and the fireresistive section should extend for at least 10 feet on each side of the wall. It is of the opinion of Cosentini that the construction of these structures is impractical for the given structure given that the pier deck is crowded with existing structures that would prevent the construction of a fire-resistive section on the pier deck.

Where in the opinion of the authority having jurisdiction, the construction of transverse fire walls is impractical, transverse fire stops may be installed in lieu of fire walls. Transverse fire stops must meet the following requirements:
• Must extend from the low water line and be installed every 150 feet. • Constructed of reinforced concrete or similar materials, with a fire-resistance rating of one hour.
• Transverse fire stops must fit tightly against the pier deck and around and structural members or pipes that pass through the firestop so that an effective barrier to fire and draft is maintained
Utilizing as-built drawings of the pier, a hypothetical transverse fire stop system in compliance with NFPA 307 could be installed in the locations shown in the following figures.

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The construction of these fire stops must be weighed against the cost of maintaining the sprinkler systems in these areas. Building these firestop walls obviously presents difficult logistical challenges due to the complex network of existing piping and wooden catwalks underneath the pier. All penetrations would need to be sealed to retain a one hour fire rating. In addition, because the catwalks are essential for maintenance to the pier, they would need to be divided into different sections between the firestop walls, with new entrances needed to access the space between them.

Conclusion
An extensive review of the Santa Monica Pier fire sprinkler system documentation and field surveys of the system have been performed. Based on our review, the system is essential to the safety of the pier and its occupants. However, many existing conditions could prevent the system to activate as needed.

Improvements to the system recommended in this report should be made in order to ensure the proper protection of the pier.

Should you have any questions, please feel free to contact us.

Very truly yours,
COSENTINI ASSOCIATES, INC.

Code Consulting and Fire Engineering Services
Prepared by:

Andrew Biery, P.E. | Sr. Fire Protection Engineer
Phone: 617-803-8365
[email protected]
Reviewed by:

Andrew J. Thul, P.E. | Director of West Coast Operations – Sr. Fire Protection Engineer Direct: 949-809-5040 | Fax: 949-809-5010 | Mobile: 949-293-2585 [email protected]
Cosentini Associates, Inc. - A Tetra Tech Company
800 W. 6th, Suite 380
Los Angeles, CA 92614-6213
www.cosentini.com

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References

1. Tyco Fire Protection Products. BlazeMaster Installation Instructions & Technical Handbook.

August 2014.

2. Moffatt and Nichol. “Fire Protection System Field Logs & Photographs.” Santa Monica Pier Fire Protection System. September, 2007.

3. Miranda, Carolina A. “The Rise and Spectacular Fall of Venice Beach’s Pacific Ocean Park.” Los Angeles Times. July 28, 2014. http://www.latimes.com/entertainment/arts/miranda/la-et-camvenice-beach-new-book-rise-and-fall-pacific-ocean-park-20140727-column.html

4. Consumer Product Safety Commission. “CPSC, Central Sprinkler Company Announce Voluntary Recall to Replace O-Ring Fire Sprinklers.” July 19, 2001. http://www.cpsc.gov/en/Recalls/2001/CPSC-Central-Sprinkler-Company-Announce-VoluntaryRecall-To-Replace-O-Ring-Fire-Sprinklers/

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Appendix B: Santa Monica Invoice Log from 12/2010 - Present All Systems Fire Protection Work OrdersWork Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-22467 All Systems Fire Protection
12/10/2010 255 Pier - 8 waterflow alarms - tamper switch on riser 206 closed, reset
12/20/2010 12/22/2010 17964-OF 2010-11
FACM-22467 All Systems Fire
Protection
12/20/2010 425 Pier - shutdown / drain fire sprinkler system by Carousel, plug, refill
12/30/2010 1/6/2011 17964-OF 2010-11
FACM-22467 All Systems Fire
Protection
2/11/2011 1,580.25 Pier - fire sprinkler quarterly maintenance inspection per title 19
2/14/2011 3/3/2011 17964-OF 2010-11
FACM-22467 All Systems Fire
Protection
4/11/2011 400.15 Pier - fire sprinkler test valve leak in electrical room by RR - ball valve
4/18/2011 4/28/2011 17964-OF 2010-11
FACM-22467 All Systems Fire
Protection
4/15/2011 4,125.00 Pier - Carousel fire alarm annual / 5-year sprinkler test
4/25/2011 4/28/2011 17964-OF 2010-11
FACM-22467 All Systems Fire
Protection
5/25/2011 1,580.25 Pier - quarterly fire sprinkler inspection 6/6/2011 6/9/2011 17964-OF 2010-11 FACM-22467 All Systems Fire
Protection
5/26/2011 464.47 Pier - sw corner leaking sprinkler head repairs at surfline
6/20/2011 6/23/2011 17964-OF 2010-11
FACM-35674 All Systems Fire
Protection
9/7/2011 1,575.00 Pier - quarterly maintenance inspection of fire sprinkler system
11/14/2011 11/16/2011 19022-OF 2011-12
FACM-35704 All Systems Fire
Protection
9/12/2011 509.77 Pier - fire sprinkler under Pacific Park MRR leak / replace flow switch
9/26/2011 9/29/2011 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
10/26/2011 10,935.00 Pier - fire sprinkler 7 PSI water gauges, 6 test valves, bracing,
10/31/2011 11/2/2011 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
11/8/2011 3,644.56 Pier - fire sprinkler repair payment #2 11/14/2011 11/16/2011 19022-OF 2011-12 FACM-35674 All Systems Fire
Protection
11/8/2011 4,437.62 Pier - removed/replaced heads on systems 7, 8, and 9
2/20/2012 3/1/2012 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
12/20/2011 611.68 Pier - troubleshoot/repair sprinkler Pacific Park
1/9/2012 1/11/2012 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
1/31/2012 1,956.83 Pier - quarterly sprinkler inspection, 10 new gauge kits w/ pitot tube
3/27/2012 3/29/2012 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
2/14/2012 1,040.00 Pier - service call to repair fire alarm system 3/5/2012 3/7/2012 19022-OF 2011-12 FACM-44021 All Systems Fire
Protection
2/29/2012 244.6 Pier - trash barn area sprinkler repairs 3/26/2012 3/29/2012 19022-OF 2011-12 FACM-44022 All Systems Fire
Protection
2/29/2012 390 Pier - fire alarm ground fault - tamper switch by restrooms
3/27/2012 3/29/2012 19022-OF 2011-12

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Appendix B: Santa Monica Invoice Log from 12/2010 - Present Work Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-44939 All Systems Fire Protection
3/30/2012 325.54 Pier - fire alarm os+y tamper for RR - replace corroded module
4/9/2012 4/12/2012 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
4/17/2012 1,575.00 Pier - quarterly fire sprinkler inspection 6/11/2012 6/13/2012 19022-OF 2011-12 FACM-47662 All Systems Fire
Protection
4/17/2012 1,945.00 Pier - annual fire alarm / central station test 6/11/2012 6/13/2012 19022-OF 2011-12 FACM-47225 All Systems Fire
Protection
4/17/2012 394.57 Pier - repair riser 106 pipe above itv 6/11/2012 6/27/2012 19022-OF 2011-12 FACM-47661 All Systems Fire
Protection
6/7/2012 1,105.50 Pier - fire alarm corroded wiring replacement - 8 hours
6/11/2012 6/13/2012 19022-OF 2011-12
FACM-35674 All Systems Fire
Protection
6/15/2012 1,575.00 Pier - quarterly fire sprinkler inspection - 6/13 6/25/2012 6/27/2012 19022-OF 2011-12 FACM-47966 All Systems Fire
Protection
6/15/2012 268.31 Pier - Santa Monica Aquarium - smoke
detector replacement
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-47965 All Systems Fire
Protection
6/15/2012 626.31 Pier - Carousel - 2 smoke detectors, tamper switch, 2 12v batteries
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-47961 All Systems Fire
Protection
6/15/2012 1,071.79 Pier - Harbor Patrol - 1st fl pull station, 2 smoke detectors, 12v, bell,
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-47957 All Systems Fire
Protection
6/15/2012 1,244.26 Pier - sprinkler system shut down, drain, replace hangers, valve, caps
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-47964 All Systems Fire
Protection
6/15/2012 2,570.53 Pier - Pacific Park - 7 sprinker water flow switches, 2 control valve tamper
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-47962 All Systems Fire
Protection
6/15/2012 416.14 Pier - Rusty's - rewire kitchen suppression systems, sprinkler parts
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-47967 All Systems Fire
Protection
6/15/2012 1,937.93 Pier - fire sprinkler shutdown, drain, 12 wax coated heads, bracing, pipe,
6/25/2012 6/27/2012 19022-OF 2011-12
FACM-49455 All Systems Fire
Protection
7/24/2012 170 Pier - panel phone line trouble by restaurants / Carousel - call telco
8/6/2012 8/8/2012 21017-OF 2012-13
FACM-49651 All Systems Fire
Protection
7/31/2012 714.84 Pier - Rusty's kitchen ansul system wiring / conduit - tie into panel 6 hrs
8/20/2012 9/13/2012 21017-OF 2012-13
FACM-50529 All Systems Fire
Protection
8/17/2012 385.77 Pier - fire sprinkler - install 3 hangers by bike bath
9/4/2012 9/13/2012 21017-OF 2012-13
FACM-51176 All Systems Fire
Protection
9/7/2012 536.05 Pier - fire sprinkler - 3 hangers by waters edge, leaky pipe by bike path
9/17/2012 9/19/2012 21017-OF 2012-13
FACM-51172 All Systems Fire
Protection
9/7/2012 1,012.48 Pier - merge restaurant fire alarm modules Silent Knight 5820XL panel
9/17/2012 9/19/2012 21017-OF 2012-13
All Systems
Fire Protection - 35 Total:
$52,050.20

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Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier June 16, 2015
Page B-3
Appendix B: Santa Monica Invoice Log from 12/2010 - Present Tri-Signal Work OrdersWork Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-56028 Tri-Signal 11/1/2012 200 Pier - Carousel fire alarm annual testing 12/17/2012 12/20/2012 21405-OF 2012-13 FACM-56028 Tri-Signal 11/1/2012 140 Pier - Carousel quarterly sprinkler test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56028 Tri-Signal 11/1/2012 30 Pier - Carousel main drain annual test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56025 Tri-Signal 11/1/2012 380 Pier - 250 Bldg - annual fire alarm test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56025 Tri-Signal 11/1/2012 160 Pier - 250 Bldg - quarterly sprinkler test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56025 Tri-Signal 11/1/2012 20 Pier - 250 Bldg - annual main drain test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56026 Tri-Signal 11/1/2012 520 Pier - 250 Bldg - Ansul annual fire alarm test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56026 Tri-Signal 11/1/2012 300 Pier - 250 Bldg - Ansul quarterly sprinkler system test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56026 Tri-Signal 11/1/2012 40 Pier - 250 Bldg - Ansul annual main drain system test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56028 Tri-Signal 11/1/2012 520 Pier - Harbor Patrol annual fire alarm system test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56028 Tri-Signal 11/1/2012 300 Pier - Harbor Patrol quarterly sprinkler testing / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56028 Tri-Signal 11/1/2012 30 Pier - Harbor Patrol annual main drain system test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56027 Tri-Signal 11/1/2012 520 Pier - Aquarium annual fire alarm test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56027 Tri-Signal 11/1/2012 300 Pier - Aquarium quarterly fire sprinkler system test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-56027 Tri-Signal 11/1/2012 30 Pier - Aquarium annual main drain test / inspection
12/17/2012 12/20/2012 21405-OF 2012-13
FACM-57120 Tri-Signal 12/3/2012 295 Pier - fire sprinkler alarm - 2, 9, 36 - need 3 new modules
1/14/2013 1/16/2013 21311-OF 2012-13
FACM-58394 Tri-Signal 12/24/2012 603.02 Pier - 250 SM Pier fire alarm - replace 3 smoke detectors
2/11/2013 2/14/2013 21311-OF 2012-13
FACM-56028 Tri-Signal 2/1/2013 140 Pier - Carousel quarterly sprinkler test / inspection
3/4/2013 3/6/2013 21405-OF 2012-13

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Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier June 16, 2015
Page B-4
Appendix B: Santa Monica Invoice Log from 12/2010 - Present Work Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-56025 Tri-Signal 2/1/2013 160 Pier - 250 Bldg - quarterly sprinkler test / inspection
3/4/2013 3/6/2013 21405-OF 2012-13
FACM-56026 Tri-Signal 2/1/2013 300 Pier - 250 Bldg - Ansul quarterly sprinkler system test / inspection
3/4/2013 3/6/2013 21405-OF 2012-13
FACM-56029 Tri-Signal 2/1/2013 300 Pier - Harbor Patrol - quarterly fire sprinkler test / inspection
3/4/2013 3/6/2013 21405-OF 2012-13
FACM-56027 Tri-Signal 2/1/2013 300 Pier - Aquarium quarterly fire sprinkler test / inspection
3/4/2013 3/6/2013 21405-OF 2012-13
FACM-58802 Tri-Signal 2/13/2013 250 Pier - 250 Building - disconnect tamper switch, strap out at module
3/4/2013 3/6/2013 21311-OF 2012-13
FACM-61309 Tri-Signal 4/2/2013 420 Pier - fire sprinkler waterflow alarm due to Delta phase IV construction
6/10/2013 6/12/2013 21311-OF 2012-13
FACM-56028 Tri-Signal 5/1/2013 140 Pier - Carousel quarterly sprinkler test / inspection
6/10/2013 6/12/2013 21405-OF 2012-13
FACM-56025 Tri-Signal 5/1/2013 160 Pier - 250 Bldg - quarterly sprinkler test / inspection
6/10/2013 6/12/2013 21405-OF 2012-13
FACM-56026 Tri-Signal 5/1/2013 300 Pier - 250 Bldg - Ansul quarterly sprinkler system test / inspection
6/10/2013 6/12/2013 21405-OF 2012-13
FACM-56029 Tri-Signal 5/1/2013 300 Pier - Harbor Patrol - quarterly fire sprinkler test / inspection
6/10/2013 6/12/2013 21405-OF 2012-13
FACM-56027 Tri-Signal 5/1/2013 300 Pier - Aquarium quarterly fire sprinkler test / inspection
6/10/2013 6/20/2013 21405-OF 2012-13
FACM-66208 Tri-Signal 6/4/2013 357.5 Pier - fire alarm - module 33 corroded - cleaned
7/15/2013 7/18/2013 21311-OF 2012-13
FACM-67637 Tri-Signal 8/1/2013 140 Pier - Carousel - quarterly fire sprinkler test 9/9/2013 9/12/2013 22016-OF 2013-14 FACM-67635 Tri-Signal 8/1/2013 160 Pier - 250 Silent Knight - quarterly sprinkler test
9/9/2013 9/12/2013 22016-OF 2013-14
FACM-67636 Tri-Signal 8/1/2013 300 Pier - 250 ansul system - quarterly fire sprinkler test
9/9/2013 9/12/2013 22016-OF 2013-14
FACM-67639 Tri-Signal 8/1/2013 300 Pier - Harbor Patrol - quarterly fire sprinkler test
9/9/2013 9/12/2013 22016-OF 2013-14
FACM-67638 Tri-Signal 8/1/2013 300 Pier - Aquarium - quarterly sprinkler test 9/9/2013 9/12/2013 22016-OF 2013-14 FACM-67249 Tri-Signal 8/14/2013 250 Pier - 250 fire alarm call - reset duct detector 9/23/2013 9/26/2013 22351-OF 2013-14 FACM-68711 Tri-Signal 8/16/2013 375 Pier - 250 restaurant construction ground fault & Carousel fire alarm
9/23/2013 9/26/2013 22351-OF 2013-14
FACM-68887 Tri-Signal 9/23/2013 545 Pier - 250 - fire alarm sprinkler head damaged 11/4/2013 11/7/2013 22016-OF 2013-14

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Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier June 16, 2015
Page B-5
Appendix B: Santa Monica Invoice Log from 12/2010 - Present Work Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-68887 Tri-Signal 9/24/2013 2,981.45 Pier - repair pvc sprinkler line & sprinkler head under Pier
11/4/2013 11/7/2013 22016-OF 2013-14
FACM-69100 Tri-Signal 9/24/2013 900 Pier - repair post indicator valve by Aquarium, tamper switch install
11/4/2013 11/7/2013 22016-OF 2013-14
FACM-69100 Tri-Signal 9/27/2013 903.53 Pier - fire alarm panel m33-pt - aquarium batteries, PIV check
11/25/2013 11/26/2013 22016-OF 2013-14
FACM-71367 Tri-Signal 10/15/2013 3,450.59 Pier - fire sprinkler line under Pier repairs - 10/8 to 10/15
11/25/2013 11/26/2013 22016-OF 2013-14
FACM-67637 Tri-Signal 11/1/2013 200 Pier - Carousel - annual fire alarm test 12/2/2013 12/19/2013 22016-OF 2013-14 FACM-67637 Tri-Signal 11/1/2013 140 Pier - Carousel - quarterly fire sprinkler test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67637 Tri-Signal 11/1/2013 30 Pier - Carousel - annual main drain test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67635 Tri-Signal 11/1/2013 380 Pier - 250 Silent Knight - annual fire alarm test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67635 Tri-Signal 11/1/2013 160 Pier - 250 Silent Knight - quarterly sprinkler test
12/2/2013 12/5/2013 22016-OF 2013-14
FACM-67635 Tri-Signal 11/1/2013 20 Pier - 250 Silent Knight - annual main drain test
12/2/2013 12/5/2013 22016-OF 2013-14
FACM-67636 Tri-Signal 11/1/2013 520 Pier - 250 ansul system - annual fire alarm test
12/2/2013 12/5/2013 22016-OF 2013-14
FACM-67636 Tri-Signal 11/1/2013 300 Pier - 250 ansul system - quarterly fire sprinkler test
12/2/2013 12/5/2013 22016-OF 2013-14
FACM-67636 Tri-Signal 11/1/2013 40 Pier - 250 ansul system - annual main drain test
12/2/2013 12/5/2013 22016-OF 2013-14
FACM-67639 Tri-Signal 11/1/2013 520 Pier - Harbor Patrol - annual fire alarm test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67639 Tri-Signal 11/1/2013 300 Pier - Harbor Patrol - quarterly fire sprinkler test
12/2/2013 12/5/2013 22016-OF 2013-14
FACM-67639 Tri-Signal 11/1/2013 30 Pier - Harbor Patrol - annual main drain test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67638 Tri-Signal 11/1/2013 520 Pier - Aquarium - annual fire alarm test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67638 Tri-Signal 11/1/2013 300 Pier - Aquarium - quarterly sprinkler test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-67638 Tri-Signal 11/1/2013 30 Pier - Aquarium - annual main drain test 12/2/2013 12/5/2013 22016-OF 2013-14 FACM-72300 Tri-Signal 11/14/2013 295 Pier - fire sprinkler head on system 12 - itv opened
12/9/2013 12/11/2013 22016-OF 2013-14
FACM-72303 Tri-Signal 11/19/2013 1,295.00 Pier - fire sprinkler control valve check/rec replace 707, 708; 204 fail
1/21/2014 1/22/2014 22016-OF 2013-14

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Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier June 16, 2015
Page B-6
Appendix B: Santa Monica Invoice Log from 12/2010 - Present Work Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-76585 Tri-Signal 1/13/2014 3,548.27 Pier - fire sprinkler system - 2 cntrl valve, 4 couplers, 4 sg2 gauges
2/18/2014 2/28/2014 22351-OF 2013-14
FACM-67637 Tri-Signal 2/1/2014 140 Pier - Carousel - quarterly fire sprinkler test 5/26/2014 5/28/2014 22016-OF 2013-14 FACM-67635 Tri-Signal 2/1/2014 160 Pier - 250 Silent Knight - quarterly sprinkler test
5/26/2014 5/28/2014 22016-OF 2013-14
FACM-67636 Tri-Signal 2/1/2014 300 Pier - 250 ansul system - quarterly fire sprinkler test
5/26/2014 5/28/2014 22016-OF 2013-14
FACM-67639 Tri-Signal 2/1/2014 300 Pier - Harbor Patrol - quarterly fire sprinkler test
5/26/2014 5/28/2014 22016-OF 2013-14
FACM-67638 Tri-Signal 2/1/2014 300 Pier - Aquarium - quarterly sprinkler test 5/26/2014 6/20/2014 22016-OF 2013-14 FACM-77839 Tri-Signal 3/4/2014 513.75 Pier - fire alarm call - waterflow switch #8 / dev M33-49 rain damage
5/26/2014 5/28/2014 22351-OF 2013-14
FACM-77839 Tri-Signal 3/7/2014 1,040.30 Pier - fire sprinkler - replace flow switch system 8, M33-49 control vlv
4/7/2014 4/10/2014 22351-OF 2013-14
FACM-77956 Tri-Signal 3/15/2014 1,920.00 Pier - fire sprinkler head & pipe leak repairs 4/21/2014 4/25/2014 22351-OF 2013-14 FACM-79373 Tri-Signal 4/8/2014 600.4 Pier - fire sprinkler repair / section 9 flow switch
5/26/2014 6/20/2014 22351-OF 2013-14
FACM-79373 Tri-Signal 4/8/2014 1.12 Pier - fire sprinkler repair - section 9 - handling tax added by Finance
5/26/2014 6/20/2014 22351-OF 2013-14
FACM-67637 Tri-Signal 5/1/2014 140 Pier - Carousel - quarterly fire sprinkler test 6/9/2014 6/20/2014 22016-OF 2013-14 FACM-67635 Tri-Signal 5/1/2014 160 Pier - 250 Silent Knight - quarterly sprinkler test
6/9/2014 6/20/2014 22016-OF 2013-14
FACM-67636 Tri-Signal 5/1/2014 300 Pier - 250 ansul system - quarterly fire sprinkler test
6/9/2014 6/20/2014 22016-OF 2013-14
FACM-67639 Tri-Signal 5/1/2014 300 Pier - Harbor Patrol - quarterly fire sprinkler test
6/9/2014 6/20/2014 22016-OF 2013-14
FACM-67638 Tri-Signal 5/1/2014 300 Pier - Aquarium - quarterly sprinkler test 6/9/2014 6/20/2014 22016-OF 2013-14 FACM-86709 Tri-Signal 8/1/2014 140 Pier - Carousel quarterly fire sprinkler test 9/15/2014 9/18/2014 23055-OF 2014-15 FACM-86705 Tri-Signal 8/1/2014 160 Pier - 250 Silent Knight - quarterly fire sprinkler test
9/15/2014 9/18/2014 23055-OF 2014-15
FACM-86706 Tri-Signal 8/1/2014 300 Pier - 250 ansul - quarterly fire sprinkler test 9/15/2014 9/18/2014 23055-OF 2014-15 FACM-86709 Tri-Signal 8/1/2014 300 Pier - Harbor Patrol quarterly fire sprinkler test 9/15/2014 9/18/2014 23055-OF 2014-15 FACM-86707 Tri-Signal 8/1/2014 300 Pier - Aquarium quarterly fire sprinkler test 9/15/2014 9/18/2014 23055-OF 2014-15

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Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier June 16, 2015
Page B-7
Appendix B: Santa Monica Invoice Log from 12/2010 - Present Work Order # Company Name Invoice Date Actual Cost Invoice Description Batch Date Paid Date PO Number Fiscal YearFACM-93782 Tri-Signal 8/4/2014 1,181.85 Pier - fire sprinkler - replace 4" gxg butterfly valve, 16 gauges / kits
1/26/2015 23055-OF 2014-15
FACM-86708 Tri-Signal 11/1/2014 200 Pier - Carousel annual fire alarm test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86708 Tri-Signal 11/1/2014 140 Pier - Carousel quarterly fire sprinkler test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86708 Tri-Signal 11/1/2014 30 Pier - Carousel annual main drain test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86705 Tri-Signal 11/1/2014 380 Pier - 250 Silent Knight - annual fire alarm test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86705 Tri-Signal 11/1/2014 160 Pier - 250 Silent Knight - quarterly fire sprinkler test
1/5/2015 1/8/2015 23055-OF 2014-15
FACM-86705 Tri-Signal 11/1/2014 20 Pier - 250 Silent Knight - annual main drain test
1/5/2015 1/8/2015 23055-OF 2014-15
FACM-86706 Tri-Signal 11/1/2014 520 Pier - 250 ansul - annual fire alarm test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86706 Tri-Signal 11/1/2014 300 Pier - 250 ansul - quarterly fire sprinkler test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86706 Tri-Signal 11/1/2014 40 Pier - 250 ansul - annual main drain test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86709 Tri-Signal 11/1/2014 300 Pier - Harbor Patrol quarterly fire sprinkler test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86707 Tri-Signal 11/1/2014 520 Pier - Aquarium annual fire alarm test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86707 Tri-Signal 11/1/2014 300 Pier - Aquarium quarterly fire sprinkler test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-86707 Tri-Signal 11/1/2014 30 Pier - Aquarium annual main drain test 1/5/2015 1/8/2015 23055-OF 2014-15 FACM-90068 Tri-Signal 11/13/2014 1,500.00 Pier - fire sprinkler 101 system - grooved coupling leak, 201 closed
1/12/2015 1/15/2015 23055-OF 2014-15
FACM-90068 Tri-Signal 11/18/2014 3,000.00 Pier - fire sprinkler - replace 101 groove coupling, fitting 5x6
1/12/2015 1/15/2015 23055-OF 2014-15
Tri-Signal - 96 Total:
$43,346.78

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Attachment: Pier Fire Protection Assessment Report (7793 : Award construction bid SP2756 for Pier

4.E.e
Packet Pg. 664
Attachment: Oaks Form (Jilk Heavy Construction, Inc.) (7793 : Award construction bid SP2756 for Pier Below Deck Fire Sprinkler Replacement

4.E.e
Packet Pg. 665
Attachment: Oaks Form (Jilk Heavy Construction, Inc.) (7793 : Award construction bid SP2756 for Pier Below Deck Fire Sprinkler Replacement

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Attachment: Levine Act Disclosure (Jilk Heavy Construction, Inc.) (7793 : Award construction bid SP2756 for Pier Below Deck Fire Sprinkler

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Packet Pg. 667
Attachment: Levine Act Disclosure (Jilk Heavy Construction, Inc.) (7793 : Award construction bid SP2756 for Pier Below Deck Fire Sprinkler City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 4.F
1 of 3
To: Mayor and City Council
From: Jing Yeo, Director, City Planning
Subject: Adoption of a Resolution Approving Final Parcel Map for the Subdivision of 2423 18th Street to Create Two Residential Parcels
Recommended Action
Staff recommends that the City Council take following actions:

1. Adopt a finding of Statutory Exemption (Approval of Final Subdivision Map) pursuant to Section 15268(b)(3) of the California Environmental Quality Act; and

2. Adopt the attached resolution approving Final Parcel Map No. 84797 for the property located at 2423 18th Street to create two residential parcels.

Summary
This report transmits for City Council approval a Final Parcel Map for the project located at 2423 18th Street. The Tentative Parcel Map was approved ministerially on August 29, 2025. A timely filing of the Final Map was made to the County or City prior to the Map’s expiration date. According to Section 66452.6(d) of the Subdivision Map Act, once a timely filing is made to the County or City, subsequent actions of the local agency, including, but not limited to, processing, approving, and recording of a map, may lawfully occur after the map’s expiration date.

PARCEL MAP ADDRESS SUBDIVIDER PARCELS
84797 2423 18th Street Michael Colich 2
The following table provides a brief summary of the project:

Zoning District Single-Unit Residential (R1)

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Original Parcel Area / Dimensions 6,437 SF / 50.00’ x 128.73’ Resulting Parcel Area / Dimensions Parcel 1: 3,751 SF / 75.01’ x 50.00’ Parcel 2: 2,685 SF / 53.64’ x 50.01’
Existing On-Site Improvements (Year
Built)
One single unit dwelling (1944)
Rent Control Status Exempt, Single-Unit Dwelling
Historic Resources Inventory Status N/A
SMMC Chapter 9.64, Affordable
Housing Production Program Exempt
pursuant to SMMC Section

9.31.125(I)(1)
Exempt pursuant to SMMC Section

9.31.125(I)(1)
SMMC Chapter 9.65, Childcare
Linkage Program
Fee Option, one newly created dwelling unit
SMMC Chapter 9.66, Transportation
Impact Fee Program
Fee Option, one newly created dwelling unit
SMMC Chapter 9.67, Parks &
Recreation Development Impact Fee
Program
Fee Option, one newly created dwelling unit
Discussion
Government Code Sections 65852.21 and 66411.7 (“SB 9”) requires a local agency to ministerially approve housing developments containing no more than two residential units and subdivisions of existing parcels into two new parcels for parcels zoned for single-unit residential if the proposed project meets certain requirements (e.g.: location limitations, displacement protections, new parcel size minimums, 4’ side and rear setbacks, etc.). The City adopted the provisions of SB 9 into the Zoning Ordinance, as amended by Santa Monica’s 6th Cycle Housing Element Program 4.E, to allow parcels 10,000 SF or greater to establish more than four units, as Santa Monica Municipal Code (SMMC) Section 9.31.125, Duplexes and Lot Splits on Parcel Zoned for Single-Unit Residential.

A Tentative Parcel Map application (25ENT-0122) was submitted to the City Planning Division on July 11, 2025, to create two residential parcels pursuant to SMMC Section

9.31.125 within the Single-Unit Residential (R1) zoning district. Pursuant to 9.31.125(C), the Tentative Parcel Map was ministerially approved on August 29, 2025. The ministerial approval was based on compliance with all applicable standards and

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requirements of State and local laws and regulations. The Final Map conforms to the Tentative Map.

The Final Map has been approved by the Los Angeles County Public Works Land Development Division and certified by the City Engineer for conformance with the Tentative Map and conditions thereon, the Subdivision Map Act, and local ordinances.

The City Engineer’s office indicates that there are no required off-site public improvements.

Environmental Review
The project is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15268(b)(3) of the CEQA Guidelines, which exempts ministerial projects, including approval of final subdivision maps.

Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action.

Prepared By: Ana Fernandez, Associate Planner
Approved Forwarded to Council
Attachments:

A. Attachment A_Resolution

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1 City Council Meeting: August 11, 2026 Santa Monica, California

RESOLUTION NUMBER (CCS)
(City Council Series)

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MONICA ACCEPTING AND APPROVING
THE FINAL SUBDIVISION MAP FOR PARCEL NO. 84797
TO SUBDIVIDE A PROPERTY AT 2423 18th STREET
WHEREAS, on August 29, 2025, the tentative parcel map to create two residential parcels was ministerially approved for the parcel located at 2423 18th Street; and
WHEREAS, a timely filing of a final parcel map was made to the County of Los Angeles prior to expiration of the tentative parcel map; and WHEREAS, pursuant to Section 66452.6(d) of the Government Code, if a timely filing of a final parcel map is made to the City or County, then the City may process, approve, and record a final parcel map after the expiration of the tentative parcel map; and
WHEREAS, the final parcel map conforms to the tentative parcel map; and WHEREAS, the City Council finds that the proposed subdivision is consistent with the applicable general and specific plans.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS:

SECTION 1. The Final Map for Parcel No. 84797 in the City of Santa Monica is hereby accepted and approved.

4.F.a
Packet Pg. 671 Attachment: Attachment A_Resolution [Revision 1] (7804 : Adoption of a Resolution Approving Final Parcel Map for the Subdivision of 2423 2 SECTION 2. The City Clerk is hereby authorized and directed to endorse upon the face of said Map this order authenticated by the Seal of the City of Santa Monica.

SECTION 3. The City Clerk shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect.

