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Appendix C - Background on Funding and Policy Efforts 42 Appendix D – Maps of Services in Santa Monica and SPA 5 45 Appendix E – SPA 5 Data 51
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Capstone Solutions Consulting Group would like to thank the following organizations for their time and engagement on this project.
Alcott Center for Mental Health Services
CLARE | MATRIX
Didi Hirsch Community Mental Health Center
Exodus Recovery, Inc.
Family Service of Santa Monica
Harbor-UCLA Medical Center
LA Care
LA County DMH
Life Adjustment Team
Meadowbrook Manor
Pacific Asian Counseling Services (PACS)
Salvation Army
Santa Monica-UCLA Medical Center
St. Joseph Center
Step Up On Second
Tarzana Treatment Center
The People Concern
UCLA-NPI
11.A.d
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Like many cities throughout California, Santa Monica recognizes the critical challenges it faces related to worsening behavioral health conditions of their residents. To identify options for alleviating suffering by enhancing service delivery, the City engaged Initium Health, a national consulting organization, to conduct an analysis of the overall system of behavioral health care for all age groups and special populations such as unhoused individuals in Santa Monica. Subsequently, Capstone Solutions Consulting Group (CSCG) was retained to analyze the intensive level of behavioral health services for adults in Santa Monica and the surrounding area of Service Planning Area (SPA) 5. This report, Strengthening the Intensive System of Behavioral Healthcare Services for Adults in Santa Monica and Service Planning Area 5 achieves the following:
Ŭ Provides a description of the continuum of intensive behavioral health services in Santa Monica and SPA 5;
Ŭ Analyzes intensive behavioral health services that currently exist for adults in Santa Monica and SPA 5;
Ŭ Identifies gaps and capacity limitations in the service array; and Ŭ Provides recommendations for the future development and expansion of behavioral health services in Santa Monica and SPA 5, including three options for the development of a behavioral health center.
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To conceptualize the elements of a continuum of behavioral health care, this analysis relied on work commissioned by the California Department of Health Care Services (DHCS) and performed by Manatt Health. Entitled “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications”, the report catalogues services available in each county within a “Core Continuum of Care” as shown below (Figure 1). Adopting this framework enables this report to align with a recognized continuum of services for behavioral health care (both mental health and substance use disorder) treatment in California.
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activities, and
assessments
that educate
and support
individuals
to maintain
healthy
lifestyles and
prevent acute
or chronic
conditions
A variety
of clinical
services
including
individual
and group
therapy and
ambulatory
detox services
Services
delivered
in the
community
that can be
provided
by people
with lived
experience,
including
young adults
and family
members
Flexible
services
designed
to enable
individuals to
remain in their
homes and
participate
in their
communities,
including
supportive
housing, case
management,
and supported
employment
Services
delivered
with a multidisciplinary
approach
to support
individuals
with higher
acuity
behavioral
health needs,
including
Assertive
Community
Treatment and
SUD intensive
outpatient
services
Treatment
provided in
short-term
residential
settings
to divert
individuals
from, or as
a stepdown
from, intensive
services
A range of
services and
supports
that assess,
stabilize,
and treat
individuals
experiencing
acute distress,
including crisis
call centers,
mobile crisis
services,
and crisis
residential
services
Services
provided in
a structured,
facility-based
setting to
individuals
who require
constant
medical
monitoring
It is important to recognize the full continuum of services that exists; however this report specifically focuses on services found toward the right end of the continuum for those with the highest intensity needs, including:
Ŭ Intensive Outpatient Treatment Services;
Ŭ Substance Use Disorder (SUD) Residential Treatment Services; Ŭ Crisis Services; and
Ŭ Intensive Treatment Services.
CSCG reviewed resources such as the Los Angeles (LA) County Department of Mental Health (DMH) and Substance Abuse Prevention and Control (SAPC) websites and other published reports, the Westside Mental Health Network annual compendium of programs, historical knowledge of programs located in SPA 5, models of other programs outside of Santa Monica and SPA 5 (Appendix %) and conducted interviews with key stakeholders delivering or referring to these services in Santa Monica and SPA 5 (DJHQFLHVOLVWHGLQWKH DFNQRZOHGJHPHQWV).
1 Manatt Health (with support from Dr. Anton Nigusse Bland), “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications.”, January 10, 2022. Available at:
dhcs.ca.gov/Documents/Assessing-the-Continuum-of-Care-for-BH-Services-in-California.pdf
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Packet Pg. 969 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 5 6XPPDU\RI)LQGLQJV
Before delving into specifics regarding service delivery capacity, it is necessary to highlight a significant challenge for behavioral health services in Santa Monica, within LA County and across the country: the behavioral healthcare workforce shortage. The longstanding difficulties associated with attracting and retaining a behavioral health workforce were exacerbated by the COVID-19 pandemic. Competition over the insufficient supply of behavioral health professionals, cost of living in Santa Monica and the Westside, opportunities for virtual work and reluctance to return to in-person settings have collectively contributed to a problem that significantly affects the ability of the behavioral health system in LA County to fulfill its mission. Stakeholders from SPA 5 agencies detailed creative efforts they are making to address the needs of clients. However, the challenges faced by agencies in staffing intensive services should not be underestimated. For example, at the time of this report, intensive Full Service Partnership (FSP) programs are affected by the California Department of Healthcare Services requirement that they adhere to high staff to client ratios in order to ensure fidelity to the model. As a result, in several agencies, FSP teams cannot fill their caseloads due to the inability to hire sufficient staff. Workforce and resource shortages are impacting the full implementation of the continuum of care in the County and Santa Monica.
While there are some gaps in the service delivery array (detailed in the body of this report), there were strengths identified in the analysis. The Westside benefits from having strong behavioral health agencies with longstanding relationships both at the executive and line staff levels. Key stakeholders and agency personnel exhibit a high level of knowledge about what other organizations have to offer and appear adept at working within the existing system to ensure the needs of residents are met to the greatest degree possible. Through the Westside Coalition (an organization of 79 Westside agencies) and the Westside Mental Health Network, a strong collaborative spirit has evolved with an emphasis on working together to help those who are living in poverty, unhoused, and disabled.
There are capacity issues in parts of the continuum of care for behavioral health services in Santa Monica and SPA 5. For example, certain elements of a comprehensive continuum do not exist in this part of LA County. These include services for individuals with some of the most intensive behavioral health needs, including:
Ŭ 0HQWDO+HDOWKUHVLGHQWLDOWUHDWPHQWSURJUDPV such as Enriched Residential Programs and mental health recuperative care
Ŭ 'HWR[LILFDWLRQ for those with substance use disorders Other elements of the continuum do exist, but capacity is insufficient to address the needs of residents. These include:
Ŭ 0HQWDO+HDOWK8UJHQW&DUH&HQWHU
8&&
EHGV
Although the Westside has a UCC
located adjacent to Culver City, it is frequently full and those in crisis must be diverted to UCCs in other parts of LA. The next closest UCC, located on the MLK Behavioral Health
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Packet Pg. 970 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 6 Center campus, also functions at capacity much of the time and often cannot accept individuals from the Westside.
Ŭ $FXWHLQSDWLHQWFDUHIRUFOLHQWVLQPHQWDOKHDOWKFULVHV The UCLA Neuropsychiatric
Institute (UCLA-NPI) is currently the only Lanterman-Petris-Short (LPS) designated inpatient unit that accepts patients who have Medi-Cal. LPS designation enables this facility to accept individuals who have been detained for further evaluation and treatment on an involuntary basis. UCLA-NPI is considered a countywide resource and does not prioritize individuals on the Westside. With 74 beds for individuals of all ages, the hospital is preparing for a move to a new facility in 2025, enabling an expansion to 119 inpatient beds. Southern California Hospital in Culver City also has an inpatient psychiatric unit but can only accept individuals who enter on a voluntary basis, limiting the population that can be served. Further, a Psychiatric Health Facility (PHF), a locked alternative to inpatient care that is able to accept clients who enter on an involuntary psychiatric hold, is continuously at capacity. Although the PHF is located in Culver City, a DMH centralized gatekeeping unit authorizes admission and does not prioritize individuals that live in SPA 5.