APPROVED AS TO FORM:

Heidi von Tongeln
City Attorney

4.F.a
Packet Pg. 672 Attachment: Attachment A_Resolution [Revision 1] (7804 : Adoption of a Resolution Approving Final Parcel Map for the Subdivision of 2423 City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 4.G
1 of 4
To: Mayor and City Council
From: Jenny Rogers, Recreation and Arts Director, Recreation and Arts Department Matthew Hallock, Fire Chief, Fire Department
Subject: Approval to Increase Contract Authority for the Agreement with the County of Los Angeles for Lifeguard Services on Santa Monica State Beach Recommended Action
Staff recommends that City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.

2. Increase the contract authority for Agreement #9045 (CCS) in the amount of $8,862,703 with the County of Los Angeles for lifeguard services on Santa Monica State Beach, for a new total amount not to exceed $56,358,297, with future year funding contingent on Council budget approval.

Summary
The City contracts with the County of Los Angeles to provide year-round beach lifeguard services on Santa Monica State Beach. The current agreement began on April 21, 2009 and was extended twice through April 20, 2025. Since then, the County has continued providing services on a month-to-month basis under the same terms and conditions while both parties negotiate a new long-term agreement.

To ensure uninterrupted lifeguard coverage, staff seeks Council approval to increase contract authority for Agreement #9045 (CCS) in the amount of $8,862,703, to cover anticipated costs through the end of FY 2026-27. Of note, this request is not seeking an additional budgetary allocation, as funding for these services is already included in the budget. Rather, this item seeks contracting authority to continue paying LA County for existing lifeguarding services being rendered.

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Discussion
The City has contracted with Los Angeles County to provide lifeguard services at Santa Monica State Beach since 1974. The services currently provided under the Community Recreation Agreement For Lifeguard Services #9045 (CCS) (Agreement) include the following:
• Lifeguard coverage for the entire beach, seven days a week, year-round • 24-hour a day emergency response for regional emergencies • 24-hour a day paramedic support to the community
County staff assigned to Santa Monica State Beach include two captains, 19 ocean lifeguards, and ocean lifeguard specialists. The County also provides specialized equipment in support of these services, including emergency response vehicles, a rescue boat, and a helicopter. County personnel are often the first responders to emergencies on the beach, in the water, and near the pier.

City Council initially approved the current agreement for a 10-year term on March 24, 2009. The agreement was executed on April 21, 2009, and then subsequently Council approved a First Amendment on February 26, 2019, providing for a 5-year extension, resulting in a 15 year term. A Second Amendment was approved on April 9, 2004, extending the term for an additional year (16 years total) through April 20, 2025. Upon expiration of the Agreement term, the Agreement continues on a month-to-month basis until a new agreement is in place should both parties mutually agree in writing to negotiate an agreement for continued services. Therefore, staff seeks increased contract authority to pay for services already rendered in the amount of $3,505,764, as well as to cover anticipated costs through the end of FY 2026-27, estimated to be $5,356,939. This will ensure continuity of services until a new agreement is executed.

The increased amount of $8,862,703 would result in a revised not to exceed contract amount of $56,358,297 for lifeguard services provided by Los Angeles Council since inception of the Agreement in 2009.

Environmental Review
The lifeguard services agreement is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA

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Guidelines. The agreement is covered by the commonsense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Increasing the purchasing authority would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Past Council Actions
Meeting Date Description
March 24, 2009
(attachment A)
Original Lifeguard Services Agreement with Los Angeles
County for Lifeguard Services on Santa Monica State Beach February 26, 2019
(attachment B)
First Amendment of Lifeguard Services Agreement with Los Angeles County
April 9, 2024
(attachment C)
Second Amendment of Lifeguard Services Agreement with
Los Angeles County
Financial Impacts and Budget Actions
Staff seeks authority to approve available funding from the Beach Fund to increase the contract authority for Agreement #9045 (CCS) with the County of Los Angeles for beach lifeguard services. Funds for these services have been included in the budget.

Contract/Agreement Request
Agreement #
Current
Authorized
Amount
Modified
Request Amount Account Number Total Contract Amount
9045 (CCS) $47,495,594 $8,862,703 11430002.552010 $56,358,297 Future year funding is contingent on Council budget approval.

Prepared By: Angela VonSlomski, Administrative Services Officer Approved Forwarded to Council

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Attachments:

A. March 24, 2009 Staff Report and Contract
B. February 26, 2019 Staff Report - First Amendment (Web Link) C. April 9, 2024 Staff Report - Second Amendment

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c7r __
Y of
Santa Moniea`°
City Council Report
City Council Meeting: March 24, 2009
Agenda Item: r~
To: Mayor and City Council
From: Barbara Stinchfield, Director, Community & Cultural Services Subject: Contract with the County of Los Angeles for Lifeguard Services on Santa Monica State Beach
Recommended Action
Staff recommends that Council (1) authorize the City Manager to negotiate and execute a new contract with the Los Angeles County Fire Department for lifeguard services on Santa Monica State Beach and (2) appropriate additional funds in the amount of 66,806 for FY 2008-09.

Executive Summary
The City contracts with the Los Angeles County Fire Department ( LACED) to provide year-round lifeguard services on Santa Monica State Beach. The current agreement expired in December 2006 and LACED has since been operating on a month to month term pending a new agreement. The proposed new lifeguard agreement has a term of ten years with a five year extension option by mutual agreement. The contract will escalate the City's reimbursement of County expenses from 30-40% to 100%, starting with a 6% increase in the first year's annual payment followed by an annual increase based on CPI plus a $ 100,000 escalator plus a percentage of the County's administrative overhead. The estimated value of the 10-year contract is $28 million.

The FY 2008-09 contract increase requires an additional appropriation of $66,806. The future annual increases to the contract will be ircluded in the City's FY 2009- 10Proposed Budget and the FY 2010-11 Budget Plan. The contract also provides 485,000 in previously ear-marked funds for capital improvements to the lifeguard headquarters facility. Funds for the initial annual increases have been included in the City's FY 2008-09 Budget and FY 2009-10 Budget Plan.

Discussion
Since 1974, the City has contracted with Los Angeles County to provide lifeguard services at Santa Monica State Beach. Services provided under the agreement include lifeguard coverage for the entire beach seven days a week, year-round; 24-hour a day emergency response for regional emergencies; and 24-hour a day paramedic support to the community. Equipment provided by the County as part of this service includes four 1 4.G.a
Packet Pg. 677 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) emergency response vehicles, rescue boat, and Black Hawk helicopter. The County is often the first responder to emergencies on the beach, in the water, and on or near the Pier.

The current agreement expired in December 2006 and IACFD has since been operating on a month to month term pending a new agreement. The proposed new agreement with the County uses the same County structure for the delivery of yearround services as previous agreements and has a term of ten years with a five year extension option by mutual agreement. To bring the City's reimbursement level in line with the County's actual operating costs, the proposed contract will escalate the City's reimbursement to County from 30-40% to 100% of costs, starting with a 6% increase in the first year's
annual payment followed by an annual increase based on CPI plus a 100,000 escalator. The proposed contract also includes a percentage of the County's administrative overhead, which had not been included in previous agreements.

In addition, the proposed contract provides $485,000 in previously appropriated funds for capital improvements to the lifeguard headquarters facility. These funds were accumulated in the previous contract for the purpose of improving or expanding the Lifeguard Headquarters located at 1642 Ocean Front Walk. The headquarters was built in the 1950s and is owned by the City of Santa Monica. While the County has made extensive repairs to the structure over the years, the building is in need of substantial renovations and improvements to continue to be a viable facility for lifeguard operations.

The accumulated $485,000 will be used by the County for renovation, replacement or expansion of lifeguard facilities as approved by the City. Beyond this amount, the City will not be obligated to provide for capital improvements but, as the building owner, agrees to attempt to identify funding for such improvements from various sources such as the recent federal economic stimulus package.
2 4.G.a
Packet Pg. 678 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) The remaining terms of the agreement are similar to the prior agreement and continue the current high quality of service and public safety standards.

Financial Impacts & Budget Actions
The estimated value of the 10-year contract is $28 million. The estimated cost of the contract for FY 2008-09 is $ 1, 098, 686, which requires an additional budget appropriation of $66,806 to account 11522.555060 to fund the contract for the remaining months of FY 2008-09. The estimated cost of the contract in FY 2009-10 and FY 2010-11 will be approximately $1, 000991, and $2, 000, 293, respectively. Funds for the annual increases in the contract will be included in the City's FY 2009-10 Proposed Budget and the FY 2010-11 Budget Plan in account 11522.555060.

Alternatives
Staff prepared an initial estimate of the cost of providing lifeguard services directly through the City. The cost for year one would be approximately $5 million and would escalate each year with changes in the Consumer Price Index for expenses and Cost Of Living Adjustments for staff.

Prepared by: Callie Hurd, Open Space Manager
Approved: Forwarded to Council:

Barbara Stinchfield ,~~ L!amont Ewell
Director, Community & Cultural Services LZity Manager
3 4.G.a
Packet Pg. 679 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) Reference Contract No.
9045 (CCS).

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Packet Pg. 703 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045)

AN AMENDMENT TO THE COMMUNITY RECREATION AGREEMENT
2 FOR LIFEGUARD SERVICES BETWEEN THE COUNTY OF LOS ANGELES 3 AND CITY OF SANTA MONICA
4 5 This amendment to the Community Recreation Agreement for Lifeguard Services 6 ("Agreement") is made and entered into on the 21st day of April , 20jjL_, 7 by and between the City of Santa Monica, hereinafter referred to as "CITY," and the County 8 of Los Angeles, hereinafter referred to as "COUNTY."
9 10 RECITALS
11 WHEREAS, the CITY and COUNTY entered into the above-referenced Agreement on 12 Apri121, 2009, which allowed the COUNTY, through the Consolidated Fire Protection District 13 of Los Angeles County (DISTRICT) to provide lifeguard services within the CITY for a period 14 of 10 years, with one optional5-year extension; and
15 WHEREAS, the CITY and the DISTRICT mutually desire to amend the Agreement to 16 extend the term of the Agreement for one optional 5-year extension; and 17 WHEREAS, the CITY and the DISTRICT mutually agree that the CITY shall continue 18 to set aside additional funds for the purpose of maintaining the Lifeguard Headquarters 19 located at 1642 Ocean Front Walk ("Major Repairs Reserve Fund") during the 5-year 20 extension.
21 NOW, THEREFORE, IN CONSIDERATION of the promises, covenants, 22 representations, and agreements set forth herein, the parties mutually agree as follows:
23 1. This amendment shall extend the Agreement for an additional five-year period unless 24 action is taken by either party to terminate by giving at least two years' advance written 25 notice to the other party of its intention to terminate. 26 2. Both the CITY and the DISTRICT acknowledge the importance of maintaining the 27 Major Repairs Reserve Fund for the purpose of improving and repairing the Lifeguard 28 -I4.G.a
Packet Pg. 704 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) I
2 3
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8 9
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28 3.

II
II
Headquarters. As part of the adoption of its FY 2019-20 Budget, the CITY shall set aside and make available an additional $150,000 for the Major Repairs Reserve Fund for the DISTRICT to utilize during this 5-year extension period.

All other terms and conditions of the Agreement shall remain the same and in full force and effect.

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Packet Pg. 705 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) 1 IN WITNESS WHEREOF, the parties hereto have executed this Amendment on the 2 date first written above.
3 4

CITY OF SANTA MONICA
~ 7 By-+.~~~~-+~--------~
8 9 DATEJY\~ [4 WI] I
10 11 APPROVED AS TO FORM :
12 13
14 By d--~~ 15 City Attorney
16 17
18 19
20 21
22 23
24 25
26 27
28 CONSOLIDATED FIRE PROTECTION

DISTRICT OF LOS ANGELES COUNTY
By ~(d;J
DATE t;J/;:n 17
APPROVED AS TO FORM:

MARY C. WICKHAM
County Counsel
By c,WA..

Deputy ~sJh

4.G.a
Packet Pg. 706 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) ATTEST:

By: ~Jtn~t~ DENISE ANDERSON-WARREN
City Clerk

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Packet Pg. 707 Attachment: March 24, 2009 Staff Report and Contract (7842 : Increase Purchase Authority for Agreement 9045) City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 5.I
1 of 3
To: Mayor and City Council
From: David Martin, Director, Administration
Subject: Approval of Second Amendment to Contract with the County of Los Angeles for Lifeguard Services on Santa Monica State Beach
Recommended Action
Staff recommends that City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.

2. Authorize the City Manager to negotiate and execute a Second Modification to agreement #9045 (CCS) in the amount of $3,962,000 with the County of Los Angeles for lifeguard services for the Community Development Department. This will result in a 16-year amended agreement with a new total amount not to exceed $47,495,594.

Summary
The City contracts with the County of Los Angeles to provide year-round lifeguard services on Santa Monica State Beach. The current fifteen-year agreement will expire on April 21, 2024, and the County agrees to extend the contract by one year while it conducts a Fee for Service study to determine whether future fee adjustments are necessary to perform the required level of service. The current payment formula is comprised of a base payment for County lifeguard personnel, subject to annual CPI increases, plus County’s overhead costs. Staff of both agencies have reviewed the current level of services and agree that the terms of the current agreement sufficiently fulfill public safety needs. Under the proposed Second Amendment, the annual payment formula will remain the same, and the cost for the one-year extension is estimated to be $3,962,000 reflecting a four percent increase over the prior year.

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Packet Pg. 708 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) 2 of 3
Discussion
City has contracted with County of Los Angeles since 1974, to provide lifeguard services at Santa Monica State Beach. Services provided under the agreement include lifeguard coverage for the entire beach seven days a week, year-round; 24-hour a day emergency response for regional emergencies; and 24-hour a day paramedic support to the community. Staff assigned to Santa Monica include two captains, 19 ocean lifeguards, and ocean lifeguard specialists. Specialized equipment provided by the County as part of this service includes emergency response vehicles, rescue boat, and helicopter. The County is often the first responder to emergencies on the beach, in the water, and near the Pier.

City Council initially approved a 10-year agreement on March 24, 2009, a First Amendment approved by Council on February 26, 2019 provided a 5-year extension which increased the total term to 15 years. The incorporation of the requested Second Amendment would provide an additional 1-year term and would result in a 16-year amended agreement.

Over the 15-year term, payments under the current contract formula have increased an average of five percent per year. The County’s Fee for Service study will examine if the actual cost incurred by the County to provide lifeguard services is fully reimbursed by the City, or if the base payment amount should be adjusted due to increasing personnel and overhead costs.

After the County conducts its study, staff will return to Council with the results of that effort and a recommendation for continuing lifeguard services.

Past Council Actions
Meeting Date Description
February 26, 2019
(attachment A)
First Amendment authorizing 5-year extension of Contract March 24, 2009
(attachment B)
Authorization to enter into 10-year Contract
Environmental Review

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Packet Pg. 709 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) 3 of 3
The contract amendment is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The contract amendment is covered by the common sense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” The amendment to continue existing beach lifeguard services would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Financial Impacts & Budget Actions
Staff seeks authority to approve funding from the Beach Fund to increase the amount of contract with the County of Los Angeles for beach lifeguard services. Future year funding is contingent on Council budget approval.

Contract/Agreement/Purchase Order Modification Request
Agreement #
Current Authorized
Amount
FY 2024-25
Budget
Modified Request
Amount
Dept/CIP Account #
Total Revised
Contract Amount
#9045
(CCS) $43,533,594 $ 3,962,000
11700001.552010 $47,495,594
Prepared By: Elana Buegoff, Pier Administrator
Approved Forwarded to Council
Attachments:

A. February 26, 2019 Staff Report (Web Link)
B. March 24, 2009 Staff Report
C. 2009 Lifeguard Services Agrement with Los Angeles County D. 2019 Extension of Lifeguard Services Agrement with Los Angeles County

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Packet Pg. 710 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) c7r __
Y of
Santa Moniea`°
City Council Report
City Council Meeting: March 24, 2009
Agenda Item: r~
To: Mayor and City Council
From: Barbara Stinchfield, Director, Community & Cultural Services Subject: Contract with the County of Los Angeles for Lifeguard Services on Santa Monica State Beach
Recommended Action
Staff recommends that Council (1) authorize the City Manager to negotiate and execute a new contract with the Los Angeles County Fire Department for lifeguard services on Santa Monica State Beach and (2) appropriate additional funds in the amount of 66,806 for FY 2008-09.

Discussion
Since 1974, the City has contracted with Los Angeles County to provide lifeguard services at Santa Monica State Beach. Services provided under the agreement include lifeguard coverage for the entire beach seven days a week, year-round; 24-hour a day emergency response for regional emergencies; and 24-hour a day paramedic support to the community. Equipment provided by the County as part of this service includes four 1 4.G.c
Packet Pg. 711 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) emergency response vehicles, rescue boat, and Black Hawk helicopter. The County is often the first responder to emergencies on the beach, in the water, and on or near the Pier.

The accumulated $485,000 will be used by the County for renovation, replacement or expansion of lifeguard facilities as approved by the City. Beyond this amount, the City will not be obligated to provide for capital improvements but, as the building owner, agrees to attempt to identify funding for such improvements from various sources such as the recent federal economic stimulus package.
2 4.G.c
Packet Pg. 712 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) The remaining terms of the agreement are similar to the prior agreement and continue the current high quality of service and public safety standards.

Prepared by: Callie Hurd, Open Space Manager
Approved: Forwarded to Council:

Barbara Stinchfield ,~~ L!amont Ewell
Director, Community & Cultural Services LZity Manager
3 4.G.c
Packet Pg. 713 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) Reference Contract No.
9045 (CCS).

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Packet Pg. 714 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045)

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Packet Pg. 734 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045)

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Packet Pg. 735 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045)

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Packet Pg. 737 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045)

AN AMENDMENT TO THE COMMUNITY RECREATION AGREEMENT
2 FOR LIFEGUARD SERVICES BETWEEN THE COUNTY OF LOS ANGELES 3 AND CITY OF SANTA MONICA
4 5 This amendment to the Community Recreation Agreement for Lifeguard Services 6 ("Agreement") is made and entered into on the 21st day of April , 20jjL_, 7 by and between the City of Santa Monica, hereinafter referred to as "CITY," and the County 8 of Los Angeles, hereinafter referred to as "COUNTY."
9 10 RECITALS
11 WHEREAS, the CITY and COUNTY entered into the above-referenced Agreement on 12 Apri121, 2009, which allowed the COUNTY, through the Consolidated Fire Protection District 13 of Los Angeles County (DISTRICT) to provide lifeguard services within the CITY for a period 14 of 10 years, with one optional5-year extension; and
15 WHEREAS, the CITY and the DISTRICT mutually desire to amend the Agreement to 16 extend the term of the Agreement for one optional 5-year extension; and 17 WHEREAS, the CITY and the DISTRICT mutually agree that the CITY shall continue 18 to set aside additional funds for the purpose of maintaining the Lifeguard Headquarters 19 located at 1642 Ocean Front Walk ("Major Repairs Reserve Fund") during the 5-year 20 extension.
21 NOW, THEREFORE, IN CONSIDERATION of the promises, covenants, 22 representations, and agreements set forth herein, the parties mutually agree as follows:
23 1. This amendment shall extend the Agreement for an additional five-year period unless 24 action is taken by either party to terminate by giving at least two years' advance written 25 notice to the other party of its intention to terminate. 26 2. Both the CITY and the DISTRICT acknowledge the importance of maintaining the 27 Major Repairs Reserve Fund for the purpose of improving and repairing the Lifeguard 28 -I4.G.c
Packet Pg. 738 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) I
2 3
4 5
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10 II
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All other terms and conditions of the Agreement shall remain the same and in full force and effect.

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Packet Pg. 739 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) 1 IN WITNESS WHEREOF, the parties hereto have executed this Amendment on the 2 date first written above.
3 4

CITY OF SANTA MONICA
~ 7 By-+.~~~~-+~--------~
8 9 DATEJY\~ [4 WI] I
10 11 APPROVED AS TO FORM :
12 13
14 By d--~~ 15 City Attorney
16 17
18 19
20 21
22 23
24 25
26 27
28 CONSOLIDATED FIRE PROTECTION

DISTRICT OF LOS ANGELES COUNTY
By ~(d;J
DATE t;J/;:n 17
APPROVED AS TO FORM:

MARY C. WICKHAM
County Counsel
By c,WA..

Deputy ~sJh

4.G.c
Packet Pg. 740 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) ATTEST:

By: ~Jtn~t~ DENISE ANDERSON-WARREN
City Clerk

4.G.c
Packet Pg. 741 Attachment: April 9, 2024 Staff Report - Second Amendment (7842 : Increase Purchase Authority for Agreement 9045) City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 4.H
1 of 3
To: Mayor and City Council
From: Heidi Von Tongeln, City Attorney, City Attorney's Office, Administration Subject: Adoption of Resolution Ratifying Homelessness Emergency Proclamation Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines; and

2. Adopt the proposed resolution ratifying the 2025 Proclamation of the City Council of the City of Santa Monica Declaring a Local Emergency on Homelessness.

Executive Summary
On March 11, 2025, in accordance with Santa Monica Municipal Code (SMMC) Chapter

2.16, the City Council adopted the 2025 Proclamation of the City Council of the City of Santa Monica Declaring a Local Emergency on Homelessness (the “2025 Proclamation”).

Government Code Section 8630 requires local governmental authorities to renew a local emergency every 60 days until the governing body terminates the local emergency. Accordingly, this staff report recommends adopting the attached Resolution ratifying the 2025 Proclamation. (Attachment A).

Discussion
On February 14, 2023, the City Council adopted a Proclamation Declaring a Local Emergency on Homelessness due to the homelessness crisis in the region, which continues to grow, leading to deplorable living conditions and illness and deaths of unhoused and unsheltered persons in the region. On May 14, 2024, the City Council

4.H
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adopted a further Proclamation Declaring a Local Emergency on Homelessness (“the 2024 Proclamation”), which was utilized to advance several key initiatives related to homelessness.

On March 11, 2025, because the conditions that existed at the time the 2024 Proclamation was adopted persist, the City Council adopted the 2025 Proclamation, which extends the local emergency on homelessness through December 31, 2026. The 2025 Proclamation allows the City to expeditiously increase City services and programs to address and prevent homelessness. Specifically, the extension enables the City to, among other things, receive additional county, state, and federal resources to address the homelessness crisis, prevent rental price gouging, streamline and expedite certain City processes, leverage City resources to support people who are experiencing homelessness or at risk of experiencing homelessness or to address local impacts of homelessness, and allows the City Manager to take all available actions authorized under Santa Monica Municipal Code Chapter 2.16. On April 22, 2025, the City Council adopted Resolution Number 11658 (CCS), ratifying the 2025 Proclamation. On June 10, 2025, the City Council adopted Resolution Number 11669 (CCS), on July 29, 2025, the City Council adopted Resolution Number 11686 (CCS), on September 9, 2025, the City Council adopted Resolution Number 11697 (CCS), on October 28, 2025, the City Council adopted Resolution Number 11712 (CCS), on December 16, 2025, the City Council adopted Resolution Number 11726 (CCS), on February 10, 2026, the City Council adopted Resolution Number 11738 (CCS), on March 24, 2026, the City Council adopted Resolution Number 11742 (CCS), on May 12, 2026, the City Council adopted Resolution Number 11758 (CCS), and on June 23, 2026 the City Council adopted Resolution Number 11769 (CCS) re-ratifying the 2025 Proclamation.

Staff now recommends that Council adopt the attached resolution re-ratifying the 2025 Proclamation declaring the existence of a local emergency in the City of Santa Monica and authorizing specified actions in response to that local emergency.

Environmental Review
The 2025 Proclamation Declaring a Local Emergency on Homelessness would have no effect on the environment, and therefore, is categorically exempt from CEQA pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines, which

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states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Fiscal Impacts
None.

Prepared By: Sean Perez, Deputy City Attorney II
Approved Forwarded to Council
Attachments:

A. Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11

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1 City Council Meeting: August 11, 2026 Santa Monica, California RESOLUTION NUMBER _________ (CCS)
(City Council Series)

AN EMERGENCY RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF SANTA MONICA RATIFYING THE 2025 PROCLAMATION OF THE

CITY COUNCIL OF THE CITY OF SANTA MONICA DECLARING A LOCAL

EMERGENCY ON HOMELESSNESS
WHEREAS, Santa Monica Municipal Code Chapter 2.16 empowers the City Manager, as the Director of Emergency Services (“Director”), to request that the City Council proclaim the existence or threatened existence of a local emergency if the City Council is in session; and
WHEREAS, on February 14, 2023, the City adopted a Proclamation Declaring a Local Emergency on Homelessness due to the homelessness crisis in the region, which continues to grow, leading to deplorable living conditions and illness and deaths of unhoused and unsheltered persons in the region, which was extended to May 31, 2024; and
WHEREAS, on May 14, 2024 the City adopted a further Proclamation Declaring a Local Emergency on Homelessness (the “2024 Proclamation”), which was utilized to advance several key initiatives related to homelessness; and WHEREAS, based on the 2024 Point-In-Time Homeless Count (“2024 PITC”) data, there were 75,312 people experiencing homeless in Los Angeles County; and WHEREAS, based on the 2024 PITC data for Service Planning Area 5 (SPA 5), the SPA Santa Monica is in, there were 5,383 people experiencing homelessness; and WHEREAS, based on the 2024 PITC data, there were 774 people experiencing homelessness in Santa Monica; and

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Packet Pg. 745 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness 2 WHEREAS, the Los Angeles County Metropolitan Transportation Authority (Metro) conducted an End of Line Survey in January 2025, and found 39 unhoused persons were unsheltered at the Santa Monica Downtown Metro Station given Metro’s current End of Line policy, which requires deboarding of all passengers and belongings at the end of the line when trains go out of service; and
WHEREAS, according to a U.S. Department of Health and Human Services report published in October 2023, the fastest growing group in the nation’s population of people experiencing homelessness is older adults, composing nearly half of the homeless population nationwide, and a number that is expected to triple by 2030, and older adult homelessness has increased by 25% in the Los Angeles Continuum of Care between 2020 and 2024; and
WHEREAS, a California Statewide Study of People Experiencing Homelessness (CASPEH) found that high housing costs and low income left participants vulnerable to homelessness, and that the most common reason for leaving housing was economic; and WHEREAS, the Los Angeles County’s COVID-19 Eviction Moratorium that protected tenants from eviction who were under 80% of Area Median Income who were unable to pay rent due to the pandemic expired March 31, 2023, and tenants had up to twelve (12) months to repay past due rent owed to avoid risk of eviction; and WHEREAS, the number of eviction lawsuits provided to the Santa Monica City Attorney’s office in 2024 increased by over 28% from the number provided in 2023, with

84.8% of 2024 eviction lawsuits based on nonpayment of rent, suggesting even more tenants at risk of eviction and homelessness than in 2023; and

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Packet Pg. 746 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness 3 WHEREAS, on March 11, 2025, because the conditions that existed at the time the 2024 Proclamation was adopted persist, the City Council adopted the 2025 Proclamation of the City Council of the City of Santa Monica Declaring a Local Emergency on Homelessness (the “2025 Proclamation”); and
WHEREAS, the 2025 Proclamation extends the local emergency on homelessness through December 31, 2026, and allows the City to expeditiously increase City services and programs to address and prevent homelessness; and WHEREAS, specifically, the extension of the local emergency effectuated by the 2025 Proclamation enables the City to, among other things, receive additional county, state, and federal resources to address the homelessness crisis, prevent rental price gouging, streamline and expedite certain City processes, leverage City resources to support people who are experiencing homelessness or at risk of experiencing homelessness or to address local impacts of homelessness, and to allow the City Manager to take all available actions authorized under Santa Monica Municipal Code Chapter 2.16; and
WHEREAS, on April 22, 2025, the City Council adopted Resolution Number 11658 (CCS), ratifying the 2025 Proclamation; and
WHEREAS, on June 10, 2025, the City Council adopted Resolution Number 11669 (CCS), on July 29, 2025, the City Council adopted Resolution Number 11686 (CCS), on September 9, 2025, the City Council adopted Resolution Number 11697 (CCS), on October 28, 2025, the City Council adopted Resolution Number 11712 (CCS), on December 16, 2025, the City Council adopted Resolution Number 11726 (CCS), on February 10, 2026, the City Council adopted Resolution Number 11738 (CCS), on March

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Packet Pg. 747 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness 4 24, 2026, the City Council adopted Resolution Number 11742 (CCS), on May 12, 2026 the City Council adopted Resolution Number 11758 (CCS), and on June 23, 2026 the City Council adopted Resolution Number 11769 (CCS) re-ratifying the 2025 Proclamation; and
WHEREAS the findings included in the 2025 Proclamation are included herein as if stated in full.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS:

SECTION 1. The 2025 Proclamation of the City Council of the City of Santa Monica Declaring a Local Emergency on Homelessness (“Exhibit A”) is hereby ratified.

SECTION 2. It is hereby proclaimed that a local emergency now exists throughout the City. It is further proclaimed and ordered that during the existence of this local emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of this City shall be those prescribed by State law and by the ordinances and resolutions of this City.

SECTION 3. The City Council authorizes the City Manager, in capacity as the Director of Emergency Services, to take all actions related to the protection of life and property that are reasonably necessary to respond to the local emergency.

SECTION 4. The local emergency shall be deemed to continue and exist until December 31, 2026, unless its termination is earlier proclaimed by the City Council. As required by law, the City Council shall review the need to continue the state of emergency every 60 days until this resolution is terminated.

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Packet Pg. 748 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness 5 SECTION 5. If any section, subsection, sentence, clause, or phrase of this Resolution, or the 2025 Proclamation ratified herein is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Resolution or the 2025 Proclamation. The City Council hereby declares that it would have passed this Resolution and the 2025 Proclamation and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.

SECTION 6. The City Clerk shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect.

APPROVED AS TO FORM:
_________________________

HEIDI VON TONGELN
City Attorney

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Packet Pg. 749 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness

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Packet Pg. 750 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness

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Packet Pg. 754 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness

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Packet Pg. 755 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness

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Packet Pg. 757 Attachment: Resolution for Ratification of 2025 Proclamation Declaring State of Emergency on Homelessness 08.11 (7864 : Homelessness City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 5.A
1 of 2
To: Mayor and City Council
From: Heidi Von Tongeln, City Attorney, City Attorney's Office Subject: Conference with legal counsel - existing litigation - Gov. Code § 54956.9(d)(1):

John U.N.B. Doe, et al. v. City, et al., LASC # 23STCV12746; John Doe 1, et al. v. City, et al., LASC # 23STCV15009; Hector Orozco v. John Doe: Does 1-2, LASC # 23SMCV03120; John JPC Doe v. Doe City, et al., LASC # 23STCV22020; John AD Doe, et al. v. City, et al., LASC # 23STCV26548; John CW Doe, et al. v. City, et al., LASC # 23STCV29623; John Doe (A.G.) v. Santa Monica Police Activities League, et al., LASC # 23SMCV06066; John GA DOE, et al. v. City, et al., LASC # 24STCV06484; John U.L.W. Doe, et al. v. City, et al., LASC # 24STCV06768; Joseph Garcia v. Santa Monica Police Activities League, et al., LASC # 24SMCV01368; John Doe 15, et al. v.

City, et al., LASC # 24STCV07647; John Doe 18, et al. v. City, et al., LASC # 24STCV08239; John RR Doe, et al. v. City, et al., LASC # 24STCV09398; John Doe 33, et al. v. City, et al., LASC # 24STCV15580; John Doe 48 v. City, et al., LASC # 24STCV15420; John Doe 49 v. City, et al., LASC # 24STCV19296; John DD Doe v.