Ŭ &ULVLV5HVLGHQWLDO7UHDWPHQW3URJUDP
&573
EHGV
Currently, one CRTP is located in SPA
5. It is considered a countywide resource and is almost always full.
Ŭ +LJKHUOHYHOVRIFDUHLQSURJUDPVIRUVXEVWDQFHXVHGLVRUGHUV LHUHVLGHQWLDO
These
programs have significant waitlists, a symptom of insufficient capacity. In fact, nearly all agencies interviewed, both those providing mental health care services and SUD services, indicated access to services for those needing SUD treatment was one of their greatest challenges.
Ŭ +RXVLQJ
Housing options, including permanent supportive housing, adult residential facilities (e.g., board and care homes), and sober living programs for individuals who require significant support and assistance exist in limited capacity. 5HFRPPHQGDWLRQV
Recommendations for this report fall into two categories: 1) general observations and recommendations to improve the system of behavioral health care, and 2) specific program design recommendations.
*HQHUDO2EVHUYDWLRQVDQG5HFRPPHQGDWLRQV
7KHUHLVDFOHDUDQGSUHVVLQJQHHGIRUDGGLWLRQDO68'SURJUDPVDWPXOWLSOHOHYHOV Detoxification services do not exist in SPA 5, forcing individuals to travel as far away as Long Beach, the San Fernando Valley or other significant distances for treatment. This can preclude vulnerable populations, such as individuals experiencing homelessness, from entering treatment. While residential treatment beds do exist, there are capacity issues. This is particularly concerning since almost all those interviewed noted the increasing number of individuals with serious substance use disorders, the use of more harmful drugs than in prior years and challenges finding appropriate levels of care for these individuals. As mentioned previously, these issues impact individuals who are unhoused, have co-occurring mental
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Packet Pg. 971 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 7 illness and other social or medical conditions that require more specialized care. These individuals require significant supports that will help them to maintain regular treatment.
Additionally, these are individuals who may benefit from Medication Assisted Treatment (e.g., methadone, buprenorphine, naltrexone, etc.) to support their recovery. :KLOHLWPD\DSSHDUWKDW63$FRQWDLQVPDQ\RIWKHHOHPHQWVRIDUREXVWLQWHQVLYH EHKDYLRUDOKHDOWKV\VWHPFULWLFDOHOHPHQWVRIWKDWV\VWHPRSHUDWHDWFDSDFLW\DOPRVWDOO WKHWLPH As a result, although programs are situated in the area, they may not be accessible to Westside residents. Notably, these services include urgent care, crisis residential treatment, residential treatment for SUD and an array of residential programs designed to provide longer-term stabilization for individuals with mental illness who are not ready to live in the community and function without supports.
7KHUHDUHVHYHUDOYXOQHUDEOHSRSXODWLRQVLQ6DQWD0RQLFDDQG63$WKDWUHTXLUHVOLJKWO\ GLIIHUHQWFRQVWHOODWLRQVRIVHUYLFHVWKDWGRQRWH[LVWRUH[LVWLQOLPLWHGVXSSO\ The general
population in acute behavioral health crisis requires immediate access to evaluation, crisisoriented intervention and medication support, typically offered in a Mental Health UCC/ Crisis Stabilization Unit followed by linkage to ongoing outpatient mental health or SUD treatment. In some cases, a stay in a Crisis Residential Treatment Program is necessary to provide additional treatment and stabilization prior to a return to the person’s living situation in the community. A smaller number of individuals who remain symptomatic may benefit from longer-term Enriched Residential Services to ensure stabilization and rehabilitation.
Unhoused individuals in acute behavioral health crisis require immediate access to evaluation, crisis-oriented intervention and medication support offered in a Mental Health Urgent Care Program or a Safe Landing program (Appendix A), often followed by a period of behavioral health support in interim housing or other residential treatment options (e.g., Enriched Residential Services, Enriched Residential Care, SUD residential treatment). 7KHOLPLWDWLRQVLPSRVHGE\DV\VWHPWKDWLVIUHTXHQWO\IXOOFRPELQHGZLWKWKHODFNRI SURFHVVHVWKDWHQVXUHWUHDWPHQWWUDQVLWLRQVKDVUHVXOWHGLQDVLWXDWLRQLQZKLFKPDQ\ FOLHQWVDOPRVWFHUWDLQO\IDOOWKURXJKWKHFUDFNV FSP programs can provide ongoing treatment and coordination across time and programs. However, in SPA 5 this option is challenging to access because providers often face limitations in accepting new clients. In addition, the lack of interim housing and permanent supportive housing in SPA 5 results in a transfer of clients to other parts of LA County necessitating treatment by new providers, thereby interrupting the treatment relationships that have been formed. Providers and clients face a no-win situation: continue the treatment relationship at the risk of remaining unhoused or accept housing elsewhere with the hope that treatment options will be available.
Although capacity is a concern throughout the network of services, there are several areas in which existing programs or processes could be modified to enhance care:
Ŭ )633URJUDPVFXUUHQWO\KDYHFOLHQWVORWVWKH\FDQQRWILOO due to workforce challenges that preclude reaching the required staff to client ratio. Pending changes by the State
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Packet Pg. 972 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 8 and County related to FSP program levels of intensity could ameliorate this obstacle by creating levels of care with lower staff to client ratios.
Ŭ 6WUDWHJLHVGHVLJQHGWRVXSSRUWFOLHQWWUDQVLWLRQEHWZHHQOHYHOVRIFDUHFRXOGEH VWUHQJWKHQHG This would enable better utilization of existing services in addition to better treatment experiences for clients. For example, social workers attached to hospital units could ensure sufficient advance notification to outpatient programs when clients are being released, enabling providers to promptly link clients with medication support and services, preventing decompensation and a need for a return to a higher level of care. 3URJUDP'HVLJQ5HFRPPHQGDWLRQV
Three approaches for a behavioral healthcare center are recommended for the City of Santa Monica’s consideration:
7UDQVIRUPDWLRQDO$SSURDFK͕Ş&DPSXV%HKDYLRUDO+HDOWK&HQWHU This option focuses on
the development of a free-standing campus, with points of entry for the community. It is intended to address the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. While not specifically focused on the needs of unhoused individuals, it will allow immediate attention to those with acute behavioral health conditions. This approach includes an array of services including:
Ŭ Mental Health UCC
Ŭ Sobering center
Ŭ Available pathways for transition into residential treatment Ŭ Mental health outpatient services
Ŭ Detoxification
7UDQVIRUPDWLRQDO$SSURDFKŞ6DIH/DQGLQJ
This option offers many of the elements of
option 1 but is intended to focus more deliberately on the needs of those who are unhoused.
It is a bundled program, providing 24/7 intake and evaluation, temporary housing, some medical support services, behavioral health supports, intensive case management, rehabilitation services (e.g., occupational therapy), some onsite physical health service with linkage to primary care and transition planning.
7UDQVLWLRQDO0RGHO
This model is a decentralized approach that does not rely on a campus.
It considers augmenting most programs with additional capacity and staff. In this model, SPA 5 adds capacity to the existing UCC, adds sobering center capacity to the UCC or to a community-based organization, and adds mental health and SUD staff to an existing provider organization to deliver field-based services for existing interim housing programs.
Each of these models are further explored in the following report.
11.A.d
Packet Pg. 973 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 9 ,1752'8&7,21
This is a time of unprecedented challenge, opportunity
and uncertainty for those committed to enhancing
behavioral health services, especially for those
experiencing homelessness. The stress of the
COVID-19 pandemic took a toll on the emotional health
and wellbeing of many, while simultaneously creating
greater awareness of the prevalence of mental illness
and substance use disorders and the importance of
seeking help. The rising numbers of individuals visibly experiencing homelessness throughout this period2
raised community concern and questions about how
to alleviate individual suffering and neighborhood
blight. Increases in the rates of suicide3 and opioid
deaths4 enhanced awareness of our nation’s
behavioral health crisis. Finally, higher demand
combined with a workforce shortage5 created the
perfect storm for the delivery of behavioral health
services. Appendix C provides an overview of the policy and funding landscape necessary to fully comprehend the current state of behavioral health opportunities and limitations. It is against this backdrop that the City of Santa Monica retained Initium Health to conduct a full analysis of the state of behavioral health services for individuals of all age groups, including a specialized focus on those who are unhoused. This report builds on the work done by Initium by exploring existing intensive behavioral health services, gaps in services and capacity limitations in Santa Monica and SPA 5.