City, et al., LASC # 24SMCV04421; Jane EB Doe, et al. v. City, et al., LASC # 24STCV24146; John Doe (V.D.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV05049; John Doe (D.F.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV05050; John Doe (D.G.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV05051; Jane Doe 13, et al. v. City, et al., LASC # 24STCV27233; John AM Doe, et al. v. City, et al., LASC # 24STCV28433; John Doe v. City, et al., LASC # 24SMCV05527; John Doe (Y.M.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV06355; Jane Doe 16, et al. v. a Public Entity, et al., LASC # 25STCV02235; John Doe 62, et al. v. City, et al., LASC # 25STCV04414; John Doe 23 v. City, et al., LASC # 25STCV05850; John Doe (E.B.) v. Santa Monica Police Activities League, et al., LASC # 25STCV06354; Jane PB Doe, et al. v. City, et al., LASC # 25STCV06880; John Doe 67 v. City, et al., LASC # 25STCV10142; John Doe 68 v. City, et al., LASC # 25STCV12089; John Doe 69, et al. v. City, et al., LASC # 25STCV14031; John OR Doe, et al. v. City, et al., LASC # 25STCV16251; John RD Doe, et al. v. City, et al., LASC # 25STCV24158; John Doe 71, et al. v. City of Santa Monica, et al., # 25STCV32120; John Doe 76 v. Roe 1, a public entity; et al., # 25STCV32032; John Doe 77 v. City of Santa Monica, et al., # 26STCV07769

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Prepared By: Ivan Larios, Legal Assistant
Approved Forwarded to Council

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City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 5.E
1 of 1
To: Mayor and City Council
From: Heidi Von Tongeln, City Attorney, City Attorney's Office Subject: Conference with real estate negotiator - Gov. Code § 54956.8; City property:
2800 Airport Avenue and 2801 25th Street, Santa Monica (Clover Park), Santa Monica, California; City negotiator: Oliver Chi, City Manager; persons to be negotiated with: Kenna Stevens, CEO, Santa Monica Trapeze School; under negotiation: price and terms of payment of license Prepared By: Ivan Larios, Legal Assistant
Approved Forwarded to Council
Attachments:

A. Written Comments

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1 David Yakobson
From: Karen Melick <[email protected]>
Sent: Tuesday, August 11, 2026 8:57 AM
To: councilmtgitems; Oliver Chi; Christopher Dishlip; Lana Negrete; Dan Hall; Ellis Raskin; Caroline Torosis; Barry Snell; Natalya Zernitskaya; Jesse Zwick Subject: Agenda item 5.E Clover Park for the Trapeze School

EXTERNAL
Hello,
I’m writing about item 5.E, the negotiations between the City and the Santa Monica Trapeze School, for the price and terms of payment of a license at Clover Park.

The Pier was the perfect place for the trapeze school. It’s too bad the City and the City Council decided against it staying there.

I don’t understand why the City appears to be responsible for finding another place for this commercial business that lost its lease.

Clover Park is not the place for this business, even temporarily.

The City should not give or lease to a commercial business with a limited clientele the equivalent of 3 tennis courts of space in a very busy park when park space in our City is so limited.

That sets a very bad precedent of taking away our park space for commercial use.

I’ve heard that the space it may go to is where the trailers are. The RPC has been trying for years to free up the trailer space at Clover Park to return it to an amphitheater. That hasn’t happened for the public, but you’ll free up that space for a commercial business? Who’s going to pay the cost to remove the trailers? This space is directly adjacent to the two reservable large group BBQ areas. Having this business in that space would be very disruptive to events at those locations. We just had the FOSP Annual meeting/picnic there, and thank you to the Council members who attended.

Please do not move forward with an agreement for the Santa Monica Trapeze School to move their operation to Clover Park. It should be at or near the pier.

Thank you.

Item 5-E
August 11, 2026
Item 5-E
August 11, 2026

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Packet Pg. 761 Attachment: Written Comments (7875 : 5.E. Closed Session) 2 Karen Melick
Sunset Park

Item 5-E
August 11, 2026
Item 5-E
August 11, 2026

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Packet Pg. 762 Attachment: Written Comments (7875 : 5.E. Closed Session) City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 5.F
1 of 1
To: Mayor and City Council
From: Heidi Von Tongeln, City Attorney, City Attorney's Office Subject: Conference with legal counsel - significant exposure to litigation - Gov. Code § 54956.9(d)(2) - 1 case (Santa Monica Trapeze School)
Prepared By: Ivan Larios, Legal Assistant
Approved Forwarded to Council
Attachments:

A. Objection Demand for Response from Atty Fleitman (2800 Airport)

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March 28, 2026
Mr. Oliver Chi
Law Offices of Jeffrey Fleitman
424 S. Beverly Dr.

Beverly Hills, CA 90212
310-399-2881
City Manager, City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
CC: Mayor Caroline Torosis; Mayor Pro Tern Jesse Zwick; Councilmember Lana Negrete; Councilmember Dan Hall; Councilmember Ellis Raskin; Councilmember Barry Snell; Councilmember Natalya Zernitskaya; City Planning Department; City Attorney's Office; Airport Director--- Ariport Commisioner --- Economic Develoment ----- ; Los Angeles Councilmember Traci Park Re: FORMAL OBJECTION AND DEMAND FOR IMMEDIATE RESPONSE- Proposed Relocation of Santa Monica Trapeze School to 2800 Airport Avenue - GROUND-BREAKING SCHEDULED MONDAY, MARCH 30, 2026
Dear City Manager Chi,
My office represents Rachel and Jeffrey Vertun living at 13019 Dewey Street, Los Angeles, CA 90066, regarding the above referenced matter. We write to formally and unequivocally object to the proposed relocation of the Santa Monica Trapeze School to 2800 Airport Avenue - a site that directly abuts my client's house and their quiet residential neighborhood along the southern edge of the Santa Monica Airport property.

We are writing today because the business owner intends to begin ground-breaking on Monday, March 30, 2026. We demand that the City immediately halt all construction and permitting activity, and provide a written response within 24 hours. We are organized, we are united, and we are prepared to pursue all available legal remedies - including seeking emergency injunctive relief- to protect our neighborhood, our homes, and our rights.

I. THE CITY MADE A PROMISE TO NOTIFY US - AND BROKE IT
On September 23, 2024, the Santa Monica Airport Commission held a meeting at which the Trapeze School's permit was approved. During that meeting, a Commissioner raised the exact concern we raise today - that nearby residents would be affected. The City's own representative responded on the record:
"Yes, that's in our to-do list. And the city will reach out to the residents that are right adjacent to that location."
That outreach never happened.

5.F.a
Packet Pg. 764 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) It was not until construction activity began in late March 2026 - eighteen months after that promise was made - that we learned of this project at all. On March 24, 2026, lead resident Frank Mele appeared before the Santa Monica City Council during public comment brought the matter to the Mayor and Council's attention, asking for quick action. It was also only chance that we became aware of this as Frank Mele saw a handmade trapeze school sign at the site as he passed by on a walk the other day.

The City's failure to follow through on its own stated commitment is not a clerical oversight. It is a breach of the basic process residents have a right to expect when public land is committed to commercial use adjacent to their homes. Had that notification occurred as promised, we would have raised these objections immediately - before final permits were issued, before a lease was executed, and before anyone stepped foot on that parcel.

II. FAILURE TO PROVIDE REQUIRED NOTICE TO AFFECTED RESIDENTS Residents of the immediately adjacent neighborhood received no notice whatsoever of the proposed trapeze school. The sole reason any resident became aware of this project was entirely incidental: a homeowner happened to pass the site and observed signage indicating a future trapeze school. Until that moment, no property owner or resident had been informed of this substantial and disruptive proposed change in land use.

At no point were neighboring residents provided advance notice, an opportunity to review the proposal, or any mechanism to submit comments or objections regarding the significant impacts this project would impose on their community. As proposed, the use would materially affect residents' privacy, property values, and their right to the quiet enjoyment of their homes.

Basic principles of due process and established land-use procedures require that when a governmental entity contemplates or authorizes a material change in use affecting a residential neighborhood, affected property owners must be given timely notice and a meaningful opportunity to be heard, including adequate time to seek administrative review or judicial relief as appropriate.

Those safeguards exist precisely to prevent exactly the circumstances presented here.

None of those procedural protections were afforded in this case. The City's approval or permitting of this project without providing notice to neighboring residents deprived them of any opportunity to raise objections, pursue administrative remedies, or seek timely judicial intervention.

Accordingly, we hereby demand that the City immediately halt all work and activity related to the proposed trapeze school. Residents must be afforded proper notice and a meaningful opportunity to present their concerns, including sufficient time to pursue legal remedies, should that become necessary.

Ill. THIS IS A SIGNIFICANT CHANGE OF USE - NOT A MINISTERIAL ACTION The 2800 Airport Avenue site has historically operated as a low-intensity parking and staging area.

The introduction of the Santa Monica Trapeze School represents a fundamental change in use: a commercial amusement operation with amplified music, large crowds, outdoor performance events, and a 40-foot structure, running 10:00 a.m. to 10:00 p.m. seven days a week.

The school's own site plan submitted to the City confirms the full scope:

5.F.a
Packet Pg. 765 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) • A flying trapeze rig with a platform approximately 22 feet off the ground on an embankment already 21 feet above base level - effectively over 40 feet above the rear yards of adjacent homes on Dewey Street
• A trampoline, aerial rigs, and staff parking spanning the northeastern property line from 13019 Dewey Street north to Airport Avenue - directly behind named residential addresses • Amplified music permitted under the license agreement from 10:00 a.m. to 10:00 p.m., seven days a week including Sundays and holidays
• Live performance events permitted until 10:00 p.m.
• Six-foot chain-link fencing with open entries during business hours The school's own presentation materials describe this move as an opportunity to "get away from all the noise of the pier" - an acknowledgment that their Pier operation was loud and disruptive, and a preview of exactly what this residential neighborhood will face every day.

Historical City records further underscore why a full public process is required here. A 1984 Planning Commission application for the same parcel - Permit No. 84DR236 - was processed as a Development Review requiring City Council authorization, Planning Commission review, Architectural Review Board oversight, and a formal public hearing with notice to surrounding property owners. That hearing addressed only minor office and storage modifications. The current proposal is categorically more impactful, yet it has received less review - not more.

IV. DOCUMENTED PROPERTY VALUE HARM
This is not a speculative concern. We retained Richard Stearns of Stearns & Associates (Compass), 11601 Wilshire Blvd, Suite 101, Los Angeles, CA 90025, to assess the financial impact on our neighborhood.

Mr. Stearns' written opinion, dated March 27, 2026 and attached hereto as Exhibit A, finds that a representative property at 13121 Dewey Street- currently valued at approximately $2,400,000 to $2,500,000 - would decline to an estimated $1,800,000 to $2,000,000 if the Trapeze School is constructed at the proposed location, and could fall even further if multiple affected properties reach the market simultaneously.

That is a loss of $400,000 to $700,000 on a single home. Across 25 or more directly impacted residences, the cumulative harm to our neighborhood's assessed value is staggering. The City has an obligation to weigh this harm. There is no evidence that it has done so.

V. SERIOUS AND UNRESOLVED PUBLIC SAFETY CONCERNS
We have a fundamental safety question that we believe has not been answered: Has the City coordinated with Southern California Edison and the Los Angeles Department of Water and Power regarding the overhead power line corridor that runs through and adjacent to this site? The trapeze school's own presentation confirms that the flying trapeze rig platform sits approximately 22 feet off the ground, erected on an embankment that is already approximately 21 feet above base level. This places the top of the structure - including cables, rigging, and the arc of performers in flight - at an effective height exceeding 40 feet above ground in a corridor where high-voltage power lines are managed by both SoCal Edison and LADWP. This very specific area is of the windiest in Santa Monica due to its Unique open airport topography, elevation, and proximity to the coast.

5.F.a
Packet Pg. 766 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) We are not aware of any evidence that either utility was consulted, that safe clearance distances were verified, or that either utility issued any approval or sign-off for this installation. This is not a technicality - it is a life-safety issue. Erecting a 40-foot metal structure with cables and a suspended net in proximity to high-voltage transmission lines, and then placing members of the public on a platform above them, creates an unacceptable risk of electrocution, arc flash, or structural failure that could injure or kill performers, students, or bystanders. The Trapeze school already may not have the cleanest safety record.

We demand to know:
• Did the City obtain written clearance from SoCal Edison and LADWP prior to approving this site?
• What is the minimum safe clearance distance from the overhead lines, and was that distance verified against the proposed structure dimensions and the arc of the trapeze swing? • Has a licensed electrical engineer reviewed the site plan in relation to the power line corridor? If the answers to any of these questions are "no" or "unknown," construction must stop immediately.

The City cannot permit a commercial operation placing members of the public 40 feet in the air adjacent to high-voltage lines without documented utility clearance.

VI. THIS USE IS INCOMPATIBLE WITH OUR RESIDENTIAL NEIGHBORHOOD The proposed site abuts the Mar Vista residential community in the City of Los Angeles. The residents most impacted have no vote in Santa Monica elections and, until now, no standing in Santa Monica's administrative process. The impacts of this commercial operation will fall almost entirely on us:
• Amplified music from 10:00 a.m. to 10:00 p.m., seven days a week • Public address announcements throughout the day and into the evening • Crowds, traffic, and noise from customers, spectators, and staff • A 40-foot-plus metal structure permanently dominating the view from our back yards • Bright operational lighting for evening classes
We are not a sacrifice zone for Santa Monica's airport conversion plans. We are families, in a quiet residential neighborhood, who were never asked, never notified, and never given a chance to be heard.

VII. THE CITYDISPLACED THIS BUSINESS AND OWES IT A BETTER SOLUTION We are not without sympathy for the Santa Monica Trapeze School and its owner, Kenna Stevens.

The City of Santa Monica made a deliberate choice to remove this school from its 17-year home on the Santa Monica Pier, replacing it with Santa Monica Amusements in a decision that even City Council members described as "heartbreaking." Councilmember Lana Negrete stated publicly that the school "belongs on the Pier" and not in a "parking lot in a business park."

5.F.a
Packet Pg. 767 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) She was right. And the proposed site at 2800 Airport Avenue is precisely that - a parking lot in a business park, directly behind residential homes. The City created this displacement. The City has a responsibility to find a solution that does not simply move the burden from one community to another.

We call on the City to fully explore alternatives - beachside locations, the Lot 27 activation site, or other areas where this use can genuinely coexist with its surroundings - before proceeding further.

VIII. OUR DEMANDS
We demand the following, in writing, within 24 hours of receipt of this letter:

1. An immediate halt to all ground-breaking, construction, permitting, and further lease execution related to this project at 2800 Airport Avenue;

2. Written confirmation that the City has obtained - or will obtain prior to any construction - documented clearance from SoCal Edison and LADWP regarding the power line corridor at this site, and that a licensed electrical engineer has reviewed the site plan in relation to those lines;

3. A formal public hearing on the proposed Airport Avenue site, with advance notice to all property owners within 500 feet of the proposed site on both sides of the Santa Monica/Los Angeles municipal boundary;

4. The direct, personal neighbor outreach that was promised at the September 23, 2024 Airport Commission meeting and never delivered;

5. Inclusion of Mar Vista neighborhood representatives as formal participants in all future planning discussions regarding the SMC Airport-to-Park conversion south of Airport Boulevard; and

6. A full environmental and noise impact assessment, made available for public review, before any lease is finalized or construction authorized.

IX. LEGAL NOTICE
We are not afraid to pursue legal action. If the City of Santa Monica permits ground-breaking to proceed on Monday - or takes any further steps on this project without correcting the procedural failures described above - we will pursue all available legal remedies, including seeking emergency injunctive relief to halt construction, challenging the adequacy of environmental review, and asserting claims based on the City's documented failure to provide the neighbor notification it explicitly committed to on the public record.

This letter constitutes formal notice of our objection and our legal intent.

We are 25 households on Dewey Street and the surrounding blocks of Mar Vista. We were promised awareness in this process, that promise was broken, and Monday's ground-breaking cannot proceed while these issues remain unresolved. We are asking you to do the right thing.

5.F.a
Packet Pg. 768 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) Beverly Hills, CA 90212
31 0-399-2881
Attachment: Exhibit A - Property Valuation Impact Letter, Richard Stearns, Stearns & Associates I Compass (March 27, 2026)
C0MPASS
03/27/2026
To Whom It May Concern:
13121 Dewey Street, Los Angeles, CA 90066 is a highly remodeled single story residence with very nice views and private back yard. It is approximately 1200 square feet and is considered a 3-bedroom/2- bath home. It is located in a desirable section of Mar Vista on a quiet residential street. It's current market value is approximately $2,400,000 - $2,500,000.

If the proposed location for the Santa Monica Trapeze School of 2800 Airport Avenue, Santa Monica, 90405 is constructed behind this property, it will have a significant impact on the value and desirability of the property. Its anticipated value, afterthe Trapeze School is built, will be in the $1,800,000 - $2,000,000 range and might be lower if multiple properties come on the market at the same time.

Please feel free to consult if needed.

Thank you,
Richard Stearns
►◄

STEARNS

5.F.a
Packet Pg. 769 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) Santa Monjca Trapeze School at the Santa Monica Airport 2800 Airport ave, arts district
Project description:

The Project involves relocating the Trapeze Rig from it's current location on the Santa Monica Pier to the Santa Monica Airport. Work will include relocating the anchoring system to cement blocks and erecting trapeze equipment.

Plans are off original trapeze rig and new anchoring system. 8 ' I
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5.F.a
Packet Pg. 770 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) Area is the northeastern property line 13019 north to Airport Ave, following the lot southwest to the currently existing gate located at 13127.

We will have 6 foot chainlink fencing around the area, with the 2 entry ways open during business hours.

The flying trapeze rig will be placed at that middle area most north, with the trampoline under it's last upright, followed by the aerial rigs.

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Packet Pg. 771 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) TRAPEZE SID£ ELEVA TTQN
The flying rig is approx. 36 feet at the highest upright with the shortest being approx. 33 feet. The 36 foot upright is the first "platform" upright.

Photo from Getagrip Trapeze
What is a trapeze school?
The platform sits 22 feet off the ground. This
platform will be located in front of the large tree on
property 13019. The embankment at this point
measures approximately 21 feet above the base
level.

Social circus has been bringing the art of circus to normal people since the 1970's. Our trapeze school (first as TSNY then as SMTS) brings circus and exercise classes to mainstream audiences in Santa Monica since 2008. We teach people who have never climbed a ladder before to become professional flyers, or at least we try. Currently, Cirque du Soleil hosts 5 of our first time flyers as performers.

Who is Trapeze School?
Kenna Stevens
Kenna, originally from Albuquerque, New Mexico, has been working and performing in circus arts for over 17 years and has a strong passion for educating the masses on how to use their bodies to create art.

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Packet Pg. 772 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) Ibe Team
SMTS staff consists of 24 part time
employees, most of whom choose
to be on the team in addition to their
salaried positions elsewhere. 4 have
worked directly for Kenna for more
than 11 years. Trapeze school also
boasts to be many of the staff's first
employment, having a long history
of employing Santa Monica's teens.

The team consists of flying trapeze
rig coaches, aerial coaches,
trampoline coaches, and office/
support staff. The team values
inclusion and support of diversity,
second only to safety.

Class break down:

A typical flying class ranges from 4 to 10
people. We occasionally do party and
events that have up to 80 people but those
are very rare since covid. Traditionally fly
classes are 90 minutes, but can be as long as
4 hours. Each flying class can host up to 4
employees.

While the hope is to fly above the cranes,
90% of the flying actives happen below the
crane bars.

Aerial classes range from l to 8 students and last from 30 minutes to 2 V hours. Traditionally, the classes have been 4 students for 55 minutes. The aerial rigs are approx. 22 feet high. Students participate below the crane bar.

Trampoline classes are 55 mins and can host up to 4 people. The trampoline is an olympic trampoline that stands 4 feet off the ground.

Students participate above the trampoline.

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Packet Pg. 773 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) Mon 2 Tue- 3 INc·d 4 Thu 6 ~ri 6 Sat 7 Sun 8

1.5 ho Level 3 - Ff;
AST 1/1 :i3
10:00 -11:00am (1 r
9:30 a 9,30 - 11:oc: Catch winded out ,
9:45 - 11:15am (1h ,
L"vel 3 - Flying .
11:30 - 1:00pm (1h ,.

1.5 hour Flying Trar
'11:30 - 1:00pm (lit :

Catch winded out i,
n·15 - 12:45pm (1fl: 1.s ho Specialty P
11::l0 ·Ly;a~ {13:y
12:00 -- 12:f•
1;5 hour Flying 1
·1;15 • 2:45pm (ih 3l

1.5 hour Flying 1
'1:15 2:45pm (1h 31
Jnfro iifffv, 1.5 ho 1:30 • 2:00;
1:30 . intro to Flvl 2:00 - 2:30,
Aerial Trampoline

1.5 hour Flying Tra!' 1.5 hour Flying Trai:
);30 ~.:0Qpm (1~ 3, : 1:30 t:~ AST 1/1 ~
!.:, AST 1/2 t!,. 2:00 - 3:00·

1.5 hour Flying l
3:00 - 4:30pm {1h ~
• 1.5 hour Flying TraJ·
5:00 - 7:30pm 11h 3
AST1/1a
5:15 - 6:15pm (1 ho1
2:15 - 3:45pm (1h f

1.5 hour Flying Tra•
3,15 - 4:45p.,., (1h ,
,. :· Flnal Show on 1'
• 4:30 - 6:00pm (1 h :;
This is our schedule from March 2 to March 8th. Please note we are wi/] 10 work with JoH.:s on our schedule.

Hours of operation:

6. Hours of Operation . .Licensee may operate its business within the License Area only during the hours staled below, unless permitted otheni:ise by 1-vritten approval from the Airport Director. Licensee's hours qf operation under this Agreement shall be:
a. For commercial activities or uses that do not include live performance events: Mon.day through Sun.day.from 10:00 a.m. lo 10:00 p.m., b. For any activities within the License Area that involve live peifonnance events, those activities shall promptly cease at 10:00 pm and may not begin past 1 0 :00 pm,
c. For activities irithin the License Area that involve the construction or selling up or dismantling of equipment, these activities may occur Monday through Friday 8:00 am - 6:00 pm, and Saturday 9:00 am - 5:00 pm. No construction activity is permilled on Sundays or holidays. This Agreement shall sen·e as an aft.er-hours construction permit that authori:;,es only the spec(fic activities ident(f£ed in this Agreement,

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Packet Pg. 774 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) NOISE
We are so excited to get away from aH the noise of the pier. We understand the restrictions set forth in the lease:

15. Signage, and Noise. All signage must be localed within the License Area or in c1 location approved by the Airport Director, which shall not be unreasonably withheld. Licensee shall be permitted to install signage on the entrance to the License Area and in adJacent areas.

All signs are subJecz to approval by the Airport Director, which shall not be unreasonably withheld. Music from acoustical cmcl 11.on-ampl(fiec/ musical instruments, or from prerecorded audio played through a speaker('i) is pennitted iii the License Area, but it must be played at a sufficiently low volume so as to not interfere with the quiet enjoyment of any Airport tenant '.s leasehold and to not exceed the noise limits set fonh in the Santa Monica Municipal Code. Licensee shall at all times conduct and operate its business in the License Area in a reasonable manner and shall not create nor maintain a nuisance.

We own 2 QFX PBX-61081 Rechargeable Portable Speaker I 8" Woofer I 400 Watts I Bluetooth, AUX, SD Card, FM Radio I Handle, Wheels, 12 Lbs I Perlect for Tailgating, Indoors, Outdoors Audio I Silver.

We are mindful that you all live in this shared space and do not vvish to ever overstep.

I don't allow explicit music in our community shows and t1y to block it when I hear it.

Traditionally the music is played for specific routines and is low. The space doesn't require a lot of volume to be heard. The team has been instructed to always point the speakers towards that airport.

5.F.a
Packet Pg. 775 Attachment: Objection Demand for Response from Atty Fleitman (2800 Airport) (7871 : Closed Session) City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 11.A
1 of 18
To: Mayor and City Council
From: Aileen Reynolds, Director, Housing and Human Services Department Subject: Approval of Funding Guidelines and Authorization to Release Request for Proposals for Human Services Grants Program FY 2027-31
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding that the proposed actions are not a “project” subject to the California Environmental Quality Act;

2. Approve the proposed FY 2027-31 Human Services Grants Program (HSGP) Funding Guidelines (Attachment I); and

1. Authorize staff to release a Request for Proposals (RFP) for the next four-year HSGP funding cycle (FY 2027-31).

Executive Summary
The City of Santa Monica (City) Human Services Grants Program (HSGP) provides funding to a wide range of local programs, providing a social safety net of services to respond to the evolving needs of the City’s underserved populations. The next funding cycle is scheduled to begin in July 2027, and staff requests City Council feedback and approval on key components of the HSGP Request for Proposals (RFP) along with authorization to issue the RFP to solicit applications for the FY 2027-31 HSGP funding cycle.

This report outlines a brief history and overview of the HSGP, including the program’s priorities and guiding principles, engagement efforts to solicit community input, and proposed funding guidelines for the FY 2027-31 RFP, including eligible services, eligibility criteria for participants and prospective agencies, living wage and cash match waiver, and program evaluation and scoring criteria.

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As the largest single source of City funds to non-profit social service agencies, the HSGP is a critical community resource to address wide-ranging socio-economic policy issues, including youth violence, homelessness, a growing aging population, and behavioral health issues. In the face of regional and federal funding cuts and a growing demand for services, the role of the HSGP has become even more critical in helping ensure the most vulnerable Santa Monicans are supported.

Background
The City has funded Santa Monica non-profits to provide high quality social services to target populations for over 50 years. Since its inception in 1974, the grants program was designed to address critical community needs, fill gaps in the existing service system, and offer funding stability to local social service agencies. Over the decades, the HSGP has grown from funding four non-profits to a portfolio of 18 agencies and 21 programs, administered by the Housing and Human Services Department (HHS). Although it has not kept pace with local community needs, funding has expanded to a current annual budget of $11 million.

To ensure that HSGP services focus on local needs, agencies must design programs specific to Santa Monica and demonstrate a history of effective services to target populations, including older adults, youth and families, people with disabilities, and other vulnerable Santa Monicans. As the cost of delivering services has increased over time and the needs of low income households have grown more complex, the grants program has intentionally focused funding on holistic programs that provide robust and comprehensive support to a smaller number of highly vulnerable individuals and families as opposed to broader, light-touch interventions to more people, ensuring HSGP-funded services more effective and meaningful for program participants. Current HSGP-funded services include, but are not limited to: child care subsidies, school-based mental health, job training and placement, food assistance, legal services, housing retention services, programs for older adults, and services for people experiencing homelessness.

The HSGP recently completed the third year of a four-year funding cycle, which runs from FY 2023-27. The four-year funding cycle intentionally offers stability for both

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grantee agencies and program participants. City staff work closely with HSGP agencies throughout the grant cycle to ensure that services continue to be responsive to local needs, and Council approves agency funding levels annually during the budget process.

Guiding Principles
• Provide Effective Services to All Target Populations: The HSGP remains committed to preserving the diversity of Santa Monica residents by supporting historically marginalized and underserved community members. Over the decades, the City has prioritized funding for programs whose proposals document strong evidence of meeting critical local needs. While the needs of various populations continue to fluctuate over time, it is critical that HSGP maintains a core and stable safety net for all populations. • Utilize Best Practices and Evidence-based Models to Provide Data-driven, High-impact Programs: To ensure that community members are served effectively and efficiently, HSGP services must be informed by best or promising practices and utilize evidence-based models whenever possible. Programs must also use data, including quantitative outputs and outcomes and qualitative participant and staff experiences, to inform adjustments and enhancements to the service model and maximize program impact.
• Maintain Strong Interagency Coordination: A key factor to maintaining a stable social service safety net is the providers’ demonstrated ability to collaborate effectively across agencies and programs and avoid duplication of efforts. HSGP-funded program staff are expected to stay current on other local programs and services, work closely on shared cases, and participate in warm hand-offs as appropriate.
• Prioritize People: Programs must balance high-quality client care and staff wellness. Research shows that workforce resilience and client care are deeply interconnected. Agencies that value and compensate their employees competitively demonstrate improved staff retention and participant outcomes, particularly for non-profit social service jobs that are often demanding and lower paid.

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Citywide Strategies and Initiatives that Inform HSGP Funding Priorities Over the past several years, HHS’s Human Services (HSD) and Homelessness Prevention and Intervention (HPI) Divisions, in partnership with a variety of communitybased organizations, have facilitated several studies and authored plans to help direct Citywide strategic priorities and investments. The following community engagement initiatives inform the services, target populations, and guiding principles of the HSGP.

Behavioral Health Study
On February 25, 2025, City Council approved a behavioral health report, which included a comprehensive study and community engagement process (Attachment D) to understand key local and regional behavioral health needs including mental health and substance use disorder (SUD), and to assess the feasibility of developing a behavioral health crisis facility. The City engaged just under 600 adult and youth stakeholders through interviews, community meetings, focus groups, and a survey. They identified significant gaps in adult crisis services and children and youth behavioral health care.

Services have not kept up with increased need, resulting in untreated behavioral health challenges, particularly for vulnerable populations, including people who are uninsured or under-insured, people experiencing homelessness, older adults, people with disabilities, and youth. Additional research identified gaps in mental health and SUD programs for adults at multiple levels and in behavioral health services for children and youth across the continuum of care, including prevention and early intervention, crisis, and treatment and recovery services.

Renters’ Protection Report
Per Council direction, the City conducted a situational analysis and formulated recommendations to protect the 70 percent of Santa Monicans who are renters amidst record evictions. The Renters’ Protection Report (Attachment C) was approved by Council on March 11, 2025. Twenty-five in-depth interviews were conducted with 50+ participants across government agencies; legal, housing, and social services providers; tenant advocate groups; and resident groups. Many of these stakeholders noted equitable access to services as a priority. They expressed concerns related to heavy documentation burdens and overly complex and restrictive eligibility requirements,

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which can unintentionally exclude the most vulnerable Santa Monicans. Stakeholders also expressed the importance of preserving households of varying income levels and diverse backgrounds in Santa Monica, with emphasis on families with minor children, older adults, people with disabilities, and households with low- or fixed-income.

Homelessness Strategic Plan
Between 2022 and 2025, the City of Santa Monica conducted extensive community outreach to understand strengths and challenges in the City's homelessness response and outline the community's priorities related to homelessness. Stakeholder feedback was collected via 17 group and individual interviews, eight inter-departmental small group meetings, and six presentations to community groups and City Commissions/Boards. Stakeholder feedback identified key themes including helping to prevent housed Santa Monicans from becoming homeless through responsive service provision and minimizing the length and severity of homelessness and its impacts on the community by providing effective supportive services. The City developed a Homelessness Strategic Plan (Attachment B) which responds to these themes and provides a shared vision, goals, and investment of resources for addressing homelessness. City Council approved the Plan on March 11, 2025.

Aging and Disability Action Plan
City Council approved a citywide Aging and Disability Action Plan (Attachment A) on September 9, 2025. The Action Plan was driven by a community-based Advisory Committee which centered the lived experience of Santa Monica’s older adults, people with disabilities and caregivers. The needs-assessment to collect the public’s feedback on age- and disability-friendliness in Santa Monica was promoted widely over three months and captured almost 500 community survey responses, the voices of 50 open house attendees, and over 20 focus group participants. A cross-cutting theme from the needs assessment was a deeply felt sense of vulnerability. This vulnerability presented in people’s stories about feeling isolated and disconnected from community life and their concerns about housing affordability and aging in the community as their needs change.