.(<&216,'(5$7,216
%HKDYLRUDO+HDOWKFDUH 0HQWDO+HDOWK6XEVWDQFH8VH'LVRUGHU6HUYLFHV While many individuals believe mental health and behavioral health are synonymous, this is not the case. In the behavioral health field, this term is meant to recognize both mental health and SUD. It is essential to highlight the prevalence and the importance of access to care for both individuals afflicted by mental illness and those suffering from substance use disorders; and, to recognize that these disorders often occur concurrently. The way in which treatment is funded by both public sector and managed care entities often deals with these conditions separately. As a result, this can create silos in the organizations that provide behavioral healthcare.
2 Fact_Sheet_Summarized_Findings.pdf (hud.gov)
3 Suicide Data and Statistics | Suicide Prevention | CDC 4 NCHS Data Brief, Number 491, March 2024 (cdc.gov)
5 Behavioral Health Workforce 2023 Brief (hrsa.gov)
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Packet Pg. 974 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 10 2YHUVLJKW
&LW\63$YV&RXQW\ZLGH$SSURDFKWR2UJDQL]LQJ6HUYLFHV,Q/RV$QJHOHV In LA County, there has been a longstanding question pertaining to how services should be designed and delivered. Understandably, within the DMH some highly specialized programs are intended to serve a countywide population. Accordingly, they are developed and administered by a centralized administrative unit. Such programs include hospitals and subacute units such as Institutions for Mental Disease (IMDs) which provide long-term locked residential treatment for individuals with chronic and serious mental illness. In contrast are services that are intended to be more strategically responsive to the local community; these are typically organized and monitored by regional DMH representatives for each of the eight designated LA County SPAs.
Santa Monica is located in SPA 5, commonly
referred to as the Westside of LA. In
addition to Santa Monica, SPA 5 includes the
communities of Malibu, Culver City, Beverly
Hills, and parts of LA such as Marina del
Rey, Venice and West L.A. A map of SPA 5
is included in Figure 2. Through their local
administrative staff, County Departments
(e.g., DMH, DHS, DPH) make every effort to
ensure an array of services that will address
residents’ needs, through sufficient local
service delivery or access to specialized
countywide programs.
As this report proceeds with outlining the
array of intensive behavioral health services,
a differentiation will be made between
behavioral health services considered to
be countywide assets versus those that are
intended to be developed, delivered and
administered locally (i.e., within each SPA). This is a key consideration as it will impact the extent to which developed resources are more specifically responsive to the needs of the Santa Monica and SPA 5 residents. While DMH allows individuals to seek treatment anywhere in LA County, it is considered a best practice to have certain treatment resources available in an individual’s own community. This issue will also affect the degree to which providers have control over the access to their programs compared with those in which access is strictly controlled by DMH. The following chart illustrates this distinction for mental health programs:
Table 1. Programs administered countywide versus by SPA &RXQW\ZLGH3URJUDPV 3URJUDPV2UJDQL]HGE\63$
Ŭ Psychiatric Hospital Inpatient Units
Ŭ Subacute Treatment Programs (IMDs)
Ŭ Crisis Residential Treatment Programs
(CRTPs)
Ŭ Psychiatric Health Facilities (PHF)
Ŭ Mental Health UCCs
Ŭ Outpatient Mental Health Centers
Ŭ FSP Programs
Figure 2. Service Planning Areas in L.A. County
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Packet Pg. 975 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 11 It should be noted that SUD programs, which are administered through contracts with SAPC within the LA County Department of Public Health (DPH), are not managed in the same way. Providers contracted with SAPC provide the continuum of services for substance use disorders to anyone residing within LA County. However, it is also a best practice to have ongoing treatment close to one’s own community and systems of support. )HGHUDODQG6WDWH5HJXODWLRQV*RYHUQLQJ$FFHVVWRDQG/HQJWKRI&DUH Regardless of how programs are administered, county departments must adhere to requirements related to access according to standards established by the Federal Center for Medicare and Medicaid Services (CMS). These include standards for the proximity of services to all residents, and the length of time required to travel to the closest provider. They also include timeliness to first offered urgent and nonurgent appointments for treatment and appointments with a psychiatrist (Appendix D). As a result, county entities must ensure sufficient services in each geographic area so that standards for timeliness and proximity are met. These standards are reviewed and reported by the External Quality Review organization commissioned by the State of California to monitor counties’ compliance with these regulations (the most recent LA County DMH review can be found here6 and the Drug MediCal Organized Delivery System (DMC-ODS) for LA County review can be found here7).
Additionally, California licensing requirements dictate the conditions of service delivery, including, in some cases, the length of stay in various programs. For example, Crisis Stabilization Units (CSUs) or Mental Health UCCs as they are often called locally, are licensed to serve clients for no longer than 23 hours and 59 minutes. CRTPs are intended to serve individuals between 14 days and 90 days. On the DMC-ODS side, for example, the guidance for residential treatment is increments of 30 days of treatment. $6\VWHPLQ'\QDPLF7HQVLRQ
7KH,PSOLFDWLRQV
As is evident from the foregoing discussion, behavioral health services represent a complex system in which sufficient available services must be available to LA County residents, including those living in Santa Monica and SPA 5. A breakdown in capacity at any level will hamper the ability of individuals to be transitioned into a lower level of care or be stepped up to a higher level of care should the need arise. For example, UCCs, intended to serve individuals for less than 24 hours, frequently experience overstays due to the lack of available inpatient beds for those who require hospitalization. This quickly results in UCCs functioning at full capacity, unable to accept additional admissions. Similarly, when inpatient psychiatric units cannot access IMDs for individuals who require locked settings, length of stay on inpatient units increases and those who require transfer from UCCs cannot access a hospital bed. The issue can be more complicated when individuals are seeking treatment for a substance use disorder. For example, during intake, the assessment may reveal a need for detoxification. This may be medically necessary before beginning any residential or intensive outpatient treatment. In LA County, the detoxification level of care is limited, and non-existent in SPA 5 and Santa Monica. As will be explored in the sections that follow, this may prevent an individual from entering treatment at all. Thus, even when it appears the system has sufficient capacity based on population size, the ability to access services may be compromised. 6 1140138_LosAngelesMHPEQRFinalReportFY2022-23.pdf (lacounty.gov) 7 Microsoft Word - Los Angeles DMC-ODS FY 2023-24 Final Report RK 02202024 (caleqro.com)
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Packet Pg. 976 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 12 5HFRJQL]LQJWKH5ROHRI1RQ*RYHUQPHQWDO&RPPXQLW\EDVHG2UJDQL]DWLRQV While the focus of this analysis is on services delivered under the auspices of the public sector, private organizations located in and close to Santa Monica also serve an important role. Some organizations, such as The Life Adjustment Team, provide intensive outpatient mental health services, including partial hospitalization for individuals whose treatment is reimbursed by private insurance, managed care organizations or self-pay. Similarly, on the SUD side, there are providers who take private insurance and self-payment for treatment. While these types of provider organizations were not in scope of this project, it is significant as an August 1, 2024 report8 reflects the following health insurance status for Santa Monica residents:
Figure 3. Health Insurance Status of Santa Monica Residents On the other end of the financial spectrum are agencies like the Salvation Army, which sponsors a 60-bed rehabilitation facility with a work program for individuals in recovery from substance use disorders. The services provided by the Salvation Army are funded through donations; individuals who have no source of support may take advantage of such programs.
While capacity for some services may be limited in Santa Monica and SPA 5, effort should be made to look holistically at the array of services and – as important – coordination of care strategies that will allow the community to maximize the use of all available resources. 5HFRJQL]LQJWKH3DWFKZRUNRI(QWLWLHV3URYLGLQJ$GPLQLVWUDWLYH2YHUVLJKW As referenced earlier, behavioral health and ancillary physical health services are delivered under the auspices of multiple entities in LA County. More specifically:
Ŭ LA County DMH delivers and contracts for services to individuals with serious mental health conditions
Ŭ LA County DPH through its SAPC Division, contracts for the delivery of SUD services reimbursable through Medi-Cal
Ŭ The LA County Department of Health Services oversees recuperative care services which typically include behavioral health specialists in addition to those delivering physical health care services.