Santa Monica Cradle to Career

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Santa Monica Cradle to Career (SMC2C) is a longstanding collective impact initiative of nonprofit providers and public institutions committed to supporting the holistic wellbeing and stability of children, youth and families by addressing the root causes of events and circumstances that create struggle and crisis. In FY 2025-26, parents, advocates, social services providers, elected officials, Santa Monica High School students, and staff from the City, SMMUSD, and SMC gathered over a series of three meetings to discuss the most pressing needs facing children, youth, and families in Santa Monica. Themes that emerged included a lack of safe, accessible spaces for youth to seek mental health support and peer connection; the need for earlier access to resources to prevent challenges from escalating into crises; financial stressors affecting household stability and homelessness; and growing concerns around youth mental distress and isolation, including the role of technology and social media.

HSGP Funding and Social Service System Needs
The current grants cycle began in FY 2023-24 with a budget of $10,145,594 and will end in FY 2026-27 at $11,168,123. Over the last three years, staff identified new funding sources to expand services in response to community needs and gaps in care, including one-time General Fund dollars for emergency immigration services, County Measure A funds to support housing retention, and Opioid Settlement and Providence Saint John’s (PSJ) Development Agreement funds for youth behavioral health services.

While these additional funds allowed a few programs to expand in a limited capacity, overall funding has not kept pace with demand.

Concurrently, the HSGP funds a wide array of social services that have been impacted by increased need and simultaneous funding cuts, including the following examples:
• The California Budget & Policy Center reports that thousands of families across California have been on a waiting list for years for subsidized child care slots, while Governor Newsom’s proposed budget for FY 2026-27 does not include any new funding for child care subsidies. In Los Angeles County alone, only 18% of eligible children were enrolled in subsidized child care as of 2024. 1 1 https://www.latimes.com/california/story/2026-02-02/subsidized-child-care-california-newsom

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• A 2026 report from the Federal Reserve Bank of New York found a sharp increase in food insecurity across the nation2 at a time when COVID-era food assistance grants are expiring and recent federal legislation enacted over $180 billion in reductions to Supplemental Nutrition Assistance Program (SNAP).3 • By 2030, a quarter of California’s population will be 60 years or older, a trend Santa Monica is experiencing locally4, and the National Council on Aging reports that the proposed federal budget for the Older Americans Act (OAA), which funds an incredible range of community-based services for older adults, includes elimination or drastic reduction of funding for the OAA's programs5. • The LA County Department of Homeless Services and Housing was forced to cut programming for FY 2026-27, including homelessness prevention and housing navigation, due to a $303 million budget deficit.6
• According to RAND, diagnosed mental health conditions among US children increased 35% from 2016 to 2023, and almost 40% of children aged 12 to 17 years with a major depressive episode did not receive treatment in the past year.

Barriers to treatment included financial costs, limited clinician availability, and logistical challenges, which are consistent with the findings of Santa Monica’s local behavioral health study7.

In this time when many mainstream programs are being scaled back or eliminated, centering the HSGP as a critical local resource helps ensure that the most vulnerable Santa Monicans are supported. Nearly half of current HSGP programs regularly maintain a waitlist, thus limiting the impact of these programs without additional funding.

Employee Wages
Social service agencies regionally and nationally have long struggled to meet operating costs as well as recruit and retain staff. This is particularly true in Santa Monica where 2 https://www.npr.org/2026/05/27/nx-s1-5836441/food-insecurity-economy-new-york-fed 3 https://www.pbs.org/newshour/show/millions-lose-snap-benefits-as-one-big-beautiful-bills-stricterrequirements-kick-in 4 santamonica.gov - Aging and Disability Action Plan
5 https://www.ncoa.org/article/current-federal-budget-and-appropriations-for-aging-services-programs/ 6 LA County Homeless Services & Housing Department; 2/3/26 Adopted Board of Supervisors Letter, p.4. 7 Burnett, A. L., Breslau, J., Cantor, J. H., McBain, R. K., & Yu, H. (2026). US child mental health care need, unmet needs, and difficulty accessing services. JAMA Pediatrics, 180(4), 451–453. doi.org

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agencies face high rent and many staff endure long commutes due to prohibitively high local housing costs. Provider wages and quality of life are inextricably intertwined with their ability to provide high quality services and overall program outcomes. Agencies struggling to secure adequate funding for staffing, benefits, administration, and operations also struggle to recruit and retain staff. The Center for Effective Philanthropy has documented that burnout and staffing issues are serious concerns for nonprofits, with leaders reporting that burnout affects their organizations’ ability to achieve their missions. To foster high-quality programs that maximize services to vulnerable community members and support living wages for the direct services workforce, HSGP funding levels must keep pace with living wage standards.

Past Council Actions
Meeting Date Description
08/24/2022
(Attachment E)
Council approved FY 2023-27 HSGP funding guidelines
05/09/2023
(Attachment F)
Council approved FY2023-27 HSGP funding
recommendations
02/25/2025
(Attachment G)
Council received the Adult Crisis & Children and Youth
Behavioral Health Care Study and authorized contract
modifications for Social Emotional Wellness
Initiative, St. Joseph Center, and Family Service of Santa Monica to expand behavioral health support for children and youth
12/16/2025
(Attachment H)
Council authorized a contract modification for Haven
Neighborhood Services to provide emergency financial
assistance to households impacted by federal immigration enforcement efforts
Discussion
HSD staff began updating the HSGP funding priorities in late 2025 to prepare for the release of the RFP in fall 2026.

Community Input
Over the last twelve months, City staff held a series of meetings with community members, current HSGP program participants, institutional partners, and key stakeholders to gather input on the current HSGP portfolio and understand service gaps and the growing needs of Santa Monica’s most vulnerable community members. City

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staff held a series of public community input sessions in May and June 2026, including a special meeting of the Human Services Commission, a SMC2C meeting, and a meeting at Virginia Avenue Park, which were collectively attended by 51 community stakeholders. Staff advertised these meetings to residents via a combination of Citywide email distribution lists, the City’s social media channels, and a media alert.

Accommodations were offered as appropriate. Child care and Spanish language interpretation were provided at Virginia Avenue Park. There was also a written public comment period open from May through June 2026 during which staff received four responses from the community.

At each meeting, staff presented: (1) an overview of the HSGP; (2) proposed RFP components, including program expectations, funding, agency eligibility criteria, and participant eligibility criteria; (3) HSGP goals; and (4) project timeline and continued opportunities to provide feedback. During the meetings, community members asked questions and shared thoughts and ideas. They also participated in a gallery walk, where they provided input on the HSGP priorities: housing and homelessness prevention, health and wellness, and financial stability. They responded to a series of questions related to each of the three areas, including:
• What does a healthy neighborhood look and feel like to you? • What services do you wish existed to help people avoid losing their home? • What types of jobs or training would help people in your community get ahead? Through these engagements, City staff learned that key gaps in services include formal support for the immigrant community, post-secondary workforce development services and programming for transition age youth (TAY) and non-traditional students, and positive programming for TAY. Residents and community members emphasized that access to health and wellness services is a major unmet need especially amid federal funding changes, with significant gaps in mental health services (particularly for schoolage children and TAY), dental care for adults and seniors, women’s health, pediatric care, and specialty services for those with Medi-Cal. Participants also strongly advocated for providers who reflect the racial and cultural diversity of the community.

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Participants also emphasized that true wellness extends beyond services and includes communities where all people feel connected and have opportunities to engage across generations. Homelessness was also raised as a significant concern, with participants calling for more holistic and comprehensive approaches that address the full range of needs of people experiencing homelessness rather than treating it as solely a public safety issue. Additionally, the Pico Neighborhood was a point of emphasis where several populations were identified as not being adequately reached by current programs, including older adults and families with children ages 0-5.

Rent, housing affordability, food, transportation, and child care costs were named as the greatest day-to-day financial pressures facing community members. Participants cited rising rent and a lack of affordable units as key housing and financial concerns. This was particularly true for older adults, as rising costs make it increasingly difficult for those on fixed incomes to afford basic necessities while remaining in their homes.

Stakeholders also voiced concerns about physical accessibility for people with disabilities, many of whom are older adults, calling for more comprehensive and inclusive programming and greater support for residents who need to relocate due to mobility changes. To address child care costs, community members suggested larger subsidies that reflect the true cost of care and a pathway to universal care for children under five. Participants also encouraged greater investment in workforce programs and pathways that create true economic mobility in fields like healthcare, technology, trades, and green jobs, moving beyond basic survival to long-term economic empowerment.

Proposed 2027-31 RFP
The HSGP RFP recommendations described in this section are designed to provide accountability for public funds, foster a healthy and sustainable social service safety net, and support a balanced array of services to maintain a diverse and inclusive community.

Eligible Services
To determine local service priorities, staff reviewed stakeholder feedback, recent reports and initiatives, and the City’s strategic priorities. Services eligible for HSGP funding are organized under three key areas:

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While some of the above services are funded in the current HSGP grant cycle, several new areas emerged, such as: intergenerational programming, domestic violence services, enhanced immigration services, and expanded case management for housing retention. The RFP is an opportunity for both new and returning agencies to propose new programs or propose continuing or modifying existing programs that meet specific community needs. Agencies applying for HSGP funds must demonstrate that their program provides one or more of the eligible services listed above (see Attachment I, Section I for a detailed list of eligible services).

It should be noted that while the HSGP is a critical component of the City’s social services safety net, Santa Monica offers additional services funded outside of the HSGP including, but not limited to: out of school time programs, homeless outreach, interim housing, and standalone homelessness prevention financial assistance (e.g., Santa Monica Renter Aid program).

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Santa Monica Program Participant (SMPP) Eligibility
The HSGP relies on Council-adopted criteria for SMPP to ensure that local resources serve local needs. Applicants have flexibility in determining the population(s) they propose to serve, so long as program participants comply with the following SMPP eligibility criteria:
• An individual or household with a permanent address in Santa Monica; or • A student currently enrolled in a Santa Monica public school (for school-based services).

Council adopted more specific criteria for programs proposing to serve people experiencing homelessness (individuals or families), which ensure HSGP-funded programs prioritize people with the strongest ties to Santa Monica and with the most complex needs in a limited resource environment. This criteria was modified in January 2025, bringing the number of years a person needs to be homeless in Santa Monica from five years down to three years for single adults and one year for families. Staff do not propose any further changes. A person experiencing homelessness who does not meet SMPP criteria can instead be served by County or other regional resources, and providers are encouraged to have a referral process to connect these individuals with appropriate care. A list of all proposed SMPP eligibility criteria can be found in Attachment I, Section 2.

Agency Eligibility
To apply for HSGP funding, an agency must be a non-profit registered 501(c)(3) organization with a board of directors or a hospital, educational, or health care institution with a governing board and maintain an accounting system in accordance with Generally Accepted Accounting Principles (GAAP). An agency must also certify they are and will remain in compliance with city and federal regulations as well as laws that prohibit discrimination in hiring or provision of services and are in Good Standing with the State of California Office of the Secretary of State.

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If awarded funding, an agency must possess a current and valid Santa Monica business license for each Santa Monica location where services will be provided, have an established Grievance Procedure/Policy for participants, and submit a Good Neighbor Agreement. A list of all proposed agency eligibility criteria can be found in Attachment I, Section 3.

Program Evaluation
HSGP programs are intended to be data-driven and have lasting positive impacts on the lives of participants. Quantitative data, contextualized with qualitative program descriptions, help assess a program’s performance and can identify what is working and where adjustments are needed. HSGP-funded programs are required to report on program performance twice during the fiscal year, at mid-year and at year-end, and must submit a program report with a qualitative performance description and report on performance indicators including outputs and outcomes.

Programs must define a minimum of two and a maximum of five indicators to assess their impact. An indicator is a pair of one output and one outcome. Outputs describe the result of an activity and can include number of people served or number of services performed, while outcomes assess measurable impacts to participants’ lives and improvements resulting from the program. Indicators should be specific, measurable, achievable, relevant, and time-bound (SMART) and assess progress during the program year. The following is an example of a performance indicator, which includes one output and one outcome:

Example Performance Indicator
Metric
Type Description
Annual
Target
Documentation
Method
Indicator
1 Output # of vulnerably housed participants
who receive case management
100
SMPP
Case management
database
Outcome # of participants who remain housed 95
SMPP
Case management
database
Applying programs should adhere to the requirements above. The City may grant exceptions to how indicators are designed for HSGP-funded programs on a case-bycase basis.

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Cash Match or Living Wage Options
In recognition of the fact that staff retention is a significant challenge among nonprofits in Santa Monica and across the region, the HSGP seeks to fund agencies at a level that allows them to pay program staff a living wage. Historically, HSGP grantees have been required to provide a 30% cash match, meaning City funds could be used to cover up to 70% of the cost of services to SMPP and agencies had to secure non-City funding for the balance of those costs. For the FY 2027-31 funding cycle, applying agencies will have the following options:

1. Provide a minimum 30% cash match and pay staff at a rate set by the agency; or

2. Agree to meet the City’s Minimum Wage ($25.00 per hour for FY 2026-27 and adjusted annually) (see Attachment J, Living Wage Certification) for all staff billed 90% or more to the HSGP program and waive the cash match requirement (i.e., programs that pay all HSGP-funded staff a minimum of $25 per hour will not be required to provide cash match).

Programs that are unable to pay staff the City’s minimum wage, due to organizational limitations or other reasons, can maintain current salaries and provide cash match.

Programs that agree to meet the City’s minimum wage will not be required to provide cash match. The intention is to free up funding that would otherwise be used for match to help make it more feasible for programs to meet minimum wage. The Living Wage Cash Match Waiver guidelines are in Attachment I, Section 4.

Scoring
Complete proposals will be scored under program and fiscal categories and will include a program plan; program budget, evaluation, and demographics workbook; and supporting documentation. The RFP will include a detailed scoring chart that aligns each application component with an evaluation criteria and corresponding maximum point value. Proposals will be scored by a review panel made up of City staff and external subject matter experts.

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Program Scoring
The review panel will score the program category based on the description of the proposed program; past monitoring reports; organizational capacity; policies, and procedures; and proposed participant outcomes. Below is a description of each area along with its point allocation:
• Program Summary (25 points): Proposals must demonstrate how the program provides an eligible service, serves a relevant target population, and leverages best practices. They must describe how services are culturally appropriate, accessible, and sensitive to economically, ethnically, and socially diverse populations.
• Past Program Performance, Policies and Procedures, and Organizational Capacity (25 points): Proposals must include reports from the agency’s largest funder for the last two fiscal years, to indicate their history of providing high impact, fiscally sound services. They must include a program plan and staffing structure that indicates sufficient infrastructure to operate the proposed program and demonstrate strong partnerships and integration into City and regional systems of care. Organizational policies and practices should also be included that address diversity, equity, and inclusion (DEI) for participants and staff. • Program Evaluation (10 points): Proposals must describe the intended impact of the program. They should include indicators that align with the guidelines described above under Performance Evaluation and specify a plan to collect data and measure progress.
• Employee Retention (10 points): Proposals must describe organizational initiatives designed to encourage staff retention by promoting the physical, mental, and financial health of their workforce.

Fiscal Scoring

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The review panel will score the fiscal category based on the program budget, audited financial statements, and recent monitoring reports. Below is a description of each area along with its point allocation:
• Program Budget (15 Points): Program budgets should outline all anticipated expenses associated with the program to determine if overall costs are reasonable, salaries are adequate, and non-city funds are sufficiently leveraged and/or eligible staff salaries meet the City’s Living Wage requirement. • Audited Financial Statements and Past Financial Performance (15 points):

Proposals must include the agency’s three most recently completed audited financial statements to determine if there are any outstanding findings or concerns. They must also include the most recent monitoring reports from the agency’s largest funder to assess concerns around spend-down issues, returned funds, ability to meet cash match requirements (as applicable), and/or any other fiscal-related findings.

Additional reference materials that will be available to the review panel are (1) fiscal and programmatic monitoring reports from the City’s internal auditor, Baker Tilly, LP, and (2) City-issued performance review letters for agencies currently funded by the HSGP.

Next Steps
Dependent on Council input and approval, staff will release the FY2027-31 HSGP RFP in September 2026. The RFP will remain open for several months, during which time staff will hold a bidders’ conference. In Spring of 2027, staff will return to Council with funding recommendations. Staff will include funding awards in the budget study session in May 2027, and final HSGP funding awards will be made as part of biennial budget adoption in June 2027. The FY2027-31 HSGP funding cycle will begin July 1, 2027.

Environmental Review
Approval of the funding guidelines is not a “project” subject to CEQA. This approval will allow staff to release an RFP to solicit proposals for social service programs. Pursuant to CEQA Section 21065, the form does not meet the definition of a “project” subject to CEQA as it will not “cause either a direct physical change in the environment, or a

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reasonably foreseeable indirect physical change in the environment.” Additionally, per Section 15378(b) of the CEQA Guidelines, a “project” does not include continuing administrative or maintenance activities, such as general policy and procedure making.

Therefore, it can be seen with certainty that approval of the guidelines will not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Financial Impacts and Budget Actions
There is no immediate financial impact or budget action resulting from the recommendations in this report.

For FY 2027-28, the first year of the new grants cycle, the total projected amount allocated to the HSGP is $9,198,587. Staff will return to Council with proposed HSGP funding recommendations in the Spring of 2027 in preparation for the FY 2027-29 biennial budget process. At that time, in order to meet the growing need for services, enhance grant amounts to allow HSGP-funded programs to pay their staff living wages, and incorporate COLA adjustments through FY2027-28 – staff anticipate recommending an increase to the HSGP budget for the FY 2027-31 cycle. Staff will consider all available funding sources, including City Measure GS dollars and County Measure A funds, to minimize the potential impact on the City’s General Fund.

Prepared By: Nicole Liner-Jigamian, Human Services Administrator – Fiscal Approved Forwarded to Council
Attachments:

A. Attachment A. Santa Monica Aging and Disability Action Plan B. Attachment B. Homelessness Strategic Plan 2025-2030
C. Attachment C. Renter Protections Program Situational Analysis D. Attachment D. Behavioral Health Reports

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E. Attachment E. Approval of FY 2023-27 HSGP Funding Guidelines (Web Link) F. Attachment F. Approval of FY 2023-27 HSGP Funding Recommendations (Web Link)
G. Attachment G. Authorize Contract Modifications for Social Emotional Wellness Initiative, St. Joseph Center, and Family Service of Santa Monica to Expand Youth Behavioral Health Support (Web Link)
H. Attachment H. Authorize Contract Modification for Haven Neighborhood Services for Emergency Financial Assistance (Web Link)
I. Attachment I. Proposed HSGP 2027-31 Funding Guidelines J. Attachment J. FY26-27 Living Wage Certification
K. Written Comments
L. PowerPoint Presentation

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SEPTEMBER 2025
Santa Monica
Aging and Disability
Action Plan
City of Santa Monica
Housing and Human Services Department
Homelessness Prevention and
Intervention Division

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Contents
Acknowledgements
Executive Summary
Equity By Design: The Action Plan Advisory Committee
Values, Vision, Mission
Demographics Snapshot - Older Adults, People with Disabilities, and Caregivers
Community Needs Assessment
Process & Findings
Findings by Domain of Livability
Strategic Goals for Santa Monica’s Aging and Disability Action Plan Mobility, Access, & Inclusive Public Spaces
Connected & Resilient Community
Coordinated Communication & Outreach
Housing Stability & Affordability
Inclusive Emergency Preparedness
Next Steps
3 5
7 8
9 12
12 14
Appendices
18 18
20 22
23 24
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Acknowledgements
Santa Monica City Council
City of Santa Monica, Housing and Human Services Department, Homelessness Prevention and Intervention Division
California Department of Aging - Local Aging & Disability Action Planning Grant Program AARP
Action Plan Advisory Committee Members
Suleman Adeyemi, Co-Representative from City of Santa Monica Disabilities Commission Chris Baca, Community Member
Michael Baroff, Community Member
Glenda Berg, Community Member
Barbara Browning, Co-Representative from WISE & Healthy Aging Rene Buchanan, Community Member
Daphne Dennis, Community Member
Richard Diaz, City of Santa Monica Housing Division
Alex Elliott, Co-Representative from City of Santa Monica Disabilities Commission Janie Gates, Co-Representative from WISE & Healthy Aging John Kotick, Representative from Disability Community Resource Center Noelle Lewis, Community Member
Melissa Lo, Community Member
Patrick Nulty, City of Santa Monica Fire Department
Danny Price, City of Santa Monica Recreation & Arts Department Alfredo Torales, City of Santa Monica Department of Transportation Willa Wells, City of Santa Monica Human Services Commission

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Collaborative Partners
Disability Community Resource Center
WISE & Healthy Aging
Project Facilitators
City of Santa Monica Housing & Human Services Department Homelessness Prevention and Intervention Division
Alana Riemermann, MSW, Senior Human Services Analyst
Elizabeth Anderson Consulting
Elizabeth Anderson, MSW, MPH, Principal and Founder
Rachel Behl, MSW, MPH, Consultant
Jason Harley, M.Ed., MSW, PhD, Consultant
Abbe Land, Consultant
Community Open House and Photography Support
Emeritus Program of Santa Monica College
Photography by Christopher Franco
Thank you to Santa Monica community members and partners who engaged in the needs assessment process by sharing their time, insights and feedback to shape the Action Plan.

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Executive
Summary
Introduction
The Santa Monica Aging and Disability Action Plan is a three-year roadmap (from 2026 to 2029) to make Santa Monica a more age- and disability-friendly community.

Background
Santa Monica began developing its Aging and Disability Action Plan in fall 2023, when the City’s Housing & Human Services Department secured a grant from the California Department of Aging. This funding launched the City’s effort to create a local age- and disability-friendly action plan addressing the current, emerging, and future needs of older adults, people with disabilities, and caregivers. In spring 2024, the City kicked off the project, retaining a team from Elizabeth Anderson Consulting, and forming the Action Plan Advisory Committee in fall 2024.

Process
The Advisory Committee - composed of older adults, people with disabilities, caregivers, subject matter experts, City staff, and commissioners - led a community-driven planning process. The group adopted core values to guide its work, analyzed community demographics, and guided the design of the spring 2025 community needs assessment using the World Health Organization’s Domains of Livability as a framework. The needs assessment included a widely publicized community survey as well as a community open house event and a series of focus groups.

Community Insights
Nearly 70% of Community Survey respondents favorably rated Santa Monica as an age-and disability-friendly community - due to the City’s significant investments in agingand disability-focused work. Through the needs assessment activities, the community shared valuable insights into their lived experience in Santa Monica. A cross-cutting

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theme in these community dialogues was a deeply felt sense of vulnerability across the Domains of Livability which are the community features that impact well-being, including outdoor spaces, transportation, civic participation and employment, housing, health services and community supports, social participation, respect and inclusion, and communication and information. Based on these findings, the Advisory Committee created a set of responsive goals to address the most pressing community priorities.

Action Plan Goals & Themes of Community Livability
This Action Plan identifies achievable, strategic goals organized under five themes of community livability, as follows:

1. Mobility, Access, & Inclusive Public Spaces: Improve streets, public spaces, and transit to support safe, accessible mobility for older adults and people with disabilities, day and night.

2. Connected & Resilient Community: Strengthen community by expanding social connections, volunteerism, and support systems.

3. Coordinated Communication & Outreach: Provide timely, clear, and multilingual information through both digital and traditional channels.

4. Housing Stability & Affordability: Expand affordable housing and improve access to resources that help residents of all ages and abilities to remain stably housed.

5. Inclusive Emergency Preparedness: Boost community resilience through preparedness education, neighborhood support, and inclusive emergency services.

These goals advance equity, access, and quality of life for older adults, people with disabilities, and caregivers.

Implementation and Next Steps
Led by the Homelessness Prevention and Intervention Division in the Housing and Human Services Department, the team will coordinate the Action Plan implementation efforts. The Division will partner with a collaborative of City and community representatives to ensure lived experience remains central to implementation. This group will identify workflow processes and resources needed to reach each goal. The community will be updated regularly on progress towards the Action Plan’s goals through regular community presentations and information posted on the city website.

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Equity
By Design:

The Action Plan Advisory Committee
The Santa Monica Aging and Disability Action Plan is intentionally designed as a community-driven, equity-focused initiative grounded in the lived experience of older adults, people with disabilities, and caregivers who live and/or work in Santa Monica.

To ensure the plan reflects the realities and aspirations of the community, the City of Santa Monica and its consulting team facilitated a community-centered design process from the outset.

At the heart of this effort is the 16-seat Action Plan Advisory Committee – comprised of community members, subject matter experts, caregivers, older adults, people with disabilities, and representatives from City departments and commissions.

The Committee was formed through a broad outreach and recruitment effort to ensure diverse representation and a variety of expertise.

The Advisory Committee played a central role in shaping every aspect of the plan since their first convening in fall 2024. Members adopted shared values, reviewed demographic data, designed the community needs
assessment, and engaged in deep listening to understand what matters most to Santa Monica community members. Their contributions are the vision, values,
and strategic goals of the plan, providing a shared
commitment to building an even more inclusive,
responsive, and compassionate city—one where
all people can age and live with dignity, connection,
and purpose.

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Developed by the Advisory Committee
Values, Vision, Mission
Values
The Santa Monica Aging and Disability Action Plan is grounded in values that shape both process and outcomes:
• Respect – We honor the dignity of all individuals and value diverse viewpoints and lived experiences.
• Participation – We support active engagement, creating space for every voice to contribute meaningfully.
• Inclusiveness – We commit to communication and engagement that is accessible and culturally responsive.
• Joy in Process – We foster connection and community by making room for joy and shared moments.
• Care – We prioritize compassion and mutual support as essential to building an equitable city.
• Deep Listening – We practice active listening, ensuring feedback leads to thoughtful dialogue and responsive action.

Vision
The City of Santa Monica is a community where people of all ages, including older adults, people with disabilities, and caregivers, are respected, valued, included, and empowered to live with dignity, joy, and connection.

Mission
The City of Santa Monica honors and supports older adults, people with disabilities and caregivers by advancing inclusive policies, accessible infrastructure and a culture of respect, care, and participation. Through deep listening and communitycentered investment, we strive to create a livable city where everyone thrives.

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Older Adults,
People with Disabilities,
and Caregivers
Demographics
Snapshot
Older Adults
Santa Monica is home to a significant and growing population of older adults, people with disabilities, and caregivers. Today, nearly 20% of Santa Monica’s residents are 65 or older, which is a higher percentage than in Los Angeles County and the State of California. Of those, nearly half are over the age of 75, and more than one-third live alone—factors that increase vulnerability and highlight the need for tailored support systems. Ensuring language access is also essential for this community. Around 34% speak a language other than English at home, and nearly 18% have limited English proficiency, highlighting the need for multilingual services. Among the most common languages other than English are Amharic, Spanish, Chinese, Korean, and Farsi. While the older population is predominantly White (69.4%), a significant portion—about 30.6%—identify as people of color, including Latino, Asian, and Black residents. This racial and ethnic diversity, combined with language differences and varying health and income levels, shapes the diverse landscape of aging in Santa Monica.

Table 1: Demographic Snapshot of the Older Adults in Santa Monica

SANTA MON ICA LA COUNTY
Total Population
Older Adults (65y+)
% of Total Population
White 65y+
BIPOC 65y+
65y+ in Poverty
65y+ Living Alone
Non-English Speaking 65y+
Female 65y+
Adults 75y+
17,611

19.6%
12,222 (69.4%)
5,389 (30.6%)
2,941 (16.7%)
6,410 (36.4%)
3,117 (17.7%)
10,038 (57.0%)
8,418 (47.8%)
1,448,571
15%
549,008 (37.9%)
899,563 (62.1%)
208,594 (14.4%)
301,303 (20.8%)
524,383 (36.2%)
811,200 (56.0%)
605,503 (41.8%)
89,939 9,663,345

COMMUNITY SNAPSHOT
Source: American Community Survey (ACS, 2023)
Percentages in parentheses reflect proportions of the older adult population age 65+.

SANTA MONICA AGING AND DISABILITY ACTION PLAN - DEMOGRAPHICS SNAPSHOT Today, nearly 20% of Santa Monica’s residents are 65 or older, which is a higher percentage than in Los Angeles County and the State of California. Of those, nearly half are over the age of 75, and more than one-third live alone

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People with Disabilities
People are living with disabilities across their lifespan in Santa Monica and rates increase sharply with age. Disability rates under age 65 hover around 13%, but this statistic is likely underreported. Roughly 18% of residents aged 65 to 74 have at least one disability, and the prevalence increases to 42% among those 75 and older. These disabilities range from mobility and sensory challenges to cognitive and mental health conditions. Approximately 70% of older adults with disabilities in Santa Monica are women, highlighting important gender considerations in service planning (ACS, 2023).

Table 2: Percent of population with a disability in each age group Health Status
Chronic health conditions and social isolation are areas of concern as well. Data from Los Angeles County shows that Latino and Black older adults experience higher rates of diabetes, hypertension, and limited social support compared to their White and Asian peers. Additionally, the impact of Alzheimer’s disease and related dementias is increasing across Los Angeles County - this is currently the third leading cause of death among adults 65 and older, and dementia cases are expected to nearly double by 2030. In Santa Monica, these health condition trends are present as well, especially among residents who live alone or have limited English proficiency (LA County Public Health Reports, 2020; California Department of Public Health Alzheimer’s Disease Program, 2022).

SANTA MON ICA LA COUNTY
Under 5
5 to 17
18 to 34
35 to 64
65 to 74
75+

0.0%

3.5%

3.6%

6.0%

17.6%
42%

0.6%

4.3%

5.3%

9.4%

23.4%
50%

AGE GROUP
Source: American Community Survey (ACS, 2023)
Disability rates under age 65 hover around
13%, but this statistic is likely underreported.

Roughly 18% of residents aged 65 to 74 have
at least one disability, and the prevalence
increases to 42% among those 75 and older.

Latino and Black
older adults
experience higher
rates of diabetes,
hypertension,
and limited social
support compared
to their White and
Asian peers.

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Economic security is a growing challenge. The median income for older adults in Santa Monica is about $59,000, yet nearly 18% live below the federal poverty level—higher than the county average. People of color, particularly Latino and Asian older adults, are disproportionately represented among older adults living in poverty. Based on state-level data, an estimated 22% of people with a disability between the ages of 21 and 64 live below the poverty line (American Community Survey, 2023). Housing cost burden is especially high among older renters and homeowners with mortgages, many of whom spend more than 30% of their income on housing (American Community Survey, 2023). Among people experiencing homelessness on the Westside, 15% are aged 60 or older, and 41% are living with a disability (Los Angeles Homeless Services Authority Homeless Count data, 2024).

Caregivers
Caregivers are another critical support for older
adults and people with disabilities in Santa Monica.

In the broader Westside region, nearly one in four
adults provides care for a loved one. Many caregivers are older themselves or balancing multiple roles, such as employment and parenting. With dementia rates rising and a large percentage of older adults living alone, the need for both formal and informal caregiving support is expected to grow (UCLA Center for Health Policy Research, 2020).

Conclusion
Together, these demographic insights provide the foundation for Santa Monica’s Aging and Disability Action Plan. The Action Plan’s strategic goals are directly informed by this data and the voices of community members who participated in the 2025 Aging and Disability Action Plan community needs assessment.

Economic security is
a growing challenge.

The median income
for older adults in
Santa Monica is about
$59,000, yet nearly
18% live below the
federal poverty
level—higher than
the county average.

In the broader Westside
region, nearly one in four
adults provides care for
a loved one.

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Process & Findings
Community Needs
Assessment
Needs Assessment Process
To ensure the Action Plan goals are community-driven, the Advisory Committee developed the needs assessment to center the lived experience of Santa Monica’s older adults, people with disabilities and caregivers. The needs assessment collected people’s opinions, insights and experiences in Santa Monica across the Domains of Livability. The needs assessment was conducted February - April 2025 and promoted widely through City networks, community partners and a month-long advertising campaign in the Santa Monica Daily Press, both online and in print. The needs assessment offered opportunities to engage virtually, in-person, and in multiple languages, including American Sign Language.