Private Insurance 70%
26%
4%
Public Insurance
No Insurance
8 Santa Monica, CA ZIP Codes, Map and Demographics (zip-codes.com)
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Packet Pg. 977 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 13 Ŭ Medi-Cal Managed Care Organizations (e.g., L.A. Care) are charged with ensuring mental health and SUD treatment for less severe conditions than DMH. However, under the State’s new CalAIM Medi-Cal waiver, they oversee two programs intended to address the needs of individuals who are unhoused with behavioral health disorders as well as those transitioning from inpatient care. These programs are Enhanced Care Management and Community Supports which provide intensive case management and housing support services among other options.
Ŭ Health Maintenance Organizations (e.g., Kaiser Permanente) and private health insurance providers are required to offer needed mental health services to their enrollees. 352-(&76&23($1'$3352$&+
In March 2024, the City of Santa Monica entered into a consulting agreement with CSCG designed to provide information that would support the expansion of intensive behavioral health services in the City and on the Westside – including the possible plan for a behavioral health center. The project was intended to build on a variety of reports already published, including the Mercer Report9, RAND Study10, External Quality Review periodic reviews11,12, and the recent HMA study commissioned by DMH and the Board of Supervisors13. While these studies employed modeling to determine the quantity of behavioral health resources at various levels required by LA County, the focus of this project was Santa Monica and the Westside. This work is intended to build on the comprehensive Initium study conducted earlier at the request of the City of Santa Monica. More specifically, it was agreed that CSCG would:
Ŭ Catalogue intensive behavioral health treatment services in Santa Monica and the Westside (SPA 5)
Ŭ Identify gaps in the array of existing intensive behavioral health services Ŭ Highlight utilization and access challenges that occur when services exist in insufficient capacity at any point in the continuum of care
Ŭ Make recommendations for improvements that could be considered to begin building a path forward that includes the expansion of behavioral health services.
Ŭ Describe and identify existing recuperative care programs that have the potential to augment the existing system of care, even though these programs do not currently exist in Santa Monica or SPA 5.
9 Report (Vertical) (lacounty.gov)
10 Psychiatric and Substance Use Disorder Bed Capacity, Need, and Shortage Estimates in Santa Clara County, California (rand.org)
11 1140138_LosAngelesMHPEQRFinalReportFY2022-23.pdf (lacounty.gov) 12 Los Angeles DMC-ODS FY 2023-24 Final Report RK 02202024 (caleqro.com) 13 1156106_EstablishingARoadmapToAddressTheMentalHealthBedShortage_ItemNo.41- DAgendaOfJanuary242023_-Feb2024.pdf (lacounty.gov)
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Packet Pg. 978 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 14 This report provides an analysis of the mental health and SUD continuum of care in Santa Monica and SPA 5 based upon the model used in a report commissioned by the California DHCS and performed by Manatt Health. Entitled “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications” 14,
the report catalogues services available in each County within a “Core Continuum of Care,” including Prevention and Wellness, Outpatient, Peer and Recovery, Community Services and Supports, Intensive Outpatient Treatment, SUD Residential Treatment, Crisis Services, and Intensive Services as reflected below.
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For this report, consistent with the specific interest in intensive behavioral health programs (of the type that would be incorporated in a behavioral health center), the focus will be on Intensive Outpatient Treatment Services for both mental illness and substance use disorders, SUD Residential Treatment Services, Crisis Services and Intensive Treatment Services. It should be noted that a robust behavioral health system requires adequate services at all levels of the continuum, including prevention and early intervention, but exploring the entire continuum is beyond the scope of this project.
This report reviews mental health and SUD services in Santa Monica and SPA 5 and is organized as follows:
͕ Findings
D Intensive behavioral health treatment services (mental health and substance use disorders) in Santa Monica and SPA 5
E Identified gaps and capacity limitations
Recommendations
As this report is intended to build upon the Initium study, CSCG focused on detailing existing intensive mental health and SUD programs in Santa Monica and SPA 5, relying on resources such as the LA County DMH and SAPC websites and published reports, the Westside Mental Health Network annual compendium of programs and historic knowledge of the Westside 14 Adapted from the Manatt Health (with support from Dr. Anton Nigusse Bland), “Assessing the Continuum of Care for Behavioral Health Services in California: Data, Stakeholder Perspectives and Implications.”, January 10, 2022. Available at: dhcs.ca.gov/Documents/Assessing-the-Continuum-of-Care-for-BH-Services-in-California. pdf
11.A.d
Packet Pg. 979 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 15 programs. To confirm program capacity and gain insight into perceived gaps and needs, interviews were conducted with representatives of the mental health and SUD treatment agencies delivering services on the Westside. Finally, CSCG consultants met with other stakeholders, including hospital Emergency Room physicians and representatives of managed care plans to gain insight into the intensive services missing from the continuum. In prior projects, CSCG spoke with leadership of programs located in other California counties to identify the key success factors in a good system or full continuum of care. A list of these organizations can be found in WKHDFNQRZOHGJPHQWV. Information collected from all sources was used to analyze the system of care and to identify gaps and opportunities for the future.
In the pages that follow, these service array components are defined, and program characteristics of each component are identified and described. The availability of such programs in Santa Monica and SPA 5 and corresponding capacity issues are identified. Mental health and SUD services are covered in separate sections of the document, as that is how they are currently organized and administered in LA County. ),1',1*6
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CSCG completed an inventory of the intensive system of care for mental health disorders overseen by DMH that revealed a continuum of services through DMH directly operated and contracted providers. The location of intensive outpatient treatment programs is included in the geocoded map of SPA 5 (Appendix D).
The summary chart below shows the program elements of intensive levels of mental health services; a more complete description of these programs in Santa Monica and SPA 5 follows.
Table 2. Program Elements of Intensive Mental Heath Services in Santa Monica and SPA 5 7\SHRI6HUYLFH ,Q6DQWD
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Full Service
Partnerships Yes Yes Centralized
Ŭ Alcott Center for MHS
Ŭ Didi Hirsch CMHC
Ŭ Edelman WMHC
Ŭ Exodus Recovery, Inc.
Ŭ PACS-LA
Ŭ Step Up on Second
Ŭ St. Joseph Center
Ŭ The People Concern
Capacity
exists which is
currently not
used; workforce
challenges limit
access
Psychiatric
Medication
Evaluation and
Support
Yes Yes Local
Ŭ Alcott Center for MHS
Ŭ Didi Hirsch CMHC
Ŭ Edelman WMHC
Ŭ Exodus Recovery, Inc.
Ŭ PACS-LA
Ŭ Step Up on Second
Ŭ St. Joseph Center
Ŭ The People Concern
Adequate
11.A.d
Packet Pg. 980 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 16 7\SHRI6HUYLFH ,Q6DQWD
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Mobile
Response
Teams
Yes Yes Varies
Examples
County LE Teams
Ŭ MET/SMART
Ŭ County-City Teams
Ŭ SM HLP
Ŭ City Teams
Ŭ Culver City LET
Ŭ Vista del Mar
Ŭ Alcott Center for MHS
Service still
ramping up;
evaluate
capacity
when fully
implemented
Urgent Care
Centers
(UCC) / Crisis
Stabilization
Units (CSU)
No Yes Local Ŭ Exodus Recovery, Inc.
Typically Full
Must divert
clients to other
programs
Crisis
Residential
Treatment
Programs
(CRTP)
No Yes Centralized Ŭ Exodus Recovery, Inc. Typically Full ,QWHQVLYH7UHDWPHQW6HUYLFHV
Acute Inpatient
Hospitals No Yes Centralized
Ŭ UCLA NPI
Ŭ Southern California
(Voluntary Beds
Only)
Typically full
Unknown
Psychiatric
Health Facility
(PHF)
No Yes Centralized Ŭ Exodus Recovery, Inc. Typically full General IMD /
Subacute Beds No Yes Centralized Ŭ Meadowbrook Typically full Enriched
Residential
Services
No No - - -
Enriched
Residential
Care
Yes No Centralized Ŭ The Manor Unknown
Mental Health
Recuperative
Care
No No - - -
FINDINGS | Intensive Mental Health Services 11.A.d
Packet Pg. 981 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 17 FINDINGS | Intensive Mental Health Services | Intensive Outpatient Treatment Services - Mental Health ,QWHQVLYH2XWSDWLHQW7UHDWPHQW6HUYLFHVŞ0HQWDO+HDOWK Intensive Outpatient Treatment Services include services such as FSP and access to Psychiatric Medication Evaluation and Support. Both are intended to prevent clients from requiring psychiatric hospitalization and are supports for the stabilization of those exiting inpatient care or treatment in a locked setting. These services also include intensive outpatient treatment services for substance use disorders, which are covered later in the report. Both mental health and substance use intensive outpatient treatment services are delivered using a multidisciplinary approach to support individuals with high acuity behavioral health needs.
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provide a
comprehensive community-based treatment
program for persons with severe and
persistent mental illnesses. They facilitate
successful community living and psychosocial
rehabilitation. Supportive FSP housing and
flexible funding for additional expenses
encountered by clients is available through
the agencies that offer these services. These
programs are certified by California DHCS as
outpatient mental health programs and are
eligible for Medi-Cal reimbursement. FSPs can
provide interventions 24/7 in settings preferred
by clients, including homes, adult residential
care facilities, on the streets and in a variety of
other settings. Staff includes psychiatrists, social workers, case managers and peers. Staff link with and provide transportation to any ancillary services not provided directly by the FSP team, such as access to benefits, medical treatment and legal support. These services are intended to serve individuals who live or are located in a particular geographic area in the County. However, access to FSP slots is controlled by DMH centralized administrative units.
While providers may refer a client in need for these services, DMH determines whether access to FSP will be granted.
Agency representatives report challenges with delivering ongoing services to FSP clients who may be required to accept housing far from the Westside due to lack of local supportive housing beds. In addition, in a situation that appears to be specifically characteristic of SPA 5, providers report a significant number of unfilled FSP slots. This is not due to a lack of need but appears to be an artifact of the agencies’ workforce challenges combined with the current requirement that providers adhere to staff to client ratios to preserve the intensity of the program. In some cases, agencies reported operating at 75% capacity. Despite this, there is a plan to increase FSP slots for some Westside agencies in this fiscal year. Consistent with this plan, at the time of this report, DMH was in the process of modifying levels of care within the FSP program which may ameliorate some of the limitations in accessing services for those in need.
There is currently some question regarding how recent ballot measures and regulations will affect FSP programs, and the outpatient services (known as Outpatient Community Services
11.A.d
Packet Pg. 982 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 18 Table 3. FSP Services in SPA 5
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Alcott Center for
Mental Health
Services
40 Yes Yes
Didi Hirsch
Community Mental
Health Center
158 Yes Yes
Exodus Recovery, Inc. 75 Yes Yes
Pacific Asian
Counseling Services 56 Yes Yes
Step Up on Second 67 Yes Yes
St. Joseph Center 180 Yes Yes
The People Concern 60 No Yes
Edelman Westside
Mental Health Center
(County directlyoperated)
106 Yes Yes
Total available slots reported by providers and those reported by County are 702 vs. 784 respectively. This is likely a timing issue, due to increases in some contracts after interviews were concluded. County DMH reports that 65% of available slots are currently filled.
FINDINGS | Intensive Mental Health Services | Intensive Outpatient Treatment Services - Mental Health or OCS in LA). In 2024, voters approved Proposition 1, dedicating 30% of Mental Health Services Act funding to housing for individuals with mental illness, substance use disorders or co-occurring disorders. In the future, as noted above, it appears that some outpatient services may be considered FSPs at either the same or a lower step-down ratio of staff to clients. The impact on outpatient community services, which is a step-down from FSP, and enables flow through the system is as yet unknown.
3V\FKLDWULF0HGLFDWLRQ(YDOXDWLRQDQG6XSSRUW is an important component of the array of services offered through FSP programs. However, it is also critical that individuals who may not be enrolled in an FSP program have access to a psychiatrist when released from an inpatient or locked setting or when in a state of crisis. For individuals with serious and persistent mental illness, medication stabilization is an integral part of the services needed for successful community integration. In the event that an appointment is unavailable or a client must be seen quickly, the Westside UCC provides medication support services on an immediate walk-in basis, subject to available capacity.
The chart below lists FSP providers, capacity, whether workforce challenges limit capacity, and availability of psychiatric medication evaluation and support in SPA 5.
11.A.d
Packet Pg. 983 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 19 Until this past year, DMH relied primarily on its 24/7 ACCESS Center to provide direct telephonic connection to mental health professionals for individuals in a mental health crisis. This capability was augmented by specially trained counselors working with the Suicide Prevention Center of the Didi Hirsch Community Mental Health Center. With the national implementation of the 988 program (a 911 alternative for individuals experiencing a mental health crisis), the City of LA added a call center operated by Exodus Recovery, Inc. Except for the Didi Hirsch Suicide Prevention Center which contacts the DMH 24/7 ACCESS Center for mobile response, call centers can dispatch mobile teams throughout the county. The City of Santa Monica is actively working with regional partners to understand how 988 calls that require an in-person response are routed to deploy local mobile response teams.
There are several varieties of mobile teams that serve the Westside including:
• Mental Health-Law Enforcement Teams such as SMART and MET (County DMH collaborations with LAPD and the Sheriff’s Department respectively) • City law enforcement collaborations such as the Santa Monica-DMH team • City-run teams such as the Culver City response team
• Mental Health Crisis teams staffed by mental health professionals and peers, implemented as part of the 988 roll-out. On the Westside Vista del Mar, Alcott Center for Mental Health Services and Exodus Recovery, Inc. have implemented new teams in the past year.
Given the fact that a number of teams are not fully ramped up and may have limited hours of operation, the impact of increasing response to those in crisis cannot yet be determined.
It is clear that individuals that cannot be stabilized in the field will need transport to UCCs/ Crisis Stabilization Units (CSU) or Emergency Departments for further treatment, which may overwhelm the ability of receiving programs to address the demand. Analysis of the impact of these teams is premature. However, it is recommended that data be gathered to identify:
• Number of mobile calls;
• Number of individuals stabilized/not stabilized in the field; • Destination of individuals transported from the field; and • Impact on receiving destinations (e.g., UCCs and Emergency Departments).
You Are Not Alone.
FINDINGS | Intensive Mental Health Services | Crisis Services Crisis Services
Crisis Services include crisis lines, mobile response teams, mental health UCCs and crisis residential programs.
Mobile Response Teams provide a field response to calls that originate in crisis lines such as 911, 988, the DMH ACCESS Line (1-800-854-7771) or law enforcement. While their goal is to stabilize individuals in behavioral health crises in the community by providing voluntary interventions, they do have the ability to detain individuals under the involuntary detention (i.e., “5150”) provisions of the California Welfare and Institutions Code.
11.A.d
Packet Pg. 984 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Ŭ A step down from the PHFs and acute
hospitals for patients to access community
resources.
Ŭ Immediate evaluation for individuals in
crisis who are brought in by law
enforcement or teams on an involuntary
basis or are willing to engage voluntarily.
Ŭ Medication walk-in services.
Ŭ A gateway to on-going community mental
health and SUD services.
The Westside UCC has 12 chairs and frequently operates at capacity. When full, Exodus staff can divert crisis clients to the agency’s other Urgent Care facilities located as follows:
Ŭ Eastside UCC – 1920 Marengo Street, LA 90033
Ŭ Harbor-UCLA UCC – 1000 W. Carson Avenue, Torrance 90502 Ŭ Behavioral Health Center on the campus of Martin Luther King, Jr. Hospital - 12021 Wilmington Avenue, Building 18, LA 90059
Recently, Exodus staff indicated that the next closest UCC on the campus of MLK Hospital in Willowbrook is also frequently operating at capacity. It is possible that the impact of mobile crisis team expansion is beginning to be experienced at these receiving programs. In addition, at least one Santa Monica hospital has indicated that between six and eight ER patients per day could be sent to a UCC if located in closer proximity and if patients were not diverted to other parts of the county, highlighting the need for additional capacity in SPA
5. The new UCLA-NPI, is planning to operate a CSU in association with their facility, increasing capacity in the county but it will be located outside of SPA 5. With a planned opening in 2026, the new hospital will be located at the former Olympia Hospital at 5900 Olympic Boulevard.