The following activities brought a diverse perspective of community thoughts, needs and ideas into conversation:

Survey respondents were asked to voluntarily provide demographic information, which was reported as follows:

COMMUNITY
SURVEY
AGE
Average: 71.6 years
Median: 73 years
GENDER
Female: 75%
Male: 25%

RACE/ETHNICITY
White: 78%
Black: 5%
Latino/a: 7%
Asian: 7%
Native American: 3%

DISABILITY STATUS
35% indicated having
at least one disability

CAREGIVER STATUS
Current caregiver:

Unpaid: 10%
Paid: 3%
Former caregiver:

Unpaid: 39%
Paid: 5%
Not a caregiver: 43%

ZIP CODE
90401: 9%
90402: 9%
90403: 24%
90404: 22%
90405: 30%
Outside
Santa Monica: 7%

ANNUAL HOUSEHOLD INCOME
Under $25,000: 21%
$25,000 - $49,999: 19%
$50,000 - $99,999: 14%
More than $100,000: 20%
Decline to state: 26%

HOUSEHOLD SIZE
1 person: 53%
2 people: 35%
3 people: 7%
4 people: 3%
More than 4: 2%
484 responses

COMMUNITY

OPEN HOUSE
50 attendees

COMMUNITY MEMBER

FOCUS GROUP

SERVICE PROVIDER

FOCUS GROUP
10 attendees 10 attendees

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The framework for gathering community input for the Action Plan was designed using the World Health
Organization’s Domains of Livability;
created to help cities become more
age- and disability-friendly. The
domains include key areas such
as housing, transportation, social
participation, and access to health
services—factors that influence
how well people can age and live
with dignity in their communities.

Needs Assessment Findings
Overall, community sentiment is positive - nearly 70% of survey respondents rated Santa Monica favorably as an age- and disability-friendly community. The focus groups and community conversations provided valuable insights into what is working well, what could be improved, and what steps can help make
Santa Monica even more age- and disability-friendly
moving forward.

A cross-cutting theme in the focus groups and community conversations was a deeply felt sense of vulnerability.

This vulnerability presented in people’s stories about
feeling isolated and disconnected from community life;
their concerns about housing affordability and aging in the community as their needs change; and facing barriers
and safety concerns related to using public transit,
sidewalks, busy crosswalks and other public open spaces.

SANTA MONICA AGING AND DISABILITY ACTION PLAN - COMMUNITY NEEDS ASSESSMENT Nearly 70% of survey respondents rated Santa Monica favorably as an age- and disability-friendly community.

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Findings by Domain of Livability
Community Needs
Assessment
Community Needs
Community Needs
The community would benefit from expanded and flexible
options that accommodate diverse mobility needs,
including evenings and weekends.

There is a need for well-maintained, accessible sidewalks, pathways and streets, increased public restroom availability, improved lighting, and inclusive design that supports people of all abilities.

Most common ways of getting around:
70% drive own car
70% walk
39% take Big Blue Bus
Public transit concerns are safety related:
61% while riding
55% at bus stops
75% say city libraries were rated the most
age- and disability-friendly city facilities
Beaches and city hall were rated as less
age- and disability-friendly city spaces
74% say sidewalks meet needs
40% are satisfied with sidewalk maintenance
Key concerns about the public right of way are:
48% unsafe intersections
42% streets

SURVEY INSIGHTS

TRANSPORTATION

OUTDOOR SPACES

AND BUILDINGS

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98% have health insurance and a regular place
for healthcare
15% find it difficult to afford food
56% have been caregivers
Top caregiving challenge is emotional stress
and burnout (selected by 73% of caregivers)
75% reported daily social contact and
81% feel satisfied with their current level
of social contact
65% participate in community activities
34% want to participate but cannot
Community Needs
Community Needs
There is a need for more coordinated services,
expanded access to in-home care, and increased
support for caregivers to sustain their own health
and independence as they care for others.

Community members are seeking more culturally relevant, local, and inclusive opportunities for connection to reduce isolation and foster community belonging.

SURVEY INSIGHTS

SURVEY INSIGHTS
SOCIAL

PARTICIPATION

COMMUNITY AND

HEALTH SERVICES

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Santa Monica welcomes all: 84% agree
Feel respected: 82% agree
Feel included: 77% agree
Mobility challenges is the most common
disability-related barrier to participation: 66%
58% of respondents do not feel financially
secure for retirement
32% are employed or looking for work
36% currently volunteer
There is a need to promote public awareness about
aging and disabilities, including dementia-friendly
practices, to ensure all individuals feel seen, respected, and valued in community spaces.

The community would benefit from increased access
to flexible and meaningful volunteer and employment
opportunities, as well as easier pathways to civic
participation.

SURVEY INSIGHTS

CIVIC PARTICIPATION

AND EMPLOYMENT

RESPECT AND

INCLUSION
Community Needs
Community Needs

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Packet Pg. 809 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) SANTA MONICA AGING AND DISABILITY ACTION PLAN - COMMUNITY NEEDS ASSESSMENT P.17 Cited as the most pressing reasons people would
consider moving:
49% Housing costs
39% Cost of living
62% are not aware of aging-in-place resource
During an emergency:
21% need assistance from emergency personnel
30% need transportation assistance
32% are not prepared or need help preparing for
a 72-hour emergency
Top sources of information:
65% Santa Monica Daily Press
47% SaMo News
46% word of mouth
40% internet websites
Preference for printed materials and personal outreach
To ensure everyone can stay informed and connected,
clear, simple, multilingual, and accessible communication is needed across both digital and non-digital platforms.

There is a growing demand for more affordable, accessible, and diverse housing options that support residents to age in the community as their needs change.

SURVEY INSIGHTS

SURVEY INSIGHTS
Community members would benefit from inclusive,
easy-to-understand emergency preparedness resources—
especially those that do not rely solely on digital access.

SURVEY INSIGHTS

COMMUNICATION

AND INFORMATION
Community Needs

HOUSING
Community Needs

EMERGENCY

PREPAREDNESS
Community Needs

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Packet Pg. 810 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.18
For Santa Monica’s Aging and Disability Action Plan
Strategic Goals
The Action Plan identifies achievable, strategic goals organized under five themes of community livability.

The Action Plan’s strategic goals advance City Council priorities of economic opportunity and growth; clean streets and safe neighborhoods; and affordable, livable and secure housing for all.

The Action Plan also connects with interdepartmental strategic plans spanning mobility, homelessness, housing, equity and diversity, ADA accessibility, parks and recreation, behavioral health, public safety, and emergency preparedness, as well as regional and statewide initiatives like Purposeful Aging Los Angeles and the California Master Plan for Aging.

Quotes below are from community members who
participated in the 2025 needs assessment activities.

MOBILITY, ACCESS, & INCLUSIVE PUBLIC SPACES
Domains of Livability: Transportation; Outdoor Spaces
and Buildings
Community priorities in this area inform the focus on improving the public right-of-way and creating more vibrant, welcoming outdoor spaces and public facilities that ensure accessibility for the diversity of ways people move, rest, and navigate in these environments throughout the day and night. Additionally, there is a focus on increasing flexibility, comfort, and accessibility of transit choices while acknowledging that driving and walking continue to be an important option for older adults and people with disabilities to safely get to and from community locations. "I think it has the
ability to be a really
great age friendly
city in terms of
accessibility,
especially [since]
certain areas are
so walkable.”
– Community Member

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Packet Pg. 811 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.19
“You can’t get
across Wilshire
Boulevard before
the light changes.”
– Community Member
Goals:
a. Expand On-Demand Transit - Expand operating hours of the Mobility on Demand Every Day (MODE) transportation service for adults aged 65+ or 18+ with a disability to 8am - 6pm, seven days a week. Note: current operating hours are M-F, 8am-4:30pm; Saturday, 8:30-4pm,
Sunday service is currently suspended.

Complete by Year 3.
b. Place Seating at More Bus Stops - Install and
maintain seating at 85% of all bus stops in the City,
prioritizing high-usage routes and areas with higher
concentrations of older adults and people with
disabilities. Complete by Year 3.
c. Enhance Safety on Public Transit - Big Blue Bus to continue its focus on cleanliness and safety by maintaining transit security officer hours on local bus routes. Implement Year 1- Year 3. d. Create an Aging Lens for Equity - Informed Mobility and Safety Enhancements – Create tools to determine and map density and location of older adults and people with disabilities. This data would be used by City departments (Public Works Department and Department of Transportation) when evaluating roadway and public right of way safety enhancements (e.g., crosswalks enhancements and sidewalk repairs).” Complete by Year 3.
e. Repair Sidewalks on a Regular Basis - Public Works Department to continue its focus on public safety and accessibility by repairing two sidewalks a month per City Sidewalk Repair Policy.

Implement Year 1- Year 3.
f. Increase Accessibility in City-Owned Facilities -
Propose a Capital Improvement Project in the City’s
FY 26-27 Biennial Budget to conduct the City’s
required ADA compliance audit of City-owned facilities
(buildings, parks, outdoor spaces) to create an ADA
transition plan, with an enhanced recommendation
or wayfinding to support access and circulation
Implement Year 1; Complete by Year 3.
“I need a bench every few
blocks…it’s not a luxury,
it’s how I can still leave
the house without fear.”
– Community Member
"I would love to
join a garden group,
but the path there
is gravel and I use
a walker.”
– Community Member

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Packet Pg. 812 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.20

CONNECTED & RESILIENT COMMUNITY
Domains of Livability: Community and Health Services; Social Participation; Respect and Inclusion; Civic Participation and Employment Community priorities in this area focus on strengthening community by creating social experiences, volunteer opportunities and spaces to purposefully connect older adults, people with disabilities, and caregivers. The focus also includes enhancing public system readiness to respond to the unique needs of this population.

Goals:
a. Enhance Social Opportunities for Youth with Disabilities - Identify internal or external funding sources to reinstate Santa Monica Adaptive Recreation and Sports Social Club, and Explorer's Program, to create social experiences for people with disabilities ages 13+, and their friends, via weekly social connection, and monthly excursions, supported by a City staff member and volunteers. Complete by Year 3.
b. Strengthen Intergenerational Connections - Pilot four intergenerational programs at existing community hubs with potential partners to include City departments and community organizations and groups. Complete by Year 2. c. Explore Feasibility of a Santa Monica Village - Study models and funding sources to determine feasibility of seeding a grassroots, neighbor-to-neighbor Santa Monica Village, which is a volunteer-driven organization that builds community through social programs, and coordinates support services like
non-medical household tasks and
transportation. Complete by Year 3.
d. Increase Caregiver Support -
Expand and promote support
programs for family caregivers in
partnership with community organizations, with the goal of increasing caregiver participation; inclusive of
support groups, trainings, caregiver
check-ins, respite care, and mental
health help. Complete by Year 2.
“Want to go out at
night? Apparently
we don’t. Want to go
to church on Sunday?
You can’t get there
without a car…
it’s hard to find
someone to help.”
– Community Member
“Just tell me
where to go and
what I can do.

I’m not done
giving back.”
– Community Member
“It’s a very
frustrating and
lonely endeavor
to be a caregiver…
we need a support
social group where
we can vent, exchange guidance,
and feel heard.”
– Community Member

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Packet Pg. 813 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.21
e. Reduce Isolation and Strengthen Connection to Community Services - Complete an inventory of friendly calling programs serving older adults and people with disabilities in Year 1. Use findings to identify service gaps, inform upcoming funding opportunities, and guide updates to the City’s online resource listings. Complete Year 1.
f. Increase Awareness about Government Benefits -
Host annual in-person resource fairs focused on topics
such as Medicare, Medicaid, Social Security, and care
services at libraries, senior centers, and other community locations. Host two events annually, helping 200+ people each year. Implement Year 1 - Year 3.
g. Host Community and Health Services Information
on City Website - Create a comprehensive listing of
community and health services on the City’s website to
be shared with residents via a variety of communication methods. Resources to include links to City programs, non-profit agencies, social events/clubs, and other government services for older adults, people with disabilities and caregivers. Complete by Year 3.
h. Enhance Police Responsiveness to the Needs of Elder and Dependent Adults - Every two years, provide training to educate Santa Monica Police Department’s sworn officers on how to best respond to and assist elder and dependent adults. Implement Year 1 - Year 3.
“It’s not just
about getting
services — people
want to be part of
something. They
want to feel like
they still belong.”
– Community Member

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Packet Pg. 814 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.22

COORDINATED COMMUNICATION & OUTREACH
Domains of Livability: Communication and Information;
Community and Health Services
Community priorities in this area inform the focus on empowering people with easy to understand, timely, and multilingual information via channels that take advantage of technology while continuing to use traditional, printed, and interpersonal communication methods.

Goals:
a. Inventory of Outreach and Promotion Tactics - Produce an inventory of existing communication and outreach tactics across departments.

Complete by Year 1.
b. Standardize Outreach and Promotion Tactics - Enhance the City’s communication/outreach protocol with standardized guidance on how to promote information through tactics that connect with the range of ways people get information beyond digital, e.g. print, word-of-mouth, flyers, mail, billboards, information posted at City and community-partner locations; leverage digital accessibility standards, and provide guidance on strategies to equitably engage diverse older adults, people with disabilities and caregivers. Complete by Year 3.
“Make it bigger.

Make it simple.

No fancy
language.”
– Community Member
“So many people I
know don’t use the
computer. It becomes
a clique – those who
get the information
and the rest of us who
don’t hear anything.”
– Community Member

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Packet Pg. 815 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.23

HOUSING STABILITY & AFFORDABILITY
Domains of Livability: Housing
Community priorities in this area focus on increasing housing stability by expanding affordable options and making housing resources focused on retention easier to find, understand, and use for people across ages, abilities and incomes.

Goals:
a. Expand Rental Assistance - Increase the number of older adults and people with disabilities receiving financial assistance to maintain housing or cover basic living expenses by 30%. Complete by Year 3.
b. Expand the City’s Preserving our Diversity (POD) Program - Increase the number of participants in the POD program from 220 to 300 people.

Complete by Year 3.
c. Increase Awareness about Housing Resources - Host three housing workshops annually with information for older adults and people with disabilities —held at libraries, parks, or nonprofit community partners—focused on resources that support housing retention and address housing crises, reaching a total of 100 attendees. Implement Year 1- Year 3.
d. Develop more Affordable Housing for Older Adults
and People with Disabilities - Develop or enter into predevelopment for 50 low income, 50 very low income, and 50 extremely low income units for older adults and people with disabilities, for a total of 150 affordable units.

Complete by Year 3.
"...I feel like I am part
of the community. I
have lived here. It’s
my community."
– Community Member
“Every year the rent
goes up. I don’t know
how much longer I
can stay where I am.”
– Community Member

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Packet Pg. 816 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.24

INCLUSIVE EMERGENCY PREPAREDNESS
Domains of Livability: Emergency Preparedness
Community priorities in this area inform the focus on fostering community resilience by expanding emergency preparedness education, strengthening neighborhood capacity, ensuring support for residents with access and functional needs.

Goals:
a. Increase Support Available to Vulnerable
Populations during Emergencies - Host four
community enrollment events annually to encourage
older adults and people with disabilities to register
for the Santa Monica Fire Department’s Community
Connect – a free emergency preparedness program
which allows residents to share details about their
household’s access and functional needs (including
pets) to inform the Fire Department’s situational
awareness during emergencies. Goal to outreach
to 1,000 households total from this target population.

Complete by Year 3.
b. Increase Emergency Preparedness among Older Adults and People with Disabilities - Host four emergency preparedness educational and outreach events annually with a specific focus on preparing older adults and people with disabilities. Work with Santa Monica Neighborhood Councils, places of worship, libraries, non-profit organizations, schools, and other community-based settings to promote the trainings. Implement Year 1 - Year 3.
c. Support Property Manager Readiness for Emergency Evacuations - Identify and promote existing resources that outline evacuation steps for building managers and provide to 100% of Assisted Living and Senior Housing facilities in Santa Monica. Complete by Year 2.
“If the power
goes out, I lose my
oxygen. I need to
know someone
will come help me.”
– Community Member

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Packet Pg. 817 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.25
d. Enhance City’s Emergency Management Plans for Safe
Evacuation of People with Access and Functional Needs – In alignment with Local Hazard Mitigation Plan commitments, City emergency management, first responders and other service providers to create all-department city evacuation plan, focusing on wildfire, tsunami and dam inundation evacuation.

Plan to include processes to support the safe evacuation of people with access and functional needs, including those in assisted living or high-rise buildings and those without access to private transportation. Complete by Year 1.
e. Enhance Transit Partners Readiness for Emergency Evacuations – As part of city’s evacuation planning process, City Office of Emergency Management and Santa Monica Fire Department to convene local transit partners to contribute to city’s emergency evacuation planning process. Once plan is approved, transit partners to review annually for updates (e.g., evaluating evacuation routes, potential of expanding Big Blue Bus MODE service area or services hours under emergency declaration). Complete by Year 2.
f. Increase Availability of High-Rise Building Evacuation Tools - Santa Monica Fire Department to identify and secure external funding resources to install evacuation chairs or other emergency evacuation devices (e.g., Med Sled) in 5 high-risk buildings. Complete by Year 3.
“We don’t need a
flashy plan—we need
to know someone
has our back.”
– Community Member

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Packet Pg. 818 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) P.26
Moving from Planning to Action
Next Steps
The Santa Monica Aging and Disability Action Plan marks the beginning of a three-year effort to make the community even more age- and disability-friendly.

With strategic goals in place, the next steps focus on partnership, implementation, and progress tracking.

To build community awareness and broad momentum around Santa Monica’s priority to become even more age- and disability-friendly, progress towards the Action Plan goals will be shared with the community via regular community presentations, written updates to City Council, on the City website, and via social media posts. At the end of the three-year implementation, the City will assess the impact of implementing the plan and submit a progress report to AARP as part of expectations of being a member of the AARP Network of Age-Friendly States and Communities.

The City is committed to transparency, deep listening, working with community partners and an adaptive implementation of the process to reach the goals of Santa Monica’s Aging and Disability Action Plan.

We invite the community to stay engaged - this is your plan! Online: santamonica.gov/aging-and-disability-action-plan Phone: (310) 458-2200 x. 5771
Email: [email protected]
City of Santa Monica
Housing and Human Services Department
Homelessness Prevention and Intervention Division

SANTA MONICA AGING AND DISABILITY ACTION PLAN - NEXT STEPS

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Packet Pg. 819 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendices: Santa
Monica Aging and
Disability Action Plan
SEPTEMBER 2025
Appendix A: Community Demographics Summary
Appendix B: Community Assets by Domain of Livability
Appendix C: Community Survey

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Packet Pg. 820 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Appendix A – Community Demographics Summary
Purpose
This report provides an overview of relevant publicly available data to inform the development of the Santa Monica Aging and Disability Action Plan (“Plan”) which is focused on improving community livability, and planning for the current and future needs of older adults, people with disabilities and caregivers. This data summary includes information about community demographics, health status, economic conditions, and caregiving needs. Where possible, Santa Monica-specific data is cited from the U.S.

Census and other sources; when needed, Los Angeles County trends are interpreted as a baseline projection for the Santa Monica community.

The forthcoming Plan is informed by a combination of the publicly available data below, and feedback from an extensive needs assessment process that engaged community members through surveys, focus groups, and a community open house.

Geography and Government Structure
Santa Monica covers 8.4 square miles on the western edge of Los Angeles County and is part of the county’s Service Planning Area 5 (SPA 5), which encompasses other Westside communities, including Beverly Hills, Culver City and Council District 11 of the City of Los Angeles. SPA 5 provides regional context and data beneficial for comprehensive health and social planning.

Santa Monica operates under a council-manager form of government. The sevenmember City Council acts as the city's legislative body, with policies implemented by the City Manager. This governance model supports effective administration and responsive services tailored to local needs.

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Packet Pg. 821 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Older Adult Population
Santa Monica has a significant and growing older adult population. Current estimates are detailed below:

Santa Monica LA County
Total Population 89,939 9,663,345
Older Adults (65y+) 17,611 1,448,571
% of Total Population 19.6% 15%
White 65y+ 12,222 (69.4%) 549,008 (37.9%)
BIPOC 65y+ 5,389 (30.6%) 899,563 (62.1%)
65y+ in Poverty 2,941 (16.7%) 208,594 (14.4%)
65y+ Living Alone 6,410 (36.4%) 301,303 (20.8%)
Non-English Speaking 65y+ 3,117 (17.7%) 524,383 (36.2%) Female 65y+ 10,038 (57.0%) 811,200 (56.0%)
Adults 75y+ 8,418 (47.8%) 605,503 (41.8%)
Source: American Community Survey (ACS, 2023),
*Note: Percentages in parentheses reflect proportions specifically of the senior population (65+).

Racial/Ethnic Composition
Santa Monica’s older adult population (65 and over) is majority White with representation from Asian, Black and Latino populations in the minority. The table below compares racial/ethnic groups for the population 65+.

Population 65y+ by Race and Ethnicity
Santa Monica LA County
Asian 10.40% 20.20%
Black 4.70% 8.40%
Latino 12.50% 31.00%
White 69.40% 37.90%
Other 3.00% 2.50%
Source: American Community Survey (ACS, 2023)

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Packet Pg. 822 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Language
Among Santa Monica residents aged 65 and older, approximately 6,829 (34%) speak a language other than English at home. Of these, 3,577 individuals—representing 17.7% of the older adult population—report speaking English less than “very well.” Common languages spoken include Amharic, Spanish, Chinese, Korean, and Farsi.

Sources: American Community Survey (2023); UCLA Center for Health Policy Research Population Living with a Disability
Data from Santa Monica and Los Angeles County show that disability rates rise sharply in older adulthood—particularly among those aged 65 to 74. In Santa Monica, 17.6% of residents in this age group report having a disability, compared to 6.0% of people ages 35 to 64.

Percent of population with a disability in each age group Age
Group
Santa
Monica
LA
County
Under 5 0.0% 0.6%
5 to 17 3.5% 4.3%
18 to 34 3.6% 5.3%
35 to 64 6.0% 9.4%
65 to 74 17.6% 23.4%
75+ 42% 50%
Source: American Community Survey (ACS, 2023)
Types of disabilities among people ages 65+ with a disability in Santa Monica Disability Type Prevalence
Sensory 16%
Physical 31%
Mental 16%
Self-care 14%
Go-outside-home 24%
Source: American Community Survey (ACS, 2023)
Racial/Ethnicity/Gender
Disability prevalence by race and ethnicity is relatively consistent—ranging from 8% to 10% across Asian, Black, Latino, and White populations. However, there is a

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Packet Pg. 823 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
noteworthy gender difference - an estimated 65% of older adults with disabilities in Santa Monica are women.

Sources: American Community Survey (2023)
Health Conditions by Race/Ethnicity (Ages 50 and Over)
Health Disparities
Health status among older adults varies significantly by race and ethnicity, particularly in Los Angeles County. County-level data serves as a baseline to estimate disparities in Santa Monica. Among people ages 50 and older, Latino and Black adults experience notably higher rates of chronic conditions such as diabetes and hypertension compared to their White and Asian counterparts. Mental health and social wellbeing also show disparities—Asian and Latino older adults are more likely to report limited social support and lower levels of physical activity. Health disparities in Santa Monica may appear less pronounced than rates in LA County but remain important, particularly when intersecting with language access and living arrangements.

Health Conditions by Race/Ethnicity for Age 50+ in LA County Latino White Black Asian
Diabetes 28.10% 13.60% 27.10% 18.10%
Hypertension 43.30% 39.90% 57.10% 43.30%
Depression 16.00% 19.30% 21.70% 11.10%
Limited Social Support 34.80% 10.90% 10.40% 39.60%
Gets Adequate Aerobic Exercise 20.20% 31.50% 29.40% 28.80% Source: LA County Public Health Reports (2020)
Alzheimer’s and Other Dementias
Alzheimer’s disease and related dementias have a profound and growing impact on older adults across Los Angeles County. This is currently the third leading cause of death among adults 65 and older. Dementia cases are expected to nearly double by 2030—especially among Latino, Asian, and Black communities. Santa Monica can anticipate a similar prevalence of Alzheimer’s and other dementias, which should be considered in the context of other demographic data points.

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Packet Pg. 824 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Older adults with Alzheimer’s or other dementias may be impacted by memory loss, disorientation, and managing daily activities. These challenges are magnified when individuals lack consistent support, which is important to consider given that 36% of Santa Monica’s older adults live alone. People living alone may face delayed diagnoses, difficulties following care plans, or increased safety concerns due to isolation.

Sources: LA County Public Health Reports (2020); California Department of Public Health Alzheimer’s Disease Program (2022).

Caregivers
Family caregivers are essential to the well-being of older adults and people with disabilities, often serving as the primary source of day-to-day support. In Los Angeles County, approximately 17% of adult men and 18% of adult women provide unpaid care.

While city-specific data is not available, Santa Monica is part of Service Planning Area 5 (SPA 5), where an estimated 24% of adults report providing care to a friend or family member in the past 30 days. Many of these caregivers are older adults themselves or are juggling multiple responsibilities like careers and parenting.

The demand for both unpaid and professional caregiving in Santa Monica is expected to grow, driven by several intersecting factors: an aging population, a high percentage of older adults living alone, and the predominance of women—who are statistically more likely to serve as caregivers and to need care as they age. Chronic illnesses and dementia-related conditions will further intensify this need.

Source: UCLA Center for Health Policy Research (2020)
Income and Expenses
Income and Poverty
Many older adults in Santa Monica rely on a mix of Social Security, pensions, retirement savings, and, in some cases, continued employment. However, income levels vary widely, and a significant portion of the older population lives on fixed incomes that struggle to keep pace with the city’s high cost of living. The median income for Santa Monica residents aged 65 and older is approximately $59,000, which is lower than the median for older adults in Los Angeles County. Poverty is present, 17.9% of Santa Monica’s older residents live below the federal poverty level—a rate higher than the

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Packet Pg. 825 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
county average. Among people with a disability ages 21-64, state-level data indicates 22% live below the poverty line (American Community Survey, 2023).

Older adults in Santa Monica experience poverty at higher rates than the general adult population. While 17.9% of residents aged 65 and older live below the federal poverty level, only 10% of adults ages 18 to 59 fall below that threshold. When poverty data among older adults is disaggregated by race and ethnicity, disparities emerge. For example, although White residents make up the largest share of the older adult population, Latino and Asian older adults are disproportionately represented among those living in poverty. The table below shows the racial and ethnic distribution of Santa Monica residents aged 65 and older who are below the federal poverty line.

Of Total Ethnic Group, Percent of Older Adults 65+ below Federal Poverty Line Santa
Monica
Los Angeles
County
Asian 3.36% 3.13%
Black 3.77% 2.70%
Latino 3.16% 1.53%
White 3.49% 2.45%
Source: American Community Survey (ACS, 2023)
Of Ethnic Group Population below Federal Poverty Line, Percent who are Older Adults 65+
Santa
Monica
Los Angeles
County
Asian 32.49% 27.65%
Black 16.37% 13.63%
Latino 33.19% 9.77%
White 29.88% 25.06%
Source: American Community Survey (ACS, 2023)
While local data on labor force participation among people with disabilities is not available for this report, national trends suggest that individuals with disabilities in Santa

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Packet Pg. 826 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Monica likely experience lower employment rates and reduced income-earning opportunities compared to the general population.

Labor Force Participation Rate
Santa Monica LA County
16 to 19 16.4% 26.3%
20 to 24 90% 71%
25 to 29 94.4% 85.1%
30 to 34 95.9% 85.6%
35 to 44 86.7% 83.6%
45 to 54 87.7% 82.5%
55 to 59 84.9% 75.5%
60 to 64 63.3% 62%
65 to 74 38.2% 30.9%
75 + 11% 8.5%
Source: American Community Survey (ACS, 2022)
Housing Status and Costs
Housing affordability remains a key determinant of economic stability for older adults.

Cost burdens vary significantly based on housing tenure—whether individuals rent, own with a mortgage, or own their homes outright. The table below presents the total number of renter and owner households in Santa Monica, along with the percentage of occupants by age group. Overall, approximately 73% of Santa Monica households are renters, while 27% are homeowners. Noteworthy, home ownership is concentrated in the 55+ population, which represents 61.5% of all Santa Monica homeowners.

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Packet Pg. 827 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Santa Monica Housing Status by Age
Age
Owner
Occupied
Renter
Occupied
15 to 24 0.55% 3.48%
25 to 34 6.07% 24.59%
35 to 44 13.30% 21.12%
45 to 54 18.58% 15.63%
55 to 59 10.39% 7.60%
60 to 64 10.90% 6.94%
65 to 74 21.81% 11.69%
75 to 84 12.86% 6.02%
85+ 5.53% 2.94%
Total 100% 100%
Source: American Community Survey (ACS, 2023)
The tables below illustrate housing cost burdens among older adults in Santa Monica and Los Angeles County across these categories. Notably, a substantial proportion of older renters and homeowners with mortgages in Santa Monica spend more than 35% of their income on housing, indicating a high level of financial vulnerability. Even older adults who own their homes without a mortgage are not exempt from cost pressures, facing ongoing expenses such as property taxes, maintenance, and utilities. These burdens, when coupled with fixed incomes and rising healthcare costs, increase the risk of housing instability.

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Packet Pg. 828 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix A: Community Demographics Summary
Housing Cost Burden by Housing Status
Older Adult Renters
Cost Burden Santa Monica LA County
Less than 30% 54% 43%
More than 30% 46% 57%
Older Adult Homeowners with a Mortgage
Cost Burden Santa Monica LA County
Less than 30% 61% 57%
More than 30% 39% 43%
Older Adult Homeowners without a Mortgage
Cost Burden Santa Monica LA County
Less than 30% 74% 83%
More than 30% 26% 18%
Source: City of Santa Monica and LA County Housing Data (2020) Homelessness
The challenges facing older adults and people with disabilities are even more acute among people experiencing homelessness. According to the 2024 Los Angeles Homeless Services Authority (LAHSA) Point-in-Time Count, 15% of people experiencing homelessness in Service Planning Area 5 are aged 60 or older, and 41% are living with a disability. The most commonly reported disabilities include substance use disorders, physical limitations, and serious mental illness.

Sources: American Community Survey (ACS, 2022 & 2023); City of Santa Monica and LA County Housing Data (2020); LAHSA Point-in-Time Count (2024);

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Packet Pg. 829 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix B - Community Assets by Domain of Livability
Appendix B - Community Assets by Domain of Livability
Outdoor Spaces & Buildings
Summary: The City of Santa Monica is committed to creating safe, accessible, and inclusive outdoor spaces and buildings that support the health and well-being of residents of all ages and abilities. From well-maintained parks and walking paths to agefriendly public buildings and rest areas, Santa Monica prioritizes design that encourages social connection, physical activity, and ease of access. Parks, sidewalks, and buildings that are clean, safe, and easy for everyone to use.

Assets include:
• Beach Accessibility: Santa Monica provides beach access paths leading to the water's edge and offers electric beach wheelchairs for day use, enhancing beach accessibility for individuals with mobility challenges. • Pier Access: The Santa Monica Pier is fully wheelchair accessible, including ramps and elevators, and features tactile and visual wayfinding elements. • Universally Accessible and Inclusive Playgrounds: North Beach, South Beach, Ishihara Park, and Marine Park Playgrounds are universally accessible playgrounds designed for children of all abilities, ensuring inclusive play opportunities. Douglas Park Playground will be reconstructed as an additional fifth inclusive playground, with the playground opening expected in Fall 2025. • Community Gardens - The City currently has five outdoor gardens that provide active living opportunities to Santa Monica residents and a way to engage in urban agriculture and create unique, biodiverse habitats that support our efforts to be a sustainable city through local food production, sustainable land stewardship, community composting, water conservation practices, and community engagement. The City is also working on two additional gardens: 19th Street Community Farm and Reed Park Community Garden. Community gardens are a source of pride for the community, and we actively look for ways to engage the greater community through our monthly programs, workshops and events. Gardens are therapeutic, energizing and an opportunity for socialization and community engagement.

Transportation
Summary: The City of Santa Monica offers a range of accessible transportation options designed to support the independence and mobility of older adults and people with disabilities. The City is focused on making transportation choices available that are safe, reliable, and convenient.

11.A.a
Packet Pg. 830 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix B - Community Assets by Domain of Livability
Assets include:
• Mobility On-Demand Every Day (MODE): Big Blue Bus has partnered with Lyft to introduce Mobility On Demand Every Day (MODE), the City of Santa Monica's shared-ride service for older adults and persons with disabilities. The MODE program provides members with greater options for freedom and mobility, by offering curb-to-curb, on-demand transportation - including wheelchair accessible rides, convenient payments, and much more.
• Active Aging Program Pilot: Supported adults aged 65 and older in utilizing various transportation options to enhance mobility, safety, and health. The program encouraged walking, bicycling, and transit use, aiming to improve older adults' quality of life.

Housing
Summary: The City offers affordable older adult housing options, including rentcontrolled apartments and Below Market Housing waitlists. Additionally, organizations like Wise & Healthy Aging provide various services to support older adults in housing.

The City is dedicated to helping older adults and people with disabilities find affordable housing and live comfortably as they get older or to remain living independently in the community.

Assets include:
• Below Market Housing (BMH) Waitlist: City-wide waitlist for affordable apartments in Santa Monica. Apartments in the BMH program are designated for households that make up to the area median income, and include units at both non-profit and market rate properties. Older adult-only buildings in the program include Magnolia Villas and Greenway Meadows, as well some apartments designated for households needing accessibility features. • Senior Section 8 Waitlist: Specifically for older adults, for three affordable buildings in Santa Monica: Santa Monica Christian Towers, Westminster Towers, and Nielson Villas. (Note: the waitlist is currently closed, but is active for those with existing applications).
• Preserving Our Diversity (POD): Provides cash-based assistance to lowincome, long-term Santa Monica residents aged 65 and older living in rentcontrolled apartments, helping them achieve a minimum monthly after-rent income.
• Low-Income Disabled Tenant Fee Waiver: This program waives the annual Rent Control registration fee for very-low-income tenants with qualifying disabilities, potentially reducing monthly rent costs.
• Very Low-Income Senior Fee Waiver: This program waives the annual Rent Control registration fee for very-low-income older adults (62 years or older), potentially reducing monthly rent costs.

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Packet Pg. 831 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix B - Community Assets by Domain of Livability
• Home Access Program - The Independent Living and Home Access Program, operated by the Disability Community Resource Center (DCRC), specifically supports housing stability and community living by funding home modifications for their program participants. These modifications are aimed at helping people— particularly older adults and individuals with disabilities—remain in their homes safely and independently.
• Continuum of Care Program: Managed by the Santa Monica Housing Authority, the program helps people with disabilities experiencing chronic homelessness secure permanent housing—either through tenant-based vouchers or referral to permanent supportive housing in the City of Santa Monica.

Social Participation
Summary: Santa Monica offers a vibrant array of programs and services to promote social participation among older adults and individuals with disabilities, fostering community connection, lifelong learning, and well-being. The City offers fun activities where people can meet others and feel part of the community.

Assets include:
• Santa Monica Public Library Programs & Events: Offers a variety of free programs, including author events, film screenings, concerts, and technology workshops, promoting lifelong learning and social engagement. • Santa Monica Reads: One of the longest-running community-wide reading programs in the United States, offering a unique opportunity for individuals to come together, read a shared book, and participate in enriching discussions and events. This program fosters a sense of connection and community, encouraging dialogue, understanding, and a shared love of literature across diverse audiences.
• Club de Oro para Adultos Mayores: A weekly program at Virginia Avenue Park that provides social and cultural activities for older Spanish-speaking adults, fostering community engagement.
• Memories & Movement Senior Club: A bi-weekly social club for older adults held at Virginia Avenue Park. Each week focuses on something new – including exercise, socializing, and learning from guest presenters on a variety of topics. • Club WISE: Wise and Healthy Aging offers a social club for older adults that provides weekly exercise classes, special community events and various workshops.
• WISE Diner: provides healthy lunches at the Ken Edwards Center and Reed Park in the City of Santa Monica to promote food security and social participation by older adults.
• Farmers Markets - Santa Monica Farmers Markets creates thriving, vibrant communities that are inclusive, connected, and diverse by promoting the prosperity of California farmers and small food businesses, preservation of the

11.A.a
Packet Pg. 832 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix B - Community Assets by Domain of Livability
agricultural arts and sustainable food systems. Four weekly markets on Wednesdays, Saturdays and Sundays, bring the farmers to Downtown, Main Street, and Pico neighborhoods.

Respect & Social Inclusion
Summary: Santa Monica is committed to fostering a community where all individuals regardless of age or ability feel valued and included. Through accessible public events and inclusive facilities, as well as meaningful community engagement efforts, the City ensures that older adults and people with disabilities are actively represented and supported in shaping the services and spaces that impact their lives.

Assets include:
• Accessible Public Events & Facilities - City events and cultural programs are designed to be inclusive, with accessible venues, sign language interpretation, mobility support, and outreach to older and disabled residents to encourage participation.
• Community Engagement & Representation- Through ongoing initiatives like the citywide Aging and Disability Action Plan, the City involves residents in shaping services and their environments. Feedback from older adults and people with disabilities directly informs planning, ensuring their needs and perspectives are respected and included.

Civic Participation & Employment
Summary: Santa Monica supports opportunities for all residents to actively participate in civic life. Through inclusive volunteer programs and advisory bodies like the Disabilities Commission and Human Services Commission, the City empowers community members to contribute their voices, shape local policies, and help build a more equitable and inclusive Santa Monica.

Assets include:
• Disabilities Commission: Advises on policies and programs to enhance accessibility and inclusion, aiming to improve the quality of life for people with disabilities in Santa Monica.
• Human Services Commission: Advises the City Council on priorities and strategies involving the well-being, equity, and needs of vulnerable residents, including older adults and people with disabilities.

Communication & Information
Summary: Santa Monica is dedicated to ensuring that all residents can easily access clear, inclusive, and accessible information. Through resources like the Santa Monica

11.A.a
Packet Pg. 833 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix B - Community Assets by Domain of Livability
Public Library, the City’s official website, and the guidance of the ADA Coordinator, the City promotes digital inclusion, ADA compliance, and effective communication to keep the community informed, connected, and engaged.

Assets include:
• Santa Monica Public Library Programs & Events: Offers a variety of free programs, including author events, film screenings, concerts, and technology workshops, promoting lifelong learning and social engagement. • City's Official Website: Offers comprehensive information on programs and services for older adults and individuals with disabilities, ensuring accessible communication.
• City of Santa Monica's ADA Coordinator: Plays a key role in ensuring that the City complies with the Americans with Disabilities Act (ADA) and promotes accessibility and inclusion across all City programs, services, and facilities.

Community Support & Health Services
Summary: Santa Monica offers a diverse network of health and social services designed to support the well-being of all residents, with a strong focus on older adults and individuals with disabilities. Through partnerships with organizations like WISE & Healthy Aging, Meals on Wheels West, the Disability Community Resource Center, and St. Joseph Center, the City ensures access to essential services such as meal delivery, transportation, case management, and specialized care. These coordinated efforts promote independence, reduce isolation, and enhance quality of life particularly for the most vulnerable members of the community.

Assets include:
• WISE & Healthy Aging: A nonprofit organization offering meal services, support groups, case management, peer counseling, and referrals to promote independent living among older adults.
• WISE & Healthy Aging Adult Day Center: Day services for individuals who are elderly and frail with Alzheimer's or other forms of dementia, Parkinson's, or the vestiges of a stroke.
• Meals on Wheels West: Delivers meals to homebound Santa Monica residents of any age, ensuring nutritional needs are met for those unable to prepare meals themselves.
• Disability Community Resource Center: Center for Independent Living dedicated to supporting the equality of life for people with all kinds of disabilities.

Provides financial assistance to low-income Santa Monica residents with disabilities and older adults experiencing financial hardship. • St. Joseph Center: The Santa Monica Older Adults Health and Wellness Program provides adults aged 55 and older who are living in Santa Monica with

11.A.a
Packet Pg. 834 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Appendix B - Community Assets by Domain of Livability
comprehensive case management to improve their economic stability, health, and wellness.
• WISE & Healthy Aging Care Management program for vulnerable older adults: The WISE Care Management and Santa Monica Fire Department (SMFD) launched a collaborative program to address the growing challenge of non-emergency 9-1-1 calls, especially from vulnerable, older adult residents in Santa Monica. This program was designed to provide a comprehensive care management system aimed at reducing the strain on emergency services while improving the quality of life for older adults with chronic health issues, social isolation, and other complex needs.

Emergency Preparedness
Summary: Santa Monica is committed to ensuring the safety and resilience of all residents through proactive emergency planning and response. With dedicated first responders and programs led by the Office of Emergency Management and the Police and Fire Departments, the City provides vital tools like Community Connect to support effective, informed emergency response. The City is focused on ensuring inclusive preparedness and coordinated support before, during, and after emergencies.

Assets include:
• Community Connect: Launched through the Santa Monica Fire Department, Community Connect is a vital piece of technology that provides first responders with critical information regarding residences or businesses. This information, which the homeowner or business owner inputs, allows first responders to make strategic and tactical decisions enroute should the need arise for us to respond in an emergency. Having information such as floor plans, pets, or specific medical needs will assist responders in those critical moments when every second matters.
• Office of Emergency Management: Emergency Services & Preparedness (ESP) administers the implementation of extensive disaster planning, training and proactive community-based preparedness programs to ensure that the City of Santa Monica is a disaster resilient community. ESP also oversees the operation of the City's Emergency Operation Center (EOC). The EOC provides a central command center for all City departments and external response stakeholders to work collaboratively to respond to and recover from all unplanned emergencies/disaster events and large planned events within the City of Santa Monica. The Office of Emergency Management has an identified Access and Functional Needs (AFN) Coordinator as part of the City’s EOC staffing to ensure that special attention is given to issues affecting various AFN communities.

11.A.a
Packet Pg. 835 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

AGING AND DISABILITY ACTION PLAN

COMMUNITY SURVEY
City Hall
City Libraries
City Parks - including playgrounds, meeting
rooms, restrooms, gardens, open Space, e.g.,
Marine Park, Reed Park, Palisades Park
City Community Hubs - Virginia Avenue Park
(VAP) Reed Park’s Joslyn Hall, Annenberg
Community Beach House, Swim Center
No
Excellent Good Poor Fair
Your voice matters – the City of Santa Monica is developing an Aging and Disability Action Plan, and we want to hear from you! This short survey will help us to understand your experiences and develop ideas to help Santa Monica become even more ageand disability-friendly.

This survey will take about 15-20 minutes to complete. Individual responses to the survey are confidential and anonymous. Feel free to skip any questions that don’t apply to you.

Your input will help us create the City’s Aging & Disability Action Plan for a more inclusive and supportive community for older adults, people with disabilities, and caregivers. The Action Plan will be presented to the City Council for adoption in September 2025.

Survey responses are due April 1, 2025.

Thank you for helping us build a more age- and disability-friendly Santa Monica! An age- and disability-friendly community supports the inclusion, accessibility, and well-being of individuals across all ages and abilities. It removes barriers and promotes equity, independence, and full participation in community life.

1. Overall, how would you rate Santa Monica
as an age- and disability- friendly
community?
Yes No Don’t Know
Yes No Don’t Know
Yes No Don’t Know
Yes Don’t Know
Other City Facilities - e.g., Santa Monica Institute
(SMI), Childcare Recreation Enrichment Sports
Together (CREST), Police Activities League (PAL)
Yes No Don’t Know
City Beaches - including playgrounds,
restrooms
Yes No Don’t Know

2. Do you feel the following locations in
Santa Monica are age and disability-friendly
spaces?
Appendix C: Community Survey
Appendix C: Community Survey

11.A.a
Packet Pg. 836 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) If there is a specific city location that you feel is not age or disability friendly, please list the location name and details:

3. How do you get around Santa Monica for things like: shopping, dining, errands, health appointments, socializing? (select all that apply) Friend or family drives me
Drive my car LA County Access Paratransit
Taxi/Uber/Lyft Bus- Big Blue Bus
Walk Mobility on Demand Everyday (MODE) - Big Blue Bus
Bus - LA Metro
I do not leave my house On-demand e-scooter/e-bike
Expo Line - LA Metro Bike
Other (please specify):

Accessible sidewalks Yes No Don’t Know
Maintenance and repairs of sidewalks Yes No Don’t Know
Accessible curb ramps Yes No Don’t Know
Well-lit, safe streets for all users (pedestrians,
bicyclists, drivers) Yes No Don’t Know

4. Do these mobility-related features of the city meet your needs when getting around Santa Monica?
Well-lit, safe intersections for all users
(pedestrians, bicyclists, drivers)
Yes No Don’t Know
Affordable public parking lots
Yes No Don’t Know
Accessible public parking payment machines
Yes No Don’t Know
Other (please specify):

If you responded “No” to any of the above, please describe why:

Time allotted for pedestrian crossing signals
Transit options for older adults and people
with disabilities
Yes No Don’t Know
Yes No Don’t Know
Appendix C: Community Survey

11.A.a
Packet Pg. 837 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

5. Do you have any concerns about fully relying on Santa Monica’s public transit system instead of using a car? (select all that apply)
Reliability of transit schedule
Concerned about losing balance and falling
while on transit
Lack of seating at transit stop
Hours of operation Not knowing available routes and schedules Lack of shade at transit stop
Affordability
Personal safety while riding public transit
Lack of secure wheelchair space
Safety around the public transit stop
Other (please specify):

Difficulty boarding public transit
Distance to get to the bus stop from my
home or to my destination
Feel safe spending time outdoors during the day? Yes No Feel safe at night? Yes No

6. Is the neighborhood where you live, a place where you:

If you responded “No” to any of the above, please describe why not:

7. If you were to consider moving out of your home, which of the following reasons would influence your decision? (select all that apply) Housing Costs - unable to afford monthly/annual housing costs.

Interior Accessibility - the interior design of my home will not support independent living (e.g., stairs within my home, narrow doorways in my home).

General Costs of Living - unable to afford costs of basic needs like housing, food, health, and transportation.

Exterior Accessibility - the exterior aspects of my home will not support independent living (e.g., living on an upper floor of my building, stairway into my home).

Issues with my landlord - e.g., related to upkeep of my building, renter’s rights issues.

Wanting to be closer to family, friends or other social networks Needing a higher level of care or support services - e.g., assisted living, skilled nursing.

Other (please specify):

Appendix C: Community Survey

11.A.a
Packet Pg. 838 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

8. Do you know there are affordable community resources available to support independent living and aging in place in your home? (e.g., home modifications, in-home caregiving, dementia care, assistive technology)? Yes No
If you responded “Yes” to the above, what resources have you used? Disagree Strongly
Disagree
Strongly
Agree
Agree
Santa Monica fosters a culture of
welcoming people of all backgrounds
I feel respected in Santa Monica
community life
I feel included in Santa Monica
community life
Community decision making and civic
activities welcomes all opinions and ideas
I feel heard when I share my needs or
provide feedback to inform community
decision making

9. Do you agree with the following statements?
I know where to find information about
city meetings and events
If you disagreed with any of the above, please describe why:

Appendix C: Community Survey

11.A.a
Packet Pg. 839 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

10. How do you stay informed or find information about Santa Monica community events, services, or resources? (select all that apply) Santa Monica Daily Press
Flyers posted in businesses (coffee shops, stores,
restaurants)
Social media
SaMo News Emails with digital flyers
Word of mouth
Community based organizations (non-profit or faithbased organizations, food pantries, recreational centers, educational insitutions)
Television
Internet websites Radio
Other (please specify):

Flyers in City spaces (libraries, parks, farmer’s
markets)
Daily Weekly Monthly

11. How often do you have contact with people like friends, family, or neighbors? This contact could be by phone, in person, e-mail, or social media (such as Facebook).

A few times a year Never

12. Is the amount of contact you have with people from the previous question:

Too much Just right Not enough

13. Do you participate in any social, wellness, recreational or spiritual activities in the Santa Monica community?

14. Do you volunteer with any social, wellness, recreational or spiritual groups in the Santa Monica community?
Yes No
Yes No
Appendix C: Community Survey

11.A.a
Packet Pg. 840 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

15. Please indicate who offers the programs you participate in or volunteer with in Santa Monica:

City Recreation
City Arts & Cultural Affairs
Volunteer Participate
Volunteer Participate
City Libraries
City Parks
Volunteer Participate
Volunteer Participate
Local businesses
Faith community
Volunteer Participate
Volunteer Participate
Educational institutions
Nonprofit organizations
Volunteer Participate
Volunteer Participate
Senior centers
My employer
Volunteer Participate
Volunteer Participate
Online programs
Other (please specify):

Volunteer Participate

16. Do available opportunities for social, wellness, recreational or spiritual activities meet your needs?
Yes No
If you responded “No”, please describe why not:

17. Are there aspects of Santa Monica community life that you would like to participate in, but can’t?
Yes No
Appendix C: Community Survey

11.A.a
Packet Pg. 841 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) If you responded “Yes” to the above, describe the biggest barrier to participating:

18. In general, would you say your health is:

Excellent Very good Good Fair Poor

19. Do you have health insurance?

20. Do you have a place you regularly go for health care? If you responded “No” to the above, please share why:

21. Do you have a caregiver?
Yes, an unpaid caregiver (e.g., family member, friend, or other contact) No, but I need a caregiver
Yes, a paid caregiver
No, I don’t need a caregiver
Yes No
Yes No
Appendix C: Community Survey

11.A.a
Packet Pg. 842 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

22. In the past year, have you experienced difficulty affording food to eat due to lack of money or other challenges?
Yes No
If you responded “Yes” to the above, please describe any programs you accessed for assistance: (e.g., CalFresh, food pantry or food bank, low-cost group meals):

23. Do you know where to find information about health and wellness programs in Santa Monica? (e.g., government benefits counseling, community health clinics, free or low-cost food, mental health, substance use treatment) Yes No

24. In the event of an emergency or natural disaster that requires sheltering in place, do you have a plan, supplies and medication prepared to manage 72-hours on your own in your home? (select all that apply)
Yes No Need help preparing

25. What type of assistance will you need to evacuate your home and neighborhood during a disaster? (select all that apply) Evacuation assistance from emergency personnel
Evacuation transportation assistance
As much advance warning of evacuation as possible
Other (please specify):

Appendix C: Community Survey

11.A.a
Packet Pg. 843 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

26. Are you currently, or have you ever been, a caregiver for a family member, friend, or another individual?
Current caregiver, paid
Previous caregiver, unpaid
Current caregiver, unpaid
Previous caregiver, paid
No (If No, skip to Question #31 in “About You” section)

27. If you are a caregiver for a person with a disability or special needs, please select the option that best describes them. (select all that apply) Child, 18 or older
Spouse/partner
Child, under 18
Parent(s)
Other Adult(s), 18 or older

28. Are you caregiving for a person who is experiencing memory problems that may be related to Alzheimer’s or other dementias?
Yes No

29. What are, or were, your top challenges as a caregiver? (Select all that apply) Feeling isolated
Getting respite care so I can take a break
Emotional stress or burnout
Concern that the person I am caring for will wander and get lost Financial burden
I am a paid caregiver and the pay does not keep pace with my household expenses Finding reliable resources to support the independence of the person I care for Getting legal help in planning for care needs or with financial challenges Other (please specify):

Lacking knowledge on caregiving strategies (e.g., dementia care) Appendix C: Community Survey

11.A.a
Packet Pg. 844 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

30. Do you know where to find information about programs and resources available to support caregivers? (e.g., respite services, support groups, education) Yes No
The following demographic questions will only be used to show community trends and themes for the Aging and Disability Action Plan. Individual responses are anonymous and confidential.

ABOUT YOU

31. What year were you born?

32. What is your zipcode?
90402
90403
90401
90404
Zip code outside Santa Monica
90405

33. Do any of the following factors affect your experience in community life? (Select all that apply)
Vision - blind or serious difficulty seeing, even with glasses.

Cognitive challenges - Difficulty with memory, concentration, or decision-making due to a physical, mental, or emotional condition.

Hearing - deaf or significant difficulty hearing.

Mobility - Difficulty walking or climbing stairs.

Daily activity challenges - Difficulty with bathing, cooking, cleaning or dressing.

Community participation challenges - Difficulty running errands alone, such as going to the doctor or shopping, due to a physical, mental, or emotional condition.

Appendix C: Community Survey

11.A.a
Packet Pg. 845 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

34. Which race and ethnicity best describes you? (select all that apply) Asian
Black or African American
American Indian/Alaska Native or Indigenous
Hispanic/Latino/a
Native Hawaiian or Pacific Islander
White
Other (please specify):

Decline to state

35. What is your gender?
Culturally Specific Identify (e.g., Two-Spirit)
Transgender
Male
Non-Binary
Questioning
Other (please specify):

Decline to state

36. Are you a member of the LGBTQ+ community?
Yes No Decline to state

37. What language(s) are you most comfortable speaking in community settings (e.g., city events, healthcare, non-profit programs)? (select all that apply) Spanish
Russian
English
Farsi
Amharic
Other (please specify):

Mandarin
Female
Appendix C: Community Survey

11.A.a
Packet Pg. 846 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

38. How long have you lived in Santa Monica?
5-15 years
16-25 years
Less than 5 years
More than 25 years
I don’t live in Santa Monica

39. Which of the following best describes your current living situation? Owner
Homeless
Renter
Assisted Living/Skilled nursing Facility
Other (please specify):

Decline to state

40. How many people live in your household, including you? 2 3
1 4
More than 4

41. Currently I live: (select all that apply)
With a spouse or partner
With family
Alone
With friend(s)/roomates(s)
In a group setting
Other (please specify):

Appendix C: Community Survey

11.A.a
Packet Pg. 847 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

42. What is your annual household income?
Between $75,000 - $99,999
Under $25,000
Between $150,000 - $199,999
Decline to state

43. What best describes your current employment status? Employed, full-time
Retired
Employed, part-time
Unemployed
If you are employed part-time or unemployed, are you looking for work?
Yes No

44. If you are not yet retired, do you feel secure in your plans for retirement? Yes No
If you responded “No” to the above, please share why:

Between $50,000 - $74,999 Over $200,000
Between $100,000 - $124,999
Between $25,000 - $49,999
Between $125,000 - $149,999
Appendix C: Community Survey

11.A.a
Packet Pg. 848 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Thank you for completing this survey!
Please return your completed survey to the location where you received it.

For a full list of locations where you can drop off your completed survey, please visit www.santamonica.gov/aging-and-disability-action-plan or call (310) 458-2200 x. 5771
Do you have more to share?
Please join us at our Aging & Disability Action Plan Open House! Saturday, March 22, 2025; 9:00am - 12:00pm
Santa Monica College Emeritus Campus, 1227 2nd St, Santa Monica, CA 90401 *Virtual participation options available*
All are welcome and we kindly ask you register in advance at:
www.santamonica.gov/aging-and-disability-action-plan
Questions?
Phone: (310) 458-2200 x. 5771
Email: [email protected]
www.santamonica.gov/aging-and-disability-action-plan
Appendix C: Community Survey

11.A.a
Packet Pg. 849 Attachment: Attachment A. Santa Monica Aging and Disability Action Plan (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 2025-2030
Homelessness Strategic Plan

11.A.b
Packet Pg. 850 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

EXECUTIVE

SUMMARY
Homelessness Strategic Plan

OVERVIEW
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BACKGROUND
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RECOMMENDATIONS
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Pillar 1: Prevention
Goal: Help prevent housed Santa Monicans from becoming homeless through responsive service provision and increasing diverse housing supply so every resident can afford to remain in Santa Monica.

Pillar 2: Intervention
Goal: Minimize the length and severity of homelessness and its impacts on the community by providing effective supportive services.

Pillar 3: Coordination
Goal: Collaborate with key partners in the region and advocate for policies at the local, state, and federal levels to advance strategic goals and help ensure equitable allocation of services and resources.

Pillar 4: Communication
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Packet Pg. 851 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

HOW DID WE ARRIVE AT
THIS PLAN?
Homelessness Strategic Plan
October 2023
HSP Project Launch
November – December 2023
• Completed environmental scan
to inform HSP development
• Interviewed internal stakeholders
• Conducted inter-departmental
policy review sessions
January – February 2024
• Developed Mission, Vision, Values,
Goal Statements, and Objectives
with City department heads
• Developed performance measures March – August 2024
• Refined Goal Statements,
Objectives and Performance Measures
• Finalized core components
September – October 2024 and narrative content
• Reviewed HSP draft with
City department heads
• Conducted community engagement sessions
with external stakeholders including
Commissions and Service Providers November – December 2024 • Incorporated feedback from
internal and external stakeholders
First Quarter 2025
Presentation of HSP
to City Council
Second Quarter 2025
HSP Implementation Begins

11.A.b
Packet Pg. 852 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

HOW DID WE ARRIVE AT
THIS PLAN?
Homelessness Strategic Plan
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Packet Pg. 853 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

MISSION VISION VALUES
Mission Values
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Packet Pg. 854 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 6 STRATEGIC

PILLARS
Homelessness Strategic Plan
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6 11.A.b
Packet Pg. 855 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

PREVENTION
Our Goal
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Homelessness challenges across the state are largely driven by the rising costs of housing. Santa Monica and other communities LQ&DOLIRUQLDKDYHVHHQDVLJQL¿FDQWLQFUHDVHLQUHQWDOFRVWVDQG home prices without comparable wage increases. As the City looks to address homelessness, it is equally important to ensure housed Santa Monicans remain in safe, affordable housing and do not become unhoused.

OBJECTIVE 1
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OBJECTIVE 2
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11.A.b
Packet Pg. 856 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

PREVENTION
Homelessness Strategic Plan
OBJECTIVE 3
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OBJECTIVE 4
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11.A.b
Packet Pg. 857 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

PREVENTION
Homelessness Strategic Plan
OBJECTIVE 5
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11.A.b
Packet Pg. 858 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

INTERVENTION
Our Goal
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If a person does become unhoused, it is paramount to make sure it is brief and non-recurring. The City has invested in a variety of resources to support residents in accessing physical and behavioral healthcare and interim housing. The City also supports departments in creating clean and healthy public spaces, addressing encampments, and conducting outreach to people experiencing homelessness, and leveraging local and regional resources to ensure services and outreach are happening city-wide.

OBJECTIVE 1
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11.A.b
Packet Pg. 859 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

INTERVENTION
Homelessness Strategic Plan
OBJECTIVE 2
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OBJECTIVE 3
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11.A.b
Packet Pg. 860 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

INTERVENTION
Homelessness Strategic Plan
OBJECTIVE 4
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11.A.b
Packet Pg. 861 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

COORDINATION
Our Goal
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7KH&LW\KDVLQYHVWHGVLJQL¿FDQWWLPHDQGUHVRXUFHVLQWR developing and implementing programs and resources to support both housed and unhoused residents. However, the lack of affordable housing, lack of necessary housing stock, and strained support systems across LA County – paired with a regional homelessness crisis – means the City alone cannot fund and support programs to address the challenge. Leveraging funding and resources from regional, state, and federal partners is crucial to the City’s success. Municipal borders are porous, and there LVDGDLO\LQÀX[DQGRXWÀX[RIXQKRXVHGSHRSOHLQ6DQWD0RQLFD &LW\UHVRXUFHVDORQHDUHLQVXI¿FLHQWWRPHHWFXUUHQWGHPDQG Involvement in regional planning efforts helps to coordinate and plan resources and advocate for funding to provide a coordinated response to addressing homelessness across communities.

OBJECTIVE 1
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11.A.b
Packet Pg. 862 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

COORDINATION
Homelessness Strategic Plan
OBJECTIVE 2
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11.A.b
Packet Pg. 863 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

COORDINATION
Homelessness Strategic Plan
OBJECTIVE 5
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11.A.b
Packet Pg. 864 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

COMMUNICATION
Our Goal
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City departments have been working collaboratively to provide a coordinated, consistent, and supportive approach to outreach and services. The City has been focused on identifying
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OBJECTIVE 1
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OBJECTIVE 2
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11.A.b
Packet Pg. 865 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

COMMUNICATION
Homelessness Strategic Plan
OBJECTIVE 3
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11.A.b
Packet Pg. 866 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) What's Next? Homelessness Strategic Plan
%XLOWWRHQGXUHWKHFKDQJHVRID¿YH\HDUSHULRGZKLOHVWD\LQJUHOHYDQWWKLVVWUDWHJLFSODQ communicates what the City will focus on to achieve the vision and goals of our homelessness response. With the strategic plan in place, the City will create an implementation plan to translate the strategic pillars, goals, and objectives into actionable steps with assigned UHVSRQVLELOLWLHVHVWDEOLVKHGWLPHOLQHVGH¿QHGSULRULWL]DWLRQPHWULFVDQGHVWLPDWHGIXQGLQJ and staff resources it will take to put the plan into action. This will allow city departments to work together to achieve the desired future. As needs or opportunities shift over time, the City expects to address changes within the yearly implementation plan and the City’s budget priorities. In addition to tracking progress, the City will continue to audit and monitor the effectiveness of homelessness programs and services which will help inform the annual evaluation of the HSP. Community members can expect to understand what we are working on and the outcomes via the public dashboards.

Keeping Track of Progress
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11.A.b
Packet Pg. 867 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

What's Next?
Homelessness Strategic Plan

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Packet Pg. 868 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) H
om eless n ess S tra t eg ic Pla n

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Packet Pg. 869 Attachment: Attachment B. Homelessness Strategic Plan 2025-2030 (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 1 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
RENTERS’

PROTECTIONS
PROGRAM –

FINAL REPORT
JULY 8, 2024

CITY OF SANTA MONICA

ANALYSIS, KEY FINDINGS,

AND RECOMMENDATIONS

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Packet Pg. 870 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 2 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
Table of Contents
INTRODUCTION……………………………………………………………………………………………………........................................ 3 BACKGROUND…………………………………………………………………………………………………………………………………………. 5 SITUATIONAL ANALYSIS……………………………………………………………………………………………………………………… 6 Stakeholder Interviews…………………………………………………………………………………………………………….. 6 Right to Counsel……………………………………………………………………………………………………………..6 Flexible Financial Assistance……………………………………………………………………………………….. 7 Priority Populations……………………………………………………………………………………………………….. 8 Data………………………………………………………………………………………………………………………………………………… 9 Unlawful Detainer Filings – Superior Court of Los Angeles County…………………… 9 Unlawful Detainers – Landlord Filings with City Attorney’s Office……………………….10 3-Day Notices to Pay or Quit – Landlord Filings with City Attorney’s Office…….11 Conclusion: Estimating Need……………………………………………………………………………………….12 Other Program Models………………………………………………………………………………………………………………13 Right to Counsel………………..……………………………………………………………………………………………14 Long Beach……………………………………………………………………………………………………….. 14
Philadelphia………………………………………………………………………………………………………..14 San Francisco…………………………………………………………………………………………………….15
Flexible Financial Assistance…………………………………………………………………………………………16 Boulder………………………………………………………………………………………………………………. 16
Philadelphia………………………………………………………………………………………………………. 17 San Francisco…………………………………………………………………………………………………… 17
Additional Considerations………………………………………………………………………….………………….18 KEY FINDINGS……………………………………………………………………………………………………………………………………………19 RECOMMENDATIONS…………………………………………………………………………………………………………………………….21 EHXIBITS………………………………………………………………………………………………………………………………………………………25 Exhibit A: Project Contributors……………………………………………………………………………………………… 26 Exhibit B: Overall Program Design………………………………………………………………………………………… 28 Exhibit C: Right to Counsel Services…………………………………………………………………………………….29 Exhibit D: Flexible Financial Assistance Services………………………………………………………………34 Exhibit E: Budget Detail and Justification……………………………………………………………………………37

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Packet Pg. 871 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 3 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
City of Santa Monica
RENTERS’ PROTECTIONS PROGRAM: ANALYSIS, KEY FINDINGS,

AND RECOMMENDATIONS

INTRODUCTION
On August 16, 2023, Santa Monica’s City Council presented Item 16: Protecting Santa Monica’s Vulnerable Renters1 (“Item 16”) whereby they asserted the need for “recommendations for programs and ordinances to protect the 70 percent of Santa Monicans who are renters amidst record evictions.” Though the City provides human and housing services, Item 16 directs the City Manager to build upon this work by conceptualizing a comprehensive tenant right to counsel program that includes flexible financial assistance.