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minutes of care, including crisis intervention, assessment, evaluation, collateral supports, therapy, SUD counseling and peer support. Medication services are available at the UCC.
The goal of the UCC is to avoid unnecessary hospitalization and incarceration while improving wellness for individuals with mental health disorders and their families. Operated by Exodus Recovery, Inc. through a contract with DMH, the Westside UCC is located at 11444 Washington Boulevard, LA 90066 and is open 24/7. The UCC provides:
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11.A.d
Packet Pg. 985 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)
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11.A.d
Packet Pg. 986 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)
Psychiatric Health Facilities (PHF)OLPLWHGWR
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11.A.d
Packet Pg. 987 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)
Enriched Residential Services (ERS)
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11.A.d
Packet Pg. 988 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 24 17 Asam.org
FINDINGS | Intensive Substance Use Disorder Services
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is augmented programming and supervision for individuals who require more structure than is offered in a typical residential facility, including 24/7 care and support to help them remain stably housed. DMH contracts with several Adult Residential Facilities in LA County to provide these services, which include Adult Residential Facilities (ARF) and Residential Care Facilities for the Elderly.
The Manor, in Santa Monica, is a licensed ARF. Commonly known as a Board & Care facility, it offers food, shelter and medication dispensing for individuals who require care and support in the community. The Manor currently offers some limited bed capacity for individuals referred from the DMH who, for a period of time, require a “patch” of supportive services and structure and is the only facility in SPA 5 with this capacity. The use of such beds for individuals willing to enter an adult residential facility may help to alleviate the problem faced when individuals are ready to leave institutional care, but not yet functioning well enough to live independently.
The capacity of The Manor is unknown. However, should capacity not exist at The Manor, it would be prudent to disaggregate the elements of support offered by this patch and attempt to replicate them in scattered site or congregate housing. 5HVSLWH5HFXSHUDWLYH&DUH provides safe short-term bridge housing for individuals who are homeless where they can recuperate after emergency room or hospital discharge. The programs, under Housing for Health, a division of Department of Health Services, provide a place to recover from medical and psychiatric conditions and prevent people experiencing homelessness from being discharged to the street. Individuals receive medical oversight, intensive case management, behavioral health therapy, substance use counseling, and housing navigation. The programs reduce emergency room visits and hospitalizations and promote connections to resources to support their path to housing. These types of services do not exist in Santa Monica or SPA 5.
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A review of the system of care for substance use disorders should ideally include the services identified in Figure 2 and the American Society of Addiction Medicine (ASAM) levels of care (Figure 4). In LA County, SAPC allows individuals to seek treatment for a SUD anywhere in the county, however it is a best practice to have treatment resources available in an individual’s own community. Currently, there are gaps in intensive services (represented in the blue circle below) in Santa Monica and SPA 5.
11.A.d
Packet Pg. 989 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)
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Type of Service /
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REFLECTING A CONTINUUM OF CARE
Early Intervention
Outpatient S
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Intensive Outpatient/
Partial Hospitalization
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Intensive Outpatient
Services
Partial
Hospitalization
Services
Clinically
Managed
Low-Intensity
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Medically
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11.A.d
Packet Pg. 990 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 26 7\SHRI6HUYLFH
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Monitored
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3.7 and 4.0)
No No - -
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In LA County, individuals can be offered intensive outpatient services including assessment, counseling, case management and other services that do not require an overnight stay for one or more days per week based on medical necessity as defined by ASAM criteria.19 ASAM (along with providers and managed care insurance companies) break these services up by the ASAM levels of Intensive Outpatient (2.1) and Partial Hospitalization (2.5) to reflect the different level of need and intensity. Typically, intensive outpatient services are those provided less than nine hours per week, while partial hospitalization are similar outpatient services with a higher frequency of and more services (20 hours or more per week). Both types of intensive outpatient services are often combined with safe housing (i.e. sober living, family, etc.) to maximize treatment effectiveness.
In Santa Monica and SPA 5, CLARE|MATRIX
provides intensive outpatient services (for male
and female clients) and limited bridge housing
for male clients only (six beds). Their intensive
outpatient services have capacity for additional
clients. Didi Hirsh CMHC also offers outpatient
treatment for substance use disorders within
SPA 5. These are at the less intensive level
of outpatient. They also have capacity for
additional clients.
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These services include short- and long-term treatment stabilization in a residential setting for individuals who experience significant impairments related to a substance use disorder.
While based on medical necessity, residential treatment programs typically offer 30-120 days of care. Evidence-based practices, harm reduction, case management, trauma work, 12-step models, employment and educational assessments and life skills training are often 20 More on these services can be found at - salvationarmyusa.org/usn/rehabilitation/.
FINDINGS | Intensive Substance Use Disorder Services
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11.A.d
Packet Pg. 991 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 27 SPA 5 currently has no facilities that
offer medically monitored withdrawal
management in residential or hospitalbased settings (ASAM 3.2, 3.7 or 4.0).
Providers in Santa Monica and SPA 5 who
determine an individual needs these
services refer them to Tarzana Treatment
Center (in Tarzana and Long Beach) or
Behavioral Health Services, Inc (Pomona
and Long Beach). It should be noted that
at one time CLARE|MATRIX had a license
Findings | ,QWHQVLYH6XEVWDQFH8VH'LVRUGHU6HUYLFHV
components of SUD residential treatment programs. Some programs incorporate mental health treatment into the SUD treatment.
CLARE|MATRIX currently runs a 32-bed residential facility for men and a 40-bed residential facility for women. In addition to their residential programs, they also have a 6-bed Recovery Bridge House (i.e. sober living) for male clients who are transitioning from more intensive levels of treatment. Clients living in Recovery Bridge Housing are also receiving concurrent SUD treatment from an outpatient program. Additional residential treatment services in SPA 5 are provided by Phoenix House (for men only) and Beit Tzedek. According to the California Department of Health Care Services, Phoenix House is licensed for 53 residential beds for male clients; and, Beit Tzedek is licensed for 138 residential beds (male and female). Both appear to be frequently at capacity. While not part of the public system, the Salvation Army offers a faith-based work therapy program for those struggling with alcohol and substance abuse with 60 (not licensed for treatment) beds20.
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These services include those offered at the most intensive levels of care for those with a substance use disorder. While the focus of this report is on intensive behavioral healthcare services, it is important to note that there are various levels of withdrawal management available varying from outpatient to inpatient detoxification. These are further described in the paragraph that follows.
At the less intensive level, withdrawal management (W/M), a less intensive service, can be provided in outpatient and medically monitored settings based on the severity of the withdrawal symptoms, the substances used and other co-occurring medical conditions. For example, SAPC contracts with providers to provide Ambulatory W/M (Level 1-W/M and Level 2-W/M). These levels of care offer treatment for symptoms of withdrawal on an outpatient basis. Opioid Treatment Programs (OTP) provide methadone and other medications for withdrawal management from opioids and other substances, usually on an outpatient basis.
At the other end of the spectrum (and the focus of this report) are the most intensive levels of W/M requiring inpatient management. SAPC contracts with providers to provide withdrawal management in residential (ASAM 3.2 W/M) and in hospital-based settings (ASAM 3.7 W/M and 4.0 W/M).
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11.A.d
Packet Pg. 992 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 28 Table 5. Service gaps and limitations in SPA 5
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Ŭ Enriched Residential Program
Ŭ Behavioral Health Recuperative Care
Ŭ SUD In-patient Detoxification Beds
Ŭ Adult Residential Facility with Patch
Ŭ Mental Health UCC
Ŭ CRTP
Ŭ PFH
Ŭ Interim Housing with Behavioral Health
Support Services
Ŭ Residential SUD Treatment for Men
Ŭ Residential SUD Treatment for Women
Ŭ In-patient beds
Ŭ Subacute beds
While these are listed as separately as gaps and limitations, it is important to note that they are interrelated and thus reported in a combined fashion in the following key findings that should inform the development of an enhanced behavioral health system in Santa Monica and SPA 5.