In pursuit of Santa Monica’s goal to enhance renters’ protections, Fetterman Dunn Consulting conducted a situational analysis that includes insights from key stakeholders, evaluation of local data, and research of exemplary program models. The results of the analysis informed recommendations for right to counsel and flexible financial assistance programming for those at-risk of eviction, including:
• Needed resources and estimated costs for program development and implementation • An approach for phasing implementation and prioritizing sub-populations most at-risk of eviction
• A description of services needed to support program participant stabilization and limit evictions
As documented in this report, the City of Santa Monica has opportunities to additionally prevent displacements of vulnerable renters by investing in the strategies itemized below.

Right to Counsel Services
• Educate Santa Monica tenants about renters’ protections programming, including both right to counsel and flexible financial assistance services, through community outreach • Educate tenants about their rights, and connect those in need of services with tenantfocused organizations supporting Santa Monicans • Provide access to full-scope legal representation for renters’ eviction defenses, inasmuch as funding enables full-scope legal representation • Continue to provide access to full-scope legal representation until an eviction notice or unlawful detainer complaint is withdrawn, the case is dismissed, or a judgement in the matter is entered
1 https://santamonicacityca.iqm2.com/Citizens/Detail_LegiFile.aspx?Frame=&MeetingID=1377&MediaPosition=&ID= 5930&CssClass=

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Packet Pg. 872 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 4 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
• Provide access to limited services, such as advice, filing an answer on behalf of a tenant, and completing fee waivers, when funding does not enable full-scope services • Provide eviction prevention financial assistance for unlawful detainer involved tenants to preserve their tenancy or enable their relocation to another residence, if needed Flexible Financial Assistance Services
• Educate Santa Monica tenants about flexible financial assistance services, as part of the right to counsel team’s community outreach
• Provide one time, shallow, and deep rental supports to vulnerable populations at high risk of housing instability, at or before receiving a 3-day notice to pay or quit • Provide supportive services to address additional household needs that are contributing to housing instability
• Flexible financial assistance should, inasmuch as possible, leverage other City of Santa Monica programming, such as Housing and Human Services
The keys for program development include:
1) Phasing implementation and providing multi-year funding Five-Year Projection
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Right to Counsel
Households 200 240 320 400 472
Expense* $4,805,085 $5,766,102 $7,688,136 $9,610,170 $12,096,000 Flexible Financial Assistance
Households 283 566 849 1,132 1,412
Expense* $2,076,714 $4,153,428 $6,230,141 $8,306,855 $10,372,919 City Program Administration
Expense $163,954 $163,954 $218,605 $218,605 $284,187
TOTAL COST $7,045,753 $10,083,484 $14,136,882 $18,135,630 $22,753,106 *Expense line item includes costs for contractors, program development, and implementation 2) Establishing and maintaining partnerships for service delivery a. Recruit and develop qualified providers to expand the delivery network, particularly in service areas where availabilities do not meet demands for programming b. As part of this work, the City of Santa Monica should help prospective and current qualified providers through application and/or contract amendment processes By prioritizing these activities, the City of Santa Monica will, as envisioned by City Council, enhance renters’ protections and build capacities to “protect the 70 percent of Santa Monicans who are renters amidst record evictions.”

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Packet Pg. 873 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 5 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206

BACKGROUND
A significant number of renters in the City of Santa Monica are at-risk of eviction as housing costs are rising faster than household incomes. According to data from the U.S. Department of Housing and Urban Development’s Comprehensive Housing Affordability Strategy (2016- 2020), more than 6,700 Santa Monica renter households, or 20.5%, are considered severely housing cost burdened (defined as spending 50% or more of their income on rent and utilities).

When considering the impact of income on housing stability, the data shows even more Santa Monicans are deemed at-risk with 32% of renters having incomes less than 80% of area median income and spending more than 30% on housing.

Item 16 includes research highlighting the unprecedented economic challenges created by the pandemic that have further contributed to housing instability. The report notes, in cities such as Santa Monica, the pandemic exacerbated already high housing costs and put greater pressure on tenants—many of whom are considered at high risk of homelessness. The national eviction crisis, however, existed long before COVID-19, with over 3.6 million evictions filed each year.
2 The impact of evictions is far reaching. Evictions undermine housing stability and contribute to losses of mental and physical health, child custody, education attainment, and employment.3 Historic inequalities also contribute to the eviction crisis. Black and Hispanic renters experience the risk of eviction two times more than white tenants.4 Procedurally, as reported by the National Coalition for a Civil Right Counsel’s John Pollock, “…representation in eviction cases is greatly imbalanced: on average, 3% of tenants are represented nationwide, compared to 81% of landlords.”5
Rental market conditions also contribute to eviction risk, especially for long-term tenants in rent-controlled units. The Santa Monica Rent Control Board’s 2023 Annual Report states 21% (5,889) of rent-controlled units are occupied by long-term tenants, defined as units occupied by tenants who moved in before January 1, 1999. These tenants are particularly vulnerable to eviction as they pay significantly lower rent compared to market-rate tenants. A review of median maximum allowable rents in Santa Monica’s rent-controlled units shows most marketrate median rents are nearly 150% higher than long-term tenant median rents.6 When a rentcontrolled unit is vacated, the owner can set a new, much higher market-rate rent, incentivizing evictions of long-term tenants.
2 Gromis, Ashley, Eviction: Intersection of Poverty, Inequality, and Housing; Eviction Lab, Princeton University 3 Ibid 4 Wedeen, Sophia (2021) Black and Hispanic Renters Face the Greatest Threat of Eviction in Pandemic, Joint Center for Housing Studies of Harvard University
5 Pollock, John (2023) 14-1 Advancing Tenant Protections: The Right to Counsel for Tenants Facing Eviction, National Low Income Housing Coalition
6 City of Santa Monica: Santa Monica Rent Control Board Annual Report (2023)

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These risk indicators underscore the importance of enhancing tenant protections. Research consistently concludes that without legal representation tenants almost always lose their cases. Furthermore, as nonpayment of rent is the leading cause of evictions, it is critical that legal representation be coupled with financial assistance for interventions to be effective. The University of California San Francisco’s 2023 statewide study of people experiencing homelessness reports expanding targeted services, including financial assistance and legal support, is a key strategy for preventing homelessness.7

SITUATIONAL ANALYSIS
The situational analysis includes representative perspectives from dozens of Santa Monica stakeholders who are invested in the overall health, vibrancy, and diversity of their community.

The analysis also includes an in-depth review of locally available data and is informed by experts in other communities where renters’ protections programs have been successfully implemented. Refer to Exhibit A for a list Project Contributors.

Stakeholder Interviews
Key informant interviews leveraged City relationships with aligned and impactful organizations and established an inclusive process for interested stakeholders to contribute to the process.

Twenty-five (25) in-depth interviews were conducted with 53 participants across: Government agencies; Legal, housing, and social services providers; Tenant advocate groups; and Resident groups. Interview questions focused on understanding perspectives on current needs, barriers, and priority populations in relation to right to counsel and flexible financial assistance programming.

Right to Counsel
The City of Santa Monica has a decades-long relationship with the Legal Aid Foundation of Los Angeles to support a myriad of civil legal needs for Santa Monicans. While these legal services have historically included landlord/tenant issues, in July 2021, the City expanded these services through a right to counsel pilot program. During the first two years of the pilot, the program provided 199 Santa Monica tenants with legal services ranging from full scope representation to limited counsel and advice.8 High demand for right to counsel services led to a funding award increase, effective July 1, 2023, to enable the Legal Aid Foundation of Los Angeles to add an additional attorney to the program.
7 Kushel, Margot and Moore, Tiana, et al (2023) Toward a New Understanding: The California Statewide Study of People Experiencing Homelessness, University of California San Francisco 8 Based on FY 22 and FY 23 annual program reports found at: https://www.santamonica.gov/human-servicesgrants-program-reports

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Perspectives on right to counsel programming were primarily provided by legal services providers, residents, and government agencies. Many of these stakeholders noted equitable access to services as a priority. Income limits and documentation status were frequently cited as barriers to accessing legal services. Income limits were seen as both administratively burdensome and too exclusionary in a market with comparably high incomes and significantly high rent rates. And while Basta Universal provides legal services for undocumented households in Santa Monica, most interview participants were unaware of their offerings.

Advocates and residents further emphasized the need for enhanced community outreach and legal education with the recognition that the program will only achieve its goal of preventing evictions if tenants are aware of the services available to them. Additionally, tenant education is seen as a preventative tool that enables tenants to make more informed decisions. As noted by a representative from Santa Monicans for Renters Rights – Determining when to offer right to counsel programming was also an important consideration.

Legal experts emphasized that the earlier an attorney gets involved in a case the better, citing it is possible in Santa Monica to start at the notice stage of proceedings if capacity constraints are addressed. Due in part to funding limitations, capacity constraints are also due to attorney shortages. It was recognized through conversations with groups, such as Basta, Inc., that there are opportunities to address issues caused by attorney shortages by expanding the network of contracted providers. These additional providers need to be engaged during implementation planning to determine how they can best support Santa Monica’s right to counsel services.

Additionally, stakeholders are asking for right to counsel services that are broad enough to provide full scope representation for those who need it or limited services for those who do not. This point was underscored by a Rent Control Board representative, “Sometimes people just need good advice or a timely written letter to save their tenancy.” Flexible Financial Assistance
The City of Santa Monica does not currently have a dedicated program for tenant financial assistance. However, several partner agencies that are funded by the City’s Human Services Grants Program administer some financial assistance for renters through their case management services. These committed groups of service providers are interested in participating in financial assistance expansion efforts to support Santa Monicans at-risk of … A lot of times people need to know their legal
rights, what to do to avoid getting to the point
where they've got a problem with their landlord
that could trigger an eviction.”

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Packet Pg. 876 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 8 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
eviction. Of note, all stakeholders reported that the current funding allocated to prevention and stabilization efforts is insufficient to meet rising demand. St. Joseph Center reported they were seven months into the fiscal year and had already expended 75% of financial assistance funds in one of their programs due to soaring demand.

City department personnel and service providers are seeking financial assistance programming with clear and transparent guidelines. They, along with residents, expressed concerns related to heavy documentation burdens, eligibility requirements, and (for those who are undocumented) being deemed a public charge. The complexity of program eligibility requirements can unintentionally leave out vulnerable Santa Monicans, keeping them from critical services. Legal services providers emphasized the importance of having quick and seamless access to financial assistance and spoke of embedding case managers in legal providers’ offices to create a more efficient process with fewer barriers for tenants.

The concept of immediate versus long term support was part of nearly every conversation.

Interview participants recognize many Santa Monicans at-risk of eviction need ongoing rental assistance to address the broader housing affordability issue. In response to this challenge, many spoke of the need to establish a universal basic income program and/or expand the Preserving Our Diversity program. Several groups asked for shallow subsidies. Shallow rental subsidies provide long term, lower levels of assistance (compared to “deep” subsidies such as housing vouchers) to help people achieve housing stability and prevent homelessness.9 The City’s Youth and Family Services team shared a prospective opportunity—provide time-limited shallow subsidies to low-income families on the affordable housing waitlist until their affordable housing is obtained. The goals of services such as these are to prevent displacements and protect Santa Monica’s diversity.

Priority Populations
Stakeholders provided their perspectives on priority populations in response to questions related to phasing program implementation and prioritizing tenant households at highest risk of eviction. A common theme when discussing priority populations was the importance of preserving households of varying income levels and diverse backgrounds in Santa Monica.

The list below represents the most frequently cited priority populations. Those listed in bold additionally represent the groups who have priority under Measure GS: 4.90.030(b) Expenditure of Homelessness Prevention and Affordable Housing – a prospective funding source for the Renters’ Protections Program.
9 https://files.hudexchange.info/resources/documents/COVID-19-Homeless-System-Response-Shallow-RentalSubsidies.pdf

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Packet Pg. 877 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 9 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
Families with minor children was mentioned by multiple nonprofit providers and City of Santa Monica personnel. Anecdotally, they are seeing more single parent households and multigenerational families seeking help. Santa Monica’s Black Empowerment Association additionally reported an increase in the number of families living in their cars. The City of Santa Monica’s Youth and Family Services team emphasized their concern regarding support for families: “Please remember families get lost in the conversation about housing. Don’t forget them or they will start to leave our community.”
Transitional age youth, generally those between 18 and 22 years old, was a group mentioned by both residents and nonprofit organizations. One group provided an example of young adults getting pregnant and having to move out of their home because additional children cannot be added to their lease. Familias Latinas Unidas expressed concern about their young people, stating “…they go to college and graduate and then cannot return to the city where they grew up because the rents are so high...”
Data
Data collection and analysis focused on Santa Monica specific unlawful detainer10 filings from the Superior Court of Los Angeles County and landlord filings from the Santa Monica City Attorney’s Office.

Unlawful Detainer Filings – Superior Court of Los Angeles County The Los Angeles Department of Consumer and Business Affairs (“DCBA”) provided limited eviction filing data, by zip code, from reports they received from the Superior Court of Los Angeles County. The data covered a six-month period, from June 2023 through November 2023, during which time 236 unlawful detainers were filed against Santa Monica renters. When annualized, the data represents an estimated 472 unlawful detainer filings in Santa Monica. Of note, the 90401 and 90404 zip codes had the highest percentage of filings. These zip codes represent the areas of Santa Monica with the lowest area median incomes.11 10 An unlawful detainer is the legal complaint a landlord files with the court when seeking an eviction. 11 incomebyzipcode.com

1. Families with minor children 5. Historically underserved

2. Undocumented 6. Long-term tenants

3. Low / fixed income 7. People with disabilities

4. Seniors 8. Transitional age youth

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Packet Pg. 878 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 10 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
Unlawful Detainers – Landlord Filings with the City Attorney’s Office Information from landlord filings with the City Attorney’s Office was utilized to evaluate the reasons for tenant evictions. Section 4.27.060(b): Landlord Reporting Requirements for Endeavors to Evict Residential Tenants of Santa Monica’s City Charter states that landlords are to email Santa Monica’s City Attorney’s Office copies of endeavors to evict within two days of serving such notice.

In 2023, 66 unlawful detainers were filed with the City Attorney’s Office, of which 76% were for nonpayment of rent. In the first four months of 2024, 24 unlawful detainer notices were filed with the City Attorney’s Office, of which 91.6% were for nonpayment of rent. While the low number of records indicate landlords are not fully complying with the requirement; the data from the filings provide important insight into the reasons tenants are at-risk of eviction.

Additionally, landlord unlawful detainer filing data includes the amount of rent a tenant is past due, for those being evicted for nonpayment of rent. As indicated in the chart below, Santa Santa Monica Unlawful Detainer Filings: June – November 2023 71 36 6 66
57 90401
90402
90403
90404
90405
Data from DCBA through Superior Court of Los Angeles County Santa Monica Unlawful Detainers by Filing Type
24%
8%
76%
92%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2023 (n = 66) 2024* (n = 24)
No Fault/Nuisance
Nonpayment
Data from City Attorney’s Office Landlord Filings *2024 Data = January 1 through April 30, 2024

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Monica tenants are receiving unlawful detainers for what could be considered modest amounts given the high cost of the rental market. The data shows tenants are receiving unlawful detainers for median past due amounts ranging from $3,161.00 to $4,815.00, or on average, 177% of the Los Angeles-Glendale-Long Beach Fair Market Rent (“FMR”). 3-Day Notices to Pay or Quit – Landlord Filings with City Attorney’s Office In addition to unlawful detainers, landlords also submit copies of 3-day notices to pay or quit to the City Attorney's Office. As with the unlawful detainer filings, the number of notices reported to the City Attorney’s Office indicate underreporting by landlords. The data, however, provides important contextual information that informs understandings of needs, especially as it relates to flexible financial assistance programming.

The data shows, over the course of a 16-month period, from January 2023 through April 2024, 400 unduplicated addresses received 530 3-day notices to pay or quit. Of the 400 addresses, approximately 69% (275) received one notice, while 31% (125) received more than one 3-day notice during that timeframe. There are two important considerations regarding this data:

1. The City Attorney’s Office redacted the data to protect the identity of Santa Monica residents; therefore, there was not a way to verify that a duplicated address represents the same household.

2. The filings do not include explanations for why one address received multiple 3-day notices; therefore, assumptions were made regarding the cause for multiple notices going to the same address.

With these considerations in mind, it can be reasonably inferred that approximately 69% of tenants who received a single 3-day notice may only need a one-time rental payment to stave off an eviction filing, whereas as many as 31% may need ongoing rental assistance.

Additionally, the past due rent amounts that led to the 3-day notice being issued informs the estimated amount of financial assistance that may be needed to prevent an eviction. The chart below shows the median past due rent amounts for addresses that received one 3-day notice Efficiency 1-Bedroom 2-Bedroom 3-Bedroom
# of Units 12 14 13 4
Median Rent Amount $3,161 $3,638 $4,815 $3,271
Past Due
Fair Market Rent $1,534 $1,747 $2,222 $2,888
% of FMR Past Due 206% 208% 217% 113%
2023 Santa Monica Unlawful Detainers by Rent Amount Past Due NOTE: Only the filing data that lists the unit size was utilized in the data analysis. Without the unit size, the percent of FMR past due could not be applied.

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over the 16-month period. Of note, the majority (79%) of the 3-day notice to pay or quit records listed past due rent amounts of less than $5,000.

The below chart shows the median past due rent amounts for addresses that received multiple 3-day notices over the 16-month period.

Conclusion – Estimating Need: The Superior Court of Los Angeles County data provides the clearest indication of community need for right to counsel services. Court data over a sixmonth period in 2023 shows 236 unlawful detainers were filed against Santa Monica tenants.

When annualized, one can reasonably conclude the City of Santa Monica should plan for approximately 472 tenants to need legal services. Additionally, the landlord filing data with the City Attorney’s Office shows an estimated 80% (378) of unlawful detainers will be for nonpayment of rent. This underscores the significance of eviction prevention financial assistance funding as a complement to right to counsel services. It is important to note that while there is an expectation that unlawful detainer filings will spike with the final pandemic era protections ending April 1, 2024; local experts have opined that the numbers will stabilize.

The data supporting community need for flexible financial assistance funding to prevent an unlawful detainer from being filed (at or before the 3-day notice stage) is less concrete; however, preliminary assumptions can be made based on the available information. To start, the unlawful detainer data from the Superior Court of Los Angeles County was compared against landlord filings with the City Attorney’s Office over the same six-month period. The comparison shows landlords submitted unlawful detainers to the City Attorney’s Office 17% of the time (40 unlawful detainers filed with the City Attorney’s Office compared to 236 unlawful detainers filed with the Superior Court of Los Angeles County = 16.9%).

Size
Unknown
Efficiency 1-Bedroom 2-Bedroom 3-Bedroom
# of Units 46 102 37 3 46
Median Rent Amount $2,416 $3,295 $4,781 $3,045 $3,195
Past Due
NOTE: Only those records that listed past due rent amounts were included in the analysis (234 of 255 records) Addresses With Multiple 3-Day Notices from January 2023 – April 2024 Addresses with Single 3-Day Notices from January 2023 – April 2024 Size
Unknown
Efficiency 1-Bedroom 2-Bedroom 3-Bedroom
# of Units 30 89 43 3 60
Median Rent Amount $2,153 $3,379 $5,112 $8,206 $2,983
Past Due
NOTE: Only those records that listed past due rent amounts were included in the analysis (225 of 275 records)

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Unlawful Detainer Filings June – November 2023
Superior Court of Los Angeles County Records 236
Landlord Filings with City Attorney’s Office 40
% of Landlord Filings Compared to Court Records 16.9% (40 / 236) During the same six months, 120 unduplicated addresses received a 3-day notice to pay or quit (number does not include households who also received an unlawful detainer). Using the assumption that landlords are complying with the City’s requirement to submit copies of notices to tenants 17% of the time, it is estimated that 706 households received a 3-day notice to pay or quit from June – November 2023 (calculation: 100/17 *120 = 706). When annualized, that represents approximately 1,412 renter households that may receive a 3-day notice for nonpayment of rent and benefit from flexible financial assistance to help avoid eviction.

When applying the percent of addresses (noted in the 3-day Notice to Pay or Quit section on page 11) that received one notice (69%) and the percent of addresses that received more than one notice (31%), one can estimate the number of households that may need one-time rental assistance due to a financial emergency versus those that may need ongoing assistance to support household stabilization. The chart below summarizes annual need projections based on these assumptions:

Type of Services Santa Monica
Tenant Households
Right to Counsel – Legal Services 472
Right to Counsel – Eviction Prevention Financial
Assistance: For tenants in eviction proceedings
378
(80% of 472)
Flexible Financial Assistance (subtotals below) 1,412
One-time Financial Assistance: for tenants at or
below the 3-day notice stage
974
(1,412 * 69%)
Intermediate Financial Assistance: for tenants at or
below the 3-day notice stage
438
(1,412 * 31%)
Other Program Models
Interviews were conducted with other communities that have successfully established right to counsel and financial assistance programming. Interviews with Long Beach, Philadelphia, and San Francisco focused heavily on right to counsel, whereas the interview with Boulder focused

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primarily on financial assistance. These interviews were complemented by additional research and conversations with advocacy organizations.

Right to Counsel
Each of the interviewed communities have implemented right to counsel programs, mostly through ballot measures or city council enacted legislation. The City of Long Beach is the exception – they invested in right to counsel in response to the pandemic’s impact on tenant households and have not yet enacted formal legislation.

COMMUNITY RIGHT TO COUNSEL PROGRAM DESIGN
Long Beach,
California
Population size12:
449,468
% With Severe
Housing Cost
Burden13: 25.5%
• Contract with Los Angeles Department of Consumer and
Business Affairs for right to counsel services through Stay Housed LA; contract with Fair Housing Foundation for case management and tenant/landlord counseling
• Contracting with an established entity (Stay Housed LA) allowed for Long Beach to quickly bring legal services to their residents in a community that did not have existing infrastructure to leverage
• Initial investment in 2021 with Stay Housed LA was $250K; funding has increased to $1.5M in FY 2024
o Funding source: American Rescue Plan Act
• In FY 2023, with $1.1M in funding, Stay Housed LA provided 1,328 Long Beach tenant households with legal services
(breakdown of types of legal services not provided)
• Eligibility requirements: Tenants must be at or below 80% area median income to receive right to counsel services through Stay Housed LA (used as a method to prioritize access due to limited resources)
Philadelphia,
Pennsylvania
• Contract with one lead agency (Community Legal Services of Philadelphia) for eviction prevention; lead agency is responsible for administering subcontracts with five other service providers • Initial investment in 2022 of $1M; has increased to $5.6M 12 Population size for all communities taken from U.S Census Bureau QuickFacts as of July 1, 2023 13 Housing cost burden percentage for all communities taken from HUD CHAS 2016-2020 data

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COMMUNITY RIGHT TO COUNSEL PROGRAM DESIGN
Philadelphia,
Pennsylvania
Continued
Population Size:
1,550,542
% With Severe
Housing Cost
Burden: 26.4%
o Funding sources: general funds and proceeds from large bond issuance
• Approximately, 3,500 tenant households receive legal services annually
• Eligibility requirements: Services are available to tenants in specific zip codes with the highest poverty/risk indicators (used as a method to prioritize access due to limited resources) • Community outreach: Tenants who have cases filed against them receive a mailer; tenants in qualifying zip codes receive phone calls and text messages to inform them of the program.

Mailers are sent by the programs’ lead agency; calls and texts are an extension of the city’s 311 system.
• Philadelphia also has a separate eviction diversion program that includes mediation; these services are available to all tenants San Francisco,
California
Population size:
808,988
% With Severe
Housing Cost
Burden: 16.4%
• Contract with eight right to counsel service providers with one serving as the lead agency coordinating the work (Eviction Defense Collaborative)
• Contracting with eight different agencies results in duplicating administrative costs across all agencies
• Annual right to counsel budget is $17M; in FY 24, $315K is the cost per fully funded attorney (all costs to support an attorney, including paralegal, administrative support, indirect costs, etc.) o Funding sources: local general funds; state, federal funds • In FY 23 right to counsel cases totaled 1,800 with 84% receiving full scope and 16% receiving limited scope
• Eligibility: Prop F requires universal access with no eligibility requirements
o Created a system to prioritize access using a vulnerability index, which enabled phased implementation
o All tenants seeking legal support receive some type of legal service; tenants with higher vulnerability have
access to full scope representation; tenants with lower vulnerability receive limited services

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Financial Assistance
Three of the four communities have financial assistance tied to their right to counsel programming. These communities have varying levels and types of financial assistance and budgets that far exceed what is allocated to right to counsel.

COMMUNITY PROGRAM DESCRIPTION FUNDING
Boulder,
Colorado
Population size:
105,858
% With Severe
Housing Cost
Burden: 37.6%
• Prevention for those facing
immediate eviction
• Eligibility: “Keep it simple”
o Proof of residency (lease)
o Proof of facing an eviction
• Emergency assistance for
those who do not yet have a
demand for payment
• Eligible for $3K every 12
months; if amount does not
cover what is owed and they
cannot get balance of funds
from another source, then
assistance is not provided
• $1.2M per year (20% for
prevention and 80% for
emergency assistance)
• Funding for right to
counsel and financial
assistance comes from a
$75 per rental license tax
• Funds are administered by
the City of Boulder for
those who are in an
eviction (5 staff)
• Funds are administered by
nonprofit partners for
those not in an eviction

COMMUNITY RIGHT TO COUNSEL PROGRAM DESIGN
San Francisco,
California
Continued
o The threshold that determines the level of service a
household receives changes as the system’s capacity
changes
o Despite not having an income requirement, 95% or more of those they serve are very low to moderately low
income
• Community Outreach: In addition to traditional outreach methods, collaboration with courts is what makes the program successful; the court sends notifications to tenants to let them know an eviction has been filed against them and that they have a right to counsel – including a phone number to call

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COMMUNITY PROGRAM DESCRIPTION FUNDING
Boulder,
Colorado
Continued
• Not intended to be long term;
mostly trying to intervene
earlier and prevent an eviction
process from moving forward
Note: Financial assistance
accounts for approximately 85%
of total annual program costs
when including right to counsel;
total annual budget is $1.4M
Philadelphia,
Pennsylvania,
Population size:
1,550,542
% With Severe
Housing Cost
Burden: 26.4%
• Prevention funds tied solely to
eviction diversion (mediation
program) and are only available
before an eviction is filed
• Eligibility:
o 80% AMI – selfcertification of income
(tenant does not have to
submit documentation)
o Prioritize tenancies that
will “work out”
• Eligible for up to $3,500 in
arrears plus 2 month’s rent
afterwards (no cap on amount
for forward rent)
• $30M per year
• Funded with local general
funds and from local
housing trust fund
• Funds are administered by a
nonprofit incorporated as
part of the city (10 staff)
Note: Financial assistance
accounts for approximately 78%
of total annual program costs
when including right to counsel
and diversion; total annual budget
is $38.6M
San Francisco,
California
Population size:
808,988
% With Severe
Housing Cost
Burden: 16.4%
• Eligible for up to $20K for
unlawful detainer involved
tenants; eligible for up to $10K
for non-unlawful detainer
involved tenants
• Eligibility/Verification
o Income plus other
vulnerability factors
determine eligibility
o Only verify income, lease,
and amount owed (selfcertify income regularly)
• $25M per year
• Funded with local general
funds and other state and
federal dollars
• Financial assistance is
administered by the right to
counsel lead agency,
Eviction Defense
Collaborative (with a
separate team for these
services)

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COMMUNITY PROGRAM DESCRIPTION FUNDING
San Francisco,
California
Continued
o Unlawful detainer involved
tenants must also have a
sustainability plan
• Funding not intended to provide
ongoing support; the greater
nonprofit ecosystem has access
to financial assistance for
ongoing support
Note: Financial assistance
accounts for approximately 60%
of total annual program costs
when including right to counsel;
total annual budget is $42M
Additional Considerations
Boulder created a feedback loop with tenants by establishing a Tenant Advisory Committee.

The Tenant Advisory Committee is a five-person committee whose role is to advise on the implementation of the Eviction Prevention and Rental Assistance Services program. Among other duties, the Tenant Advisory Committee provides strategies for engaging residents most affected by inequities in rental housing practices, assists with community outreach, and provides recommendations about existing city services that could be expanded.14 This is an important aspect of Boulder’s program – it serves as a mechanism to receive continual feedback about the program and ensures ongoing community engagement.

Several communities offer, or in the case of Philadelphia, mandate mediation services. Long Beach residents have access to mediation services through the Fair Housing Foundation.

Boulder’s mediation services are available both prior to and at eviction court. In Philadelphia, mediation services are required—a 30-day mediation period is triggered when a notice is issued to tenants. While mandatory mediation is not currently permissible in California, it is worth noting that in Philadelphia, nearly 75% of the more than 4,000 landlord/tenant pairs that have participated in mediation reached a settlement that allowed tenants to remain in their homes and avoid eviction.15 As a standalone intervention, mediation will not solve for preserving tenancy and increasing housing stability, however it can promote procedural justice, facilitate access to resources, and help with relationship repair. 16 In Philadelphia, mediation is tied to financial assistance to enable the goal of preserving tenancies. 14 h#ps://bouldercolorado.gov/tenant-advisory-commi#ee 15 h#ps://www.phila.gov/2023-01-31-evic?on-diversion-program-now-includes-targeted-financial-assistancecomponent/ 16 h#ps://www.americanbar.org/content/dam/aba/administra?ve/legal_aid_indigent_defendants/ls-covid19-dppbest-prac?ces.pdf

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KEY FINDINGS
1) Community Engagement: Santa Monica stakeholders were highly engaged throughout the project. Many expressed interest in further contributing to implementation and evaluation of a renters’ protection program. Santa Monica would benefit from establishing an advisory group similar to the City of Boulder’s Tenant Advisory Committee. Engaging a diverse group of Santa Monicans would help ensure the program is culturally competent and consistently informed by renters and other local community stakeholders. 2) Community Outreach: The reported lack of community awareness of the right to counsel services currently available to Santa Monica renters underscores the need for a large-scale community outreach plan. To be effective, the plan should include building initial public awareness and ongoing community education. The program can leverage Rent Control’s experience utilizing varying communication methods to educate the public including, town halls and community meetings, public postings, mailers, and text messages. Additionally, many communities with right to counsel services collaborate with courts to conduct targeted outreach to unlawful detainer involved tenants to notify them of their right to counsel. It is also important that communications are available in tenants' primary languages. 3) Financial Assistance and Early Intervention: The landlord filing data from the City Attorney’s Office confirms most tenants received unlawful detainers for nonpayment of rent. Robust rental assistance is crucial to the success of a renters’ protection program.