:KLOHLWPD\DSSHDUWKDWWKH:HVWVLGHFRQWDLQVPDQ\RIWKHHOHPHQWVRIDUREXVWLQWHQVLYH EHKDYLRUDOKHDOWKV\VWHPFULWLFDOHOHPHQWVRIWKDWV\VWHPRSHUDWHDWFDSDFLW\DWDOOWLPHV As a result, although programs are situated within SPA 5, they may not be accessible to those living there. Notably, these services include urgent care, crisis residential treatment, residential treatment for SUD and an array of residential programs designed to provide longer-term stabilization for individuals with mental illness who are not ready to live in the community and function without supports.
Findings | Identified *aps and &apacity /imitations
to operate a detoxification program (withdrawal management program). The license has lapsed but could potentially be renewed if the facility and staffing requirements could be met and funding could be obtained.
It is important to note that in LA County, services for substance use disorders are available to individuals at any location within the county. Thus, while there are opportunities to strengthen the system within Santa Monica, it is also possible to strengthen partnerships, especially for the more intensive levels of care, throughout the county.
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As identified in the prior sections, gaps and capacity limitations in intensive behavioral health services exist in Santa Monica and SPA 5. This section will cover the service gaps (services do not exist) and the limitations (services exist but there are access and / or capacity issues). The following table provides a summary of the service gaps and existing services with capacity limitations in SPA 5:
11.A.d
Packet Pg. 993 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 29 7KHUHLVDFOHDUDQGSUHVVLQJQHHGIRUDGGLWLRQDO68'SURJUDPVDWPXOWLSOHOHYHOV Detoxification services do not exist in SPA 5, forcing individuals to travel as far away as Long Beach, the San Fernando Valley or other significant distances for treatment. This can preclude vulnerable populations, such as individuals experiencing homelessness, from entering treatment. While residential treatment beds do exist, there are capacity issues. This is particularly concerning since almost all providers and stakeholders noted the increasing number of individuals with serious substance use disorders, the use of more harmful drugs than in prior years and
challenges finding appropriate levels of care
for these individuals. As mentioned previously,
these issues impact individuals who are
unhoused, have co-occurring mental illness
and other social or medical conditions that
require more specialized care. These individuals
require signification supports that will help them
to maintain regular treatment. Additionally,
these are individuals who may benefit from
Medication Assisted Treatment to support their
recovery.
7KHUHDUHVHYHUDOYXOQHUDEOHSRSXODWLRQVLQ6DQWD0RQLFDDQG63$ZKRUHTXLUHVOLJKWO\ GLIIHUHQWFRQVWHOODWLRQVRIVHUYLFHVWKDWGRQRWH[LVWRUH[LVWLQOLPLWHGVXSSO\ The general population in acute behavioral health crisis requires immediate access to evaluation, crisis-oriented intervention and medication support, typically offered in a Mental Health UCC/CSU followed by linkage to ongoing outpatient mental health or SUD treatment.
In some cases, a stay in a CRTP is necessary to provide additional treatment and stabilization prior to a return to the person’s living situation in the community. A smaller number of individuals who remain symptomatic may benefit from longer-term Enriched Residential Services to ensure stabilization and rehabilitation.
Unhoused individuals in acute behavioral health crisis require immediate access to evaluation, crisis-oriented intervention and medication support offered in a Mental Health Urgent Care Program or a Safe Landing program (Appendix A), often followed by a period of behavioral health support in interim housing or other residential treatment options (e.g., Enriched Residential Services, Enriched Residential Care, SUD residential treatment).
7KHOLPLWDWLRQVLPSRVHGE\DV\VWHPWKDWLVIUHTXHQWO\IXOOFRPELQHGZLWKWKHODFNRI SURFHVVHVWKDWHQVXUHWUHDWPHQWWUDQVLWLRQVKDVUHVXOWHGLQDVLWXDWLRQLQZKLFKPDQ\FOLHQWV DOPRVWFHUWDLQO\IDOOWKURXJKWKHFUDFNV FSP programs can provide ongoing treatment and coordination across time and programs. However, in SPA 5 this option is challenging to access because providers have faced limitations in accepting new clients. In addition, the lack of interim housing and permanent supportive housing in SPA 5 results in a transfer of clients to other parts of LA County and new providers, thereby interrupting Findings | ,GHQWLILHG*DSV DQG&DSDFLW\/LPLWDWLRQV 11.A.d Packet Pg. 994 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 30 the treatment relationships that are formed. Providers and clients face a no-win situation: continue the treatment relationship at the risk of remaining unhoused or accept housing elsewhere with the hope that treatment options will be available.
Based on the analysis above, even when services exist in SPA 5, they may be inaccessible to clients. Some programs face significant capacity limitations with essential components operating at full capacity almost continuously. More specifically:
Ŭ Individuals with SUD need to be able to access detoxification and residential treatment services when they are ready to do so. In SPA 5, medically monitored detoxification services no not exist.
Ŭ SUD Residential Programs have limited capacity. The SAPC access site occasionally reflects an opening in local treatment facilities, but it is quite difficult for clients to find themselves calling at the right time to obtain limited services.
Ŭ The Westside UCC operates at full capacity continuously. While the UCC has the ability to divert clients to other UCCs, these are beginning to experience capacity limitations as well.
Ŭ The PHF, an alternative to inpatient psychiatric care operated as a countywide program operates at full capacity continuously.
Ŭ The CRTP is operated as a countywide facility and does not prioritize SPA 5 residents; it is continuously full with limited capacity for admissions.
Ŭ Supported residential treatment alternatives (e.g., interim housing with behavioral health services or enriched residential care) are in limited supply and cannot accommodate the number of individuals that require support to live independently in the community.
Ŭ Workforce limitations have created capacity issues in SPA 5. FSP programs currently provide the most intensive level of outpatient care and flexible funding to attend to clients’ needs, however all but one agency indicated that they could not accept new clients even though they have been allocated sufficient funding to do so because they did not have enough staff to comply with client to staff ratios. As discussed in the next section, it does appear that this may change in the future.
Ŭ Recuperative care does not exist in SPA 5. Although the existing recuperative care programs are administered by the Department of Health Services, a behavioral health capacity can be added. These programs can be instituted as a standalone program or as a special treatment alternative within other types of residential programs (e.g., Adult Residential Facilities) with additional services layered in.
Findings | ,GHQWLILHG*DSV DQG&DSDFLW\/LPLWDWLRQV 11.A.d Packet Pg. 995 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 31 5(&200(1'$7,216
Based upon the foregoing analysis, several different approaches to expansion of the behavioral health system in SPA 5 are proposed. Before exploring the various models, there are some specific recommendations that are worth considering:
2QHRIWKHPRVWFULWLFDODUHDVIRU6DQWD0RQLFDWRDGGUHVVLVLPSURYLQJDFFHVVWR68' WUHDWPHQW In the near term, consider working with CLARE|MATRIX to reinstate their license to provide inpatient W/M (detoxification services). Simultaneously, the City can work with other providers such as Tarzana Treatment Center to coordinate admission for individuals in Santa Monica in need of detoxification services. Longer term recommendations are explored further in the sections that follow. 63$SURYLGHUVVKRXOGZRUNZLWK'0+DGPLQLVWUDWLRQDVFOLHQWVDUHWUDQVLWLRQLQJIURP RXWSDWLHQWVHUYLFHVWR)63 As of this report, DHCS and DMH are implementing various of levels of care within FSP. The concern is that individuals could fall through the cracks during this process and require higher levels of care. The impact of various levels of care with differing clients to staff ratios should be evaluated as these transitions occur. :HVWVLGHFLWLHVVKRXOGZRUNZLWK'+6WRLGHQWLI\DWOHDVWRQHUHVLGHQWLDOWUHDWPHQWSURJUDP WKDWZRXOGEHZLOOLQJWRLPSOHPHQWDUHFXSHUDWLYHFDUHFRPSRQHQW (Please see the recommendations below under Transformational Options.) ([SDQGWKH:HVWVLGH8&& This UCC was established to enable residents to receive immediate attention for acute psychiatric problems, however because it is frequently full and referring clients to other UCCs, the Center cannot meet this objective.