While the highest priority is prevention assistance for unlawful detainer involved tenants, there is broad recognition that many Santa Monica renters would benefit from flexible financial assistance (one-time rent payments, shallow, or deep rent assistance) before the notice stage. As stated during an interview with a key stakeholder — 4) Expanding Legal Services and Addressing Capacity Challenges: The City of Santa Monica’s right to counsel pilot provides the foundation to build more comprehensive renters’ protections that meet the varying legal needs of renters. Some have complex cases that necessitate full scope representation, others report wanting guidance, advice, and to know their rights. Expanding the network of legal services providers is needed to address capacity challenges and will better ensure Santa Monica renters’ legal needs can be met.

Like financial assistance, early intervention is needed – the sooner legal services are available to a tenant, the better the prospective outcome.

We’re a lot better off preventing people from being
evicted than trying to deal with the consequences
afterwards. It is not only more equitable and
humane, but it is also more cost effective.”

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5) Eligibility: Burdensome and overly restrictive eligibility requirements are to be avoided for both right to counsel and financial assistance programming. Adopting a prioritization system based on tenant vulnerability for right to counsel services, such as San Francisco’s model, will address concerns of legal service providers getting bogged down with verifying household eligibility in time sensitive situations, while ensuring Santa Monicans at highest risk of eviction are served. This model will also allow for phased implementation by facilitating adjustments to the vulnerability index threshold (used to determine the number of households served with full scope versus limited services) based on available resources.

Equitable access to services is equally important. Familias Latinas Unidas underscored this point by sharing that sometimes they are unable to obtain legal representation because of their legal status, saying “It should not be like that. Help should be the same for everyone.” 6) Access: It is important to Santa Monica renters that they have multiple ways to access renters’ protection programming, and that the services are available in their primary language. People expect there to be more than an online option, noting that not everyone has access to the internet or is computer savvy. They are requesting dedicated help to complete applications for those who need it. As shared by a member of the Community Corporation of Santa Monica’s Resident Council—
7) Support Services: There was nearly unanimous agreement that some sort of ongoing support is needed for those with more complex needs, especially for households who may not be stable after addressing immediate eviction risks. There was also a recognition that the City’s existing resources are not designed for people who are housed and at-risk; instead, they are developed for people who are transitioning out of homelessness or criminal justice systems. Conflicting opinions about requiring services, such as financial education, underscore the importance of designing a program with unique services, tailored to the needs of each individual household.
8) Flexibility and Ongoing Evaluation: Whether scaling existing services or designing and implementing new programs, it is critical that the City of Santa Monica and its providers be nimble and integrate ongoing evaluation practices. Formal program evaluations at regular intervals that allow for programmatic adjustments will not only ensure the program is meeting its stated objectives, but also provide the community at-large confidence in the project.

If you are already stressed about losing your home,
the process for taking care of those things should
not also be stressful.”

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RECOMMENDATIONS
The following recommendations provide the framework for a comprehensive Renters’ Protections Program. They include recommendations for the overall program design, right to counsel and flexible financial assistance services, phased implementation (including projected budgets), and keys for program development.
1) Overall Program Design: It is recommended that the City of Santa Monica identify and allocate funding for a comprehensive renters’ protection program that includes right to counsel and flexible financial services. Funding should be sufficient to cover eligible direct and indirect expenses and should be distributed in the form of grants to qualifying nonprofit organizations. City personnel should administer grants and facilitate evaluation, with ongoing community engagement and feedback through a small advisory group comprised of Santa Monica renters and other stakeholders. Refer to Exhibit B for detailed Overall Program Design description.
2) Right to Counsel Services: It is recommended that the City of Santa Monica develop a comprehensive set of right to counsel services that includes community outreach, tenant rights education, legal services comprised of full scope representation or limited services when program capacity issues do not enable full scope, and financial assistance for unlawful detainer involved tenants. Refer to Exhibit C for detailed Right to Counsel Services description.
a. Develop a large-scale community outreach plan to educate Santa Monica renters, landlords, and community service organizations about the program. b. Expand tenant rights education and diversify methods for providing education services.
c. Create a permanent right to counsel program that provides tenants at-risk of eviction with full scope representation or limited services (based on tenant needs and/or capacity of legal service providers). Limited services may include, guidance and advice, tenants having an answer filed on their behalf, fee waivers, etcetera. In this model, all Santa Monica renters will be eligible for some form of legal services. d. Establish a tool for prioritizing access to full scope versus limited services through the creation of a vulnerability index. Retain the services of a subject matter expert, such as the one utilized by San Francisco, to assist with the creation of the prioritization tool.
e. Provide up to $20,000 of eviction prevention financial assistance per unlawful detainer involved tenant as a resource for saving their tenancy, or to support their relocation for those who lost their case. Limited eligibility requirements, such as income and ability to sustain housing after receiving the financial assistance, are recommended.

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f. Evaluate program performance no less than quarterly. A list of initial outcome measures can be found in Exhibit C.
3) Flexible Financial Assistance: It is recommended that the City of Santa Monica create a comprehensive set of flexible financial assistance services, that include supportive services to stabilize tenancies during times of crisis or support tenants through periods of housing instability. Leveraging the right to counsel community outreach plan to notify tenants, landlords, and community organizations of the services will be key. Tenants often know prior to their rent payment due date whether they will be able to pay their rent. Therefore, flexible financial assistance should be available to tenants at or before the 3-day notice to pay or quit stage. Refer to Exhibit D for detailed Right to Counsel Program description. a. Provide one-time rental assistance, up to $5,000 per household, to tenants that experience a financial emergency that is impacting their ability to pay rent. b. Provide shallow assistance, up to $10,000 per household, to tenants whose high housing cost burden, as defined by the U.S. Department of Housing and Urban Development, impacts their housing stability and ability to maintain their tenancy.

Shallow assistance is typically longer term with lower monthly financial assistance amounts.
c. Provide deep assistance, up to $10,000 per household, to tenants whose housing instability, caused by a short-term crisis (such as job loss), can be mitigated through a higher financial assistance amount utilized over a shorter period. d. Limited eligibility requirements, such as income and/or housing cost burden, are recommended for financial assistance.
e. Invest in housing stabilization and case management services for tenants with such needs. For example, tenants experiencing a one-time financial emergency may not require case management, whereas those needing ongoing financial assistance may. f. Evaluate program performance no less than quarterly. A list of initial outcome measures can be found in Exhibit D.
4) Phased Implementation: It is recommended the City of Santa Monica adopt a phased implementation plan over five years, beginning in FY 2025. Phased implementation is recommended for new programs and is beneficial when there are funding constraints.

Developing and implementing new programs is an iterative process that is informed by formal program evaluation activities, community member feedback, and program administrators. The program evaluation results will inform program updates and funding allocations.

The chart on the following page represents the five-year budget projection, based on community need estimates found on page 13 of this report. Refer to Exhibit E for the Budget Detail and Justification document.

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5-YEAR PHASED IMPLEMENTATION
BUDGET PROJECTION FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Right to Counsel Capacity 200 240 320 400 472
Estimated Attorneys 5 6 8 10 12
% of Total Goal 42% 51% 68% 85% 100%
Right to Counsel
Tenant Outreach & Education $320,338.98 $384,406.78 $512,542.37 $640,677.97 $756,000.00 Legal Services (includes indirect) $1,601,694.92 $1,922,033.90 $2,562,711.86 $3,203,389.83 $3,780,000.00 Eviction Prevention Financial Assistance $3,203,389.83 $3,844,067.80 $5,125,423.73 $6,406,779.66 $7,560,000.00 Subtotal $4,805,084.75 $5,766,101.69 $7,688,135.59 $9,610,169.49 $12,096,000.00 One Time Assistance Capacity 195 390 585 780 974
Intermediate Assistance Capacity 88 176 264 352 438
% of Total Goal 20% 40% 60% 80% 100%
Flexible Financial Assistance
Financial Assistance - One Time $ 975,000.00 $ 1,950,000.00 $ 2,925,000.00 $ 3,900,000.00 $ 4,870,000.00 Financial Assistance - Intermediate $ 876,899.38 $ 1,753,798.77 $ 2,630,698.15 $ 3,507,597.54 $ 4,380,000.00 Case Management/Program Management $ 187,345.35 $ 374,690.70 $ 562,036.05 $ 749,381.40 $ 935,766.00 Additional Direct & Indirect Cost $ 37,469.07 $ 74,938.14 $ 112,407.21 $ 149,876.28 $ 187,153.20 Subtotal $ 2,076,713.80 $ 4,153,427.61 $ 6,230,141.41 $ 8,306,855.21 $ 10,372,919.20 Full Time Equivalent Personnel 1.5 1.5 2 2 2.6
% of Total FTE 58% 58% 77% 77% 100%
City Program Administration
City Personnel $ 149,049.12 $ 149,049.12 $ 198,732.16 $ 198,732.16 $ 258,351.81 Facilities, supplies, and other expenses $ 14,904.91 $ 14,904.91 $ 19,873.22 $ 19,873.22 $ 25,835.18 Subtotal $ 163,954.03 $ 163,954.03 $ 218,605.38 $ 218,605.38 $ 284,186.99 TOTAL PROJECTED ANNUAL COST $7,045,752.58 $10,083,483.33 $14,136,882.38 $18,135,630.08 $22,753,106.19 *The estimated annual budgets do not include increases for wages, rent, and other cost of living measures. It is recommended the City of Santa Monica review annual cost increases and apply those percentages to the total program budget.

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Keys for Program Development
1) Provide multi-year funding
a. Exemplary communities highlighted in this report have dedicated funding streams (from revenue including taxes, bonds, trusts, etcetera) to support the ongoing operations of renters’ protections programs
b. Renters’ Protections Program budgets and standards provide guides for multiyear funding (see Exhibits B, C, D, and E for details) 2) Establish and maintain partnerships for service delivery a. Throughout this report, considerations for establishing and maintaining partnerships are noted
b. The City of Santa Monica can additionally address capacity constraints, especially those caused by attorney shortages, by applying some of the following practices:
i. Recruit and develop qualified providers to expand the delivery network, particularly in service areas where availabilities do not meet demands for programming
ii. As part of this work, the City of Santa Monica should help prospective and current qualified providers through application and/or contract amendment processes

1. Provide orientations to explain application and/or contract amendment processes and answer questions

2. After orientations, provide technical assistance through application and/or contract amendment submission and review and facilitate smooth transitions to contract awards

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EXHIBITS 25

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EXHIBIT A
Project Contributors

ORGANIZATION COMMUNITY
Basta, Inc. Los Angeles, California
Basta Universal Los Angeles, California
Child Poverty Action Lab Dallas, Texas
City Attorney’s Office Santa Monica, California
City of Boulder Boulder, Colorado
City of Long Beach Long Beach, California
City of Philadelphia Philadelphia, Pennsylvania
City of San Francisco San Francisco. California
City of Santa Monica Santa Monica, California
City of West Hollywood West Hollywood, California
Community Corporation of Santa Monica (CCSM) Santa Monica, California Community Corporation of Santa Monica Resident Council Santa Monica, California Community Legal Services of Philadelphia Philadelphia, Pennsylvania Department of Community and Business Affairs Los Angeles, California Eviction Defense Collaborative San Francisco, California Eviction Lab Princeton, New Jersey
Fair Housing Foundation Long Beach, California
Familias Latinas Unidas (FLU) Santa Monica, California
Legal Aid Foundation of Los Angeles (LAFLA) Los Angeles, California

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ORGANIZATION COMMUNITY
Meals on Wheels Santa Monica, California
National Coalition for a Civil Right to Counsel Baltimore, Maryland Santa Monica Rent Control Santa Monica, California
Santa Monica Black Empowerment Association Santa Monica, California Santa Monicans for Renters Rights (SMRR) Santa Monica, California St. Joseph Center Venice, California
Stay Housed LA Los Angeles, California
WISE & Healthy Aging Santa Monica, California

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EXHIBIT B
Renters’ Protections Overall Program Design
Key Activities Qualifying Organizations Qualifying Expenses Evaluation Standards Provide multi-year funding for
grants (consider five-year funding
cycle to align with the phased
implementation timeline)
Procure right to counsel and
flexible financial assistance
services
Award grants
Reserve the right to
• Separate collaborative
grants
• Combine awards to form
collaborative grants
Organization (or fiscal agent) with
services aligning with charitable
purposes set forth in Internal
Revenue Code Section 501(c)(3)
Services helping low and
moderate-income households
residing in Santa Monica
Documentation of capacities for
prioritizing sub-populations with
the most needs
• Vulnerable populations
• Persons with disabilities
Documentation of fiscal health
Direct, program expenses
• Facilities and facilities
maintenance
• Materials and supplies
• Technology systems
• Program, support, and
supervisory staff
o Recruitment and
retention
o Wages and fringe
benefits
• Sub-contractor providers
o Program services
o Consulting services
• Personnel development
and licensing
• Events
• Travel
• Insurance
Indirect, administrative costs—
10% de minimis or approved
indirect cost rate
• Fiscal agent fees
• Administrative staff
• Sub-contractor providers
o Administrative services
providers
o Auditors
Should ensure prevention of the
displacement of vulnerable
households through
• Tenant rights outreach
and education
• Full-scope legal
representation
• Limited services for clients
at-risk of eviction, when
funding does not enable
full-scope services
• Eviction prevention
financial assistance
• Flexible financial
assistance
• Housing stability and case
management services
Reviews by community members
with expertise in strategies,
should focus on
• Alignment
• Commitment to equity
Reviews by City of Santa Monica
staff, should focus on
• Performance
• Program management
capabilities

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EXHIBIT C
Right to Counsel Services
Key Strategies
• Educate Santa Monica tenants about the renters’ protections program through community outreach
• Educate tenants about their rights, and connect those in need of services with tenantfocused organizations supporting Santa Monicans • Provide access to full-scope legal representation for renters’ eviction defenses, inasmuch as funding enables full-scope legal representation • Continue to provide access to full-scope legal representation until an eviction notice or unlawful detainer complaint is withdrawn, the case is dismissed, or a judgement in the matter is entered
o File responsive pleadings
o Represent tenants in court proceedings through trials o Provide legal advice
• Provide access to limited services, when funding does not enable full-scope services o Legal assistance for renters’ representing themselves in eviction defenses (“pro per” eviction defenses)
o Limited services may include, tenants having an answer filed on their behalf, assistance with fee waivers, and advice/guidance
• Provide eviction prevention financial assistance
Key Services
• Community outreach
o Inform the community of available renters’ protections services, how and where to access them
o Specifically notify unlawful detainer involved tenants of their right to counsel and information on how to access legal services
• Tenant rights education
o Threats of eviction
o Rent increases
o Habitability matters
o Reasonable accommodations
• Legal services
o Full-scope legal representation for clients facing eviction, inasmuch as funding enables full-scope legal representation
o Limited services for clients facing eviction, when funding does not enable full-scope legal representation
o Fair housing matters
o Rent Control Board proceedings
o Housing Authority proceedings
o General tenant issues

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o Cost: Estimated at a minimum of $315,000 per attorney with the expectation of fully supporting an attorney including administration, paralegal, social work, etc. as determined by the provider
o All Santa Monica renters should be eligible for some form of legal services; it is recommended to utilize a to-be-developed vulnerability index to determine the level and type of legal services a tenant receives
§ Recognizing that each community’s needs and values differ, it is important the vulnerability index reflect City of Santa Monica goals and perspectives • Eviction prevention financial assistance
o Financial assistance to prevent evictions for tenants who have been served with an unlawful detainer and/or funding to support tenant transitions for those who lose their unlawful detainer cases
§ Financial assistance should be flexible enough for right to counsel staff to determine what is necessary and reasonable to settle the unlawful detainer case in favor of the tenant
§ If certain criteria are met, financial assistance can support up to two weeks of rent to stay the execution of the order for tenants who already lost their cases and have alternative housing ready
§ Financial assistance may also be used to support tenant relocations (deposits, first month’s rent payments, etcetera) for those who lose their unlawful detainer case
o Amount: Up to $20,000 per household
§ Stay Housed LA and San Francisco allow for up to $20,000 in financial assistance per household for unlawful detainer involved tenants § A review of 54 rent due amounts for unlawful detainer filings (from City Attorney’s Office provided records, January 2023–April 2024) show 94% of tenants owed amounts less than $20,000
o Eligibility considerations:
§ Households must demonstrate their rent going forward is sustainable § Household income is below City determined area median income threshold (recommended to at least include households with incomes that are at or below 50% of area median income, in keeping with San Francisco’s model) § Prioritization based on vulnerability factors, such as minor children in the home, age, length of tenancy, and disability status
Data Collection and Reporting
• A primary consideration for data collection and reporting is limiting an organization’s administrative burden; therefore, wherever possible, reporting requirements should build upon the City’s existing expectations for funded agencies

11.A.c
Packet Pg. 899 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 31 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
• It is further recommended, for efficiency, service providers utilize a shared client management information system (with appropriate safeguards to protect client privacy)
• Data collected during intake, and case work, are to be entered into the shared client management information system, as well as additional data sets that can be utilized for evaluating program performance
• The lead agency is to generate program-wide quarterly reports with aggregate data that includes outputs and performance outcomes (noted in the section below). The below outputs are based on the City of Santa Monica’s current right to counsel pilot program.
o Number of tenant households served
o Number of tenant households unable to be served
o Household demographics (age, race, ethnicity, gender, income level, zip code, etcetera)
o Household special characteristics (homelessness history, military history, disability status, etcetera)
o Level / Type of Service
§ # of tenants participating in tenant rights education § # of full-scope representation cases
§ # of limited services cases
§ # of eviction prevention financial assistance cases
§ Amount of eviction prevention financial assistance provided Initial Outcome Measurements
• It is expected that the program will also track and report outcome measurements to evaluate program effectiveness, including the metrics currently tracked by the City’s pilot program.
o Current metrics include the number and type of limited services provided to households, and for those who receive full scope representation, the outcome of those services (i.e. negotiated settlements without litigation) • The below list represents the minimum program performance standards expected to be tracked for the Right to Counsel services. The City of Santa Monica may opt to supplement these outcomes with additional metrics.
o Tenant Rights Outreach and Education:
§ # of tenants connected to attorneys
§ # of tenants better understanding their rights after participating in tenant rights education
o Right to Counsel:
§ # of households with the goal of wanting to stay in their homes § # of households whose eviction is prevented

11.A.c
Packet Pg. 900 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 32 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
§ # of households moving with adequate time and resources to secure alternate housing in their community – inside Santa Monica § # of households moving with adequate time and resources to secure alternate housing outside their community – outside Santa Monica Key Activity—Establishing Collaborative Grant Lead Partner(s) • Coordinate with the City of Santa Monica on community outreach efforts • Collaborate with subcontracted partner agencies
• Coordinate with partner agencies
• Draft policies and processes
• Administer management information systems
• Facilitate personnel
o Recruitment and retention
o Development and licensing, including trainings
• Implement services (in accordance with funding requirements) • Convene and apply effective practices to case conferences • Coordinate coverage at first trial dates and serve as Los Angeles Superior Court’s contact for right to counsel services in Santa Monica
• Facilitate right to counsel service data collection, to include data from subcontracted partners, and analysis for evaluations
Additional Qualifications for Provision of Tenant Rights Outreach and Education • Organization (or lead partner) with demonstrated experience providing tenant rights services to renters in Los Angeles County, with a preference given to those with experience providing these services to renters in Santa Monica • Demonstrated commitment to collaborating with other tenant rights organizations and legal service providers
Additional Qualifications for Provision of Legal Services and Eviction Prevention Financial Assistance
• Organization (or lead partner) with 3 years, or more, of experience providing full-scope legal representation to renters facing eviction in Los Angeles County, with a preference given to those with experience providing these services to renters facing eviction Santa Monica
• Demonstrated commitment to collaborating with tenant rights organizations and other legal service providers
Additional Qualifying Expenses
• Staff, including
o Advocates for outreach and education

11.A.c
Packet Pg. 901 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 33 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
o Paralegals
o Attorneys
§ Annually, full-time attorneys should provide full-scope legal representation to at least 45 households at-risk of eviction, with exceptions made for attorneys providing full-scope legal representation to a significant number of renters at-risk of eviction with special needs § Limited services to be counted at a rate of 10 to 1
o Navigators for special needs clients
o Social workers for eviction prevention rental assistance • Litigation
o Services of process
o Depositions
o Investigations
• Eviction prevention financial assistance

11.A.c
Packet Pg. 902 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 34 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206

EXHIBIT D
Flexible Financial Assistance Services
Key Strategies
• Educate Santa Monica tenants about the renters’ protections program through community outreach
• Provide rental supports to special needs populations at high risk of housing instability o Adults with disabilities
o Seniors
o Other individuals and families at high risk of housing instability • Provide supportive services to address additional household needs that are contributing factors to housing instability
• Flexible financial assistance should, inasmuch as possible, leverage other City of Santa Monica programming, such as housing services and human services • To avoid organizational conflicts of interest, awardees should not determine eligibility for or provide assistance to households occupying units they own or operate Key Services
• Community outreach
o Leverage right to counsel community outreach to inform the public of available flexible financial assistance services, how and where to access them • Flexible financial assistance
o Prevent at-risk households, at or before the 3-day notice stage, from adverse action that may result in an unlawful detainer and loss of housing § One-time assistance—to be provided, in emergencies, as one-time assistance or as a one-time supplement to shallow assistance or deep assistance
§ Shallow assistance (longer term, lower monthly amount)—to lower participants’ rent burdens to sustainable levels until more permanent solutions to housing stability are developed
§ Deep assistance (shorter term, higher monthly amount)—to lower participants’ rent burdens to sustainable levels, while mitigating the effects of short-term crises, until more permanent solutions to housing stability are developed
o Amount:
§ Up to $5,000 per household for one-time assistance
• A review of 225 past due amount for addresses that received a single 3-day notice to pay or quit (from City Attorney’s Office provided records, January 2023–April 2024) show 79% of tenants owed amounts less than $5,000

11.A.c
Packet Pg. 903 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 35 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
§ Up to $10,000 per household to provide longer-term shallow subsidies or shorter-term deep subsidies as determined by household needs o Eligibility considerations:
§ Household income is below City determined area median income threshold (recommended to not go below 50% area median income) or housing cost burden as a percent of income
§ Prioritization based on vulnerability factors, such as minor children in the home, age, length of tenancy, and disability status
§ For those requiring one-time assistance, verification of financial emergency within previous 12 months
• Housing stability and case management – for renters in need of such services Data Collection and Reporting
• A primary consideration for data collection and reporting is limiting an organization’s administrative burden; therefore, wherever possible, reporting requirements should build upon the City’s existing expectations for funded agencies • It is further recommended, for efficiency, service providers utilize a shared client management information system (with appropriate safeguards to protect client privacy)
• Data collected during intake and exit are to be entered into the shared client management information system, as well as the services a household received during program participation
• The lead agency is to generate program-wide quarterly reports with aggregate data that includes outputs and performance outcomes (noted in the section below). Several of the below outputs are based on the City of Santa Monica’s current reporting expectations for funded agencies.
o Number of tenant households served
o Number of tenant households unable to be served
o Household demographics (age, race, ethnicity, gender, income level, zip code, etcetera)
o Monthly rent amount
o Household special characteristics (homelessness history, military history, disability status, etcetera)
o Level / Type of Service
§ # of tenants receiving shallow subsidies
§ # of tenants receiving deep subsidies
§ # of tenants receiving one-time assistance
§ Amount of financial assistance provided to each tenant § # of tenants receiving housing stability and case management services

11.A.c
Packet Pg. 904 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 36 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
Initial Outcome Measurements
• It is expected that the program will also track and report outcome measurements to evaluate program effectiveness, including the metrics currently tracked by the City’s funded agencies.
• The below list represents the minimum program performance standards expected to be tracked for Flexible Financial Assistance services. The City of Santa Monica may opt to supplement these outcomes with additional metrics.
o One-time Assistance
§ # of tenants remaining in their homes
o Shallow and Deep Assistance:
§ # of tenants remaining in their homes (at exit and at 3-month follow-up) § # of tenants moving into below market rental units (specifying inside or outside of Santa Monica)
§ # of tenants moving into market-rate rental units (specifying inside or outside of Santa Monica)
Key Activity— Establishing Collaborative Grant Lead Partner(s) • Coordinate with the City of Santa Monica and right to counsel provider(s) on community outreach efforts
• Collaborate with subcontracted partner agencies
• Coordinate with partner agencies
• Draft policies and processes
o Eligibility
o Area median income considerations for
§ Rent burden thresholds
§ Rent burden target(s)
§ Maximum amounts and durations of assistance
• Administer management information systems
• Facilitate personnel
o Recruitment and retention
o Development and licensing, including trainings
• Implement services (in accordance with funding requirements) • Facilitate flexible financial assistance service data collection and analysis for evaluations Additional Qualifications for Provision of Flexible Financial Assistance • Organization (or lead partner) with 3 years, or more, of experience providing rental assistance in Los Angeles County, with a preference given to those with experience providing these services to renters in Santa Monica
• Demonstrated commitment to collaborating with rental assistance organizations

11.A.c
Packet Pg. 905 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 37 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206

EXHIBIT E
Budget Detail and Justification
Right to Counsel - Legal Services Estimated # of
Attorneys
Estimated Cost
Per Attorney
Estimated Annual
Cost
Justification
Outreach and Tenant Education $ 756,000.00
This line item includes both community outreach and tenant education (see Exhibit C - services and outcome sections, for more detail). Per LAFLA, these services are typically calculated at 20% of the cost of legal services, noted below.

Legal Services 12 $ 315,000.00 $ 3,780,000.00
The cost per attorney is based on San Francisco's model for one "fully loaded" attorney in FY '24. Their cost includes: 1 FT attorney, .25 Social Services Advocate, .25 Legal Supervision .15 intake staff; $660 litigation expenses per client; 15% overhead.

LAFLA provided the total number of total attorneys (12) needed to support the estimated annual number of Santa Monica renters (472) who may receive an unlawful detainer (UD). The number is based on 40 full scope cases per attorney per year. The current annual case rate is 50 cases per attorney, however due to the complexity of cases and with the utilization of law fellows to address attorney shortages, LAFLA recommends a lower case rate. Communities, such as San Francisco, are considering lowering annual caseloads to 1:45. The City of Santa Monica will need to negotiate with the selected contracted legal services provider(s) to establish a mutually agreed upon annual caseload size, which will impact the total number of attorneys needed.

NOTE: The City of Santa Monica currently funds two right to counsel (RTC) attorneys through the pilot and two additional attorneys, who provide housing related legal services, through LAFLA's general services contract. Based on the number of estimated attorneys needed for RTC, the City would need to fund eight more attorneys. $ 4,536,000.00
Right to Counsel - Financial
Assistance
Estimated # of
Households
Estimated Amount
per Household
Estimated Annual
Cost Justification
Flexible Financial Assistance - For
tenants in eviction proceedings
378 $ 20,000.00 $ 7,560,000.00
This funding is to enable UD involved tenants to remain in their homes. The estimated amount of financial assistance per household is in keeping with the amount available to UD involved tenants receiving services through Stay Housed LA and in San Francisco.

Total Estimated Right to Counsel Program Annual Cost $ 12,096,000.00 Subtotal Legal Services

11.A.c
Packet Pg. 906 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 38 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
Flexible Financial Assistance Estimated # of
Households
Estimated Amount
per Household
Estimated Annual
Cost
Justification
One-time Emergency Assistance -
For tenants at or before 3-day
notice stage
974 $ 5,000.00 $ 4,870,000.00
Provides one-time rental assistance for tenant households that have a financial emergency that impact their ability to pay rent. 79% of tenants who received one 3-day notice to pay or quit had a past due amount of less than $5,000 (based on landlord filings with CAO).

Intermediate Financial Assistance -
For tenants at or before 3-day
notice stage
438 $ 10,000.00 $ 4,380,000.00
Provides flexibility for a households needing a long-term shallow subsidy (i.e. $400 for up to two years) or a short term deep subsidy (i.e. $2,500 for four months) to assist with housing stabilization while working with a case manager on a long term plan. $ 9,250,000.00
Flexible Financial Assistance -
Support Services
Estimated # of
FTE
Estimated Annual
Salary + Benefits
Estimated Annual
Cost Justification
Case Managers / Intake Staff 9 $ 90,974.00 $ 818,766.00 Case management services are expected to be primarily utilized for those receiving intermediate rental assistance. City of Santa Monica provider, St. Joseph Center, has caseloads of 1:25 for their older adult program. The estimated number of case managers assumes the same caseload size for flexible financial assistance & stabilization services with caseloads turning over twice annually.

The estimated salary is based on the U.S. Bureau of Labor Statistics reference for job code "Social Worker, All Other" in Los Angeles-Long Beach-Anaheim geographic area.

The mean annual wage is $69,980, plus added 30% for benefits.

Program Managers 1.5 $ 117,000.00 $ 117,000.00
The estimated salary is based on the U.S. Bureau of Labor Statistics reference for job code "Social and Community Service Manager" in Los Angeles-Long Beach-Anaheim geographic area. Mean annual wage is $88,920; added 30% for benefits.

Facilities, Program Supplies,
Equipment, etc. $ 93,576.60 Assumes 10% for additional direct program expenses.

Indirect Costs $ 93,576.60 Assumes 10% de minimis indirect cost rate. $ 1,122,919.20
Total Estimated Flexible Financial Assistance Program Annual Cost $ 10,372,919.20 Subtotal Financial Assistance
Subtotal Support Services

11.A.c
Packet Pg. 907 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31 39 4925 GREENVILLE AVE, SUITE 100 | DALLAS, TX 75206
City of Santa Monica Program
Administration
Estimated # of
FTE
Estimated Annual
Salary
Expense Assigned
to Program
Justification
Administrative Analyst

0.33 $ 109,558.80 $ 36,154.40
The staffing plan is based on the October 2023 City of Los Angeles Housing Department report for establishing a right to counsel program in Los Angeles. The Housing Department recommended five full-time equivalent (FTE) positions.

The City of Santa Monica proposed staffing model is based on 2.6 FTE. The estimated salaries are based on Santa Monica city personnel salaries plus 30% for benefits. Base salary for an Administrative Analyst is $84,275, plus 30% for benefits Policy & Performance Analyst 1 $ 109,558.80 $ 109,558.80 Base salary of $84,276, plus 30% for benefits Data Analyst 0.33 $ 109,558.80 $ 36,154.40 Base salary of $84,276, plus 30% for benefits Staff Assistant - III

0.5 $ 80,168.40 $ 40,084.20 Base salary of $61,668 plus 30% for benefits Staff Assistant - II

0.5 $ 72,800.00 $ 36,400.00 Base salary of $56,000 plus 30% for benefits Facilities, Program Supplies,
Equipment, etc. $ 25,835.18 Assumes 10% for additional program administration expenses $ 284,186.99
Budget Considerations:

1. Communities that have enacted right to counsel protections often cite a decline in the number of unlawful detainer filings. As part of the ongoing evaluation activities, the City of Santa Monica will need to continue receiving UD filing data from the Superior Courts of Los Angeles and make adjustments as indicated by the data related to number of attorneys needed to serve Santa Monica renters.

2. Increasing the availability of flexible financial assistance funding at or before the 3-day notice stage will inevitably decrease the number of annual UD filings, given the majority of UD filings are for non payment of rent. This too will impact the number of attorney's needed for right to counsel services.

3. The estimated budget does not include the projected one-time cost for developing and implementing the vulnerability index and associated management information system.

Total Estimated City Program Administration Annual Cost

11.A.c
Packet Pg. 908 Attachment: Attachment C. Renter Protections Program Situational Analysis (7759 : Proposed FY 2027-31

11.A.d
Packet Pg. 909 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

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11.A.d
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Packet Pg. 928 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

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11.A.d
Packet Pg. 929 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

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11.A.d
Packet Pg. 930 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)

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Santa Monica City CouncilAugust 11, 2026

Santa Monica City Council
August 11, 2026