Expanding the UCC would require establishing a new site on the Westside. The appropriate size of a new facility may depend upon data that must be obtained when all mobile crisis teams currently ramping up are fully deployed. In addition, the possibility of enhancing on-site services by including sobering center services would be ideal. 1HJRWLDWHZLWK'0+IRUDQDGGLWLRQDO&573LQ63$ The CRTP in SPA 5 currently operates at capacity, and this program is an important element in stabilizing clients who would otherwise require hospital care. However, recognizing that DMH is currently opening numerous new CRTP programs, largely on the campuses of Department of Health Services facilities which are located on the Eastside of LA, several alternatives may be considered. DMH may consider a pilot in which Exodus could control access to CRTP beds in SPA 5. This would enable greater continuity of services for individuals exiting the UCC. Alternatively, prioritized access and care coordination could be developed for those exiting the UCC.
:RUNZLWK'0+WRUHHVWDEOLVKKRVSLWDOOLDLVRQZRUNHUVWRHQKDQFHFDUHWUDQVLWLRQVIURP KRVSLWDOVWRRQJRLQJVHUYLFHV Collaborate with the Hospital Association of Southern California (HASC) to develop a task force to help address this issue and network with hospitals receiving SPA 5 clients.
11.A.d
Packet Pg. 996 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 32 :KLOH3+)EHGVDUHFRQVLGHUHGDFRXQW\ZLGHUHVRXUFHLWPLJKWEHDGYDQWDJHRXVWRDGYRFDWH IRUDGGLWLRQDO3+)EHGVRQWKH:HVWVLGH Although centralized gatekeeping is provided by DMH, an increase in beds would alleviate pent-up demand across the County, including Santa Monica.
2SSRUWXQLWLHVIRUHQKDQFHGFDVHPDQDJHPHQW
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KRVSLWDOVFDQHQVXUHFDUHFRRUGLQDWLRQDQGVXFFHVVIXOOLQNDJHWR'0+UHVRXUFHV Datadriven reports and information sharing with contracted providers can enhance communication and contract monitoring efforts, as well as identifying gaps and barriers in services and modifying program policies and procedures within the system of care when needed.
$SSURDFKHVIRU'HYHORSLQJD1HZ:HVWVLGH%HKDYLRUDO+HDOWK&HQWHU Finally, given the current status and gaps in behavioral healthcare in Santa Monica and SPA 5, the following three options for the development of a behavioral health center are presented.
A truly transformative intensive behavioral health system for Santa Monica and/or SPA 5 will contain multiple programs, requiring collaboration with the County Departments of Health, Mental Health and Public Health. This array can be conceptualized and implemented as a whole (see options 1 and 2 below) or incrementally. In addition, given limitations of real estate on the Westside, while some services are best co-located within a single campus, consideration should also be given to decentralized approaches. Each of these approaches are considered as follows:
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This option focuses on the development of a free-standing campus with points of entry for the community. It is intended to address the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. While not specifically focused on the needs of unhoused individuals, it will allow immediate attention to those with acute behavioral health conditions.
Ŭ $QH[SDQGHG0HQWDO+HDOWK8&& will enhance 24/7 access for individuals who walk in to be seen as well as those brought in by first responders and mobile teams. The expanded UCC will offer medication evaluation and support so that those who require an evaluation or renewal of medication in the absence of an available outpatient appointment have an alternative.
Ŭ $QRQVLWHVREHULQJFHQWHU will provide immediate attention to individuals who are acutely intoxicated outside an emergency department setting when appropriate.
11.A.d
Packet Pg. 997 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 33 Ŭ 'HWR[LILFDWLRQEHGV for those who require a more extended medically-managed withdrawal process should be built or arranged through one of several providers that offer this service, with clear processes for coordination of admission and transition of care upon discharge. It is also recommended that SUD residential treatment beds be increased.
Ŭ $YDLODEOHSDWKZD\VIRUWUDQVLWLRQLQWRWKUHHNLQGVRIUHVLGHQWLDOWUHDWPHQW including a CRTP, special needs interim housing (with recuperative care support), and Enriched Residential Services. Each serves a slightly different function. It is possible to focus on one or several options and/or add these programs incrementally.
Ŭ ([SDQVLRQRIDQH[LVWLQJPHQWDOKHDOWKRXWSDWLHQWSURJUDP through co-location of a small satellite or linkage with a larger organization that will provide the mental health services for individuals housed in the interim housing or enriched residential facilities. (Note: Crisis residential treatment facilities are bundled programs with in-house mental health services and therefore do not require services from an outpatient mental health satellite provider.)
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This option, currently delivered by Exodus Recovery, Inc. in SPA 6, offers many of the elements of an acute behavioral health center but is intended to focus more deliberately on the needs of those who are unhoused. Safe Landing is a bundled program. It provides 24/7 intake and evaluation, temporary housing, some medical support services and behavioral health supports. It is not an UCC although it serves some of the same functions. Since interim housing is a component, this model contemplates both the immediate front-end services as well as interim housing with the behavioral health supports that will begin to build stability. Intensive case management, rehabilitation services (e.g., occupational therapy), some onsite physical health service with linkage to primary care and transition planning are hallmarks. Components include:
Ŭ 24/7 intake and evaluation services with medication support Ŭ Interim housing with behavioral health support
Ŭ Limited recuperative services with linkage to primary care Ŭ Medication support and counseling
Ŭ Some sobering center capacity (sober coaches)
Ŭ In addition, it is recommended that detoxification capacity be built or purchased, and residential substance abuse treatment beds be increased.
11.A.d
Packet Pg. 998 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 34 7UDQVLWLRQDO$SSURDFK
The transitional model is a decentralized approach that does not rely on a campus. It considers augmenting programs with additional capacity and staff. In this treatment intensive model, the UCC in SPA 5 moves to a larger space that can accommodate more people. It adds sobering center capacity to the UCC or to a community-based organization that will deliver these services in collaboration with the UCC. Finally, mental health and SUD staff would be added to an existing provider organization to deliver field-based services for existing interim housing programs. In addition, if possible, it is recommended that community-based substance abuse residential beds be added to support individuals who are newly sober with support for maintaining their sobriety.
As above, it is also recommended that detoxification services be built if possible or purchased in a dedicated manner. In addition, the contract with an existing behavioral health provider could be augmented to enhance psychiatric and social work aftercare services for individuals exiting the UCC to provide ongoing care. Finally, enhanced focus on the interface between programs and coordination of care among providers will be a key consideration, ensuring that clients successfully utilize services and transition between programs.
While most of the elements of the Transitional Approach are included in the models above, this alternative relies on incrementally adding capacity as opportunities present themselves over time.
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Communities across the country, including the City of Santa Monica currently face critical challenges related to the severity of behavioral health conditions in their populations, including those who are unhoused. These challenges are complex and multi-layered. Building on the extensive Initium analysis, this report sought to specifically identify the opportunities to improve intensive behavioral health services for adults in Santa Monica and SPA5. While there will always be a need to provide intensive services for those with severe and chronic behavioral health conditions, these services represent only one part of a much more complex system. For example, while residential treatment and linkages to housing are often part of the services provided by behavioral health agencies and were mentioned in this report, the scope of this analysis did not include a focus on housing. Given the discontinuities in care that occur when clients must move miles away from agencies where they are receiving treatment, and the difficulties of achieving recovery when unhoused, the City should continue efforts to address the lack of affordable housing and need for Permanent Supportive Housing within Santa Monica and SPA 5. Likewise, the full array of outpatient and prevention behavioral health services were outside of the scope of this project. Over the long-term, a focus on all levels of care, including prevention may help to alleviate or reduce the ultimate emphasis on intensive services. Just as the challenges are complex, the City will need to simultaneously partner in addressing the needs of those who suffer from debilitating behavioral disorders, while seeking opportunities to work upstream whenever possible.
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Packet Pg. 999 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 35 $33(1',&(6
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In April 2024 Capstone Solutions Consulting Group (CSCG) was retained to build upon ongoing efforts to address behavioral health needs in Santa Monica by analyzing the intensive level of behavioral health services for adults in the City and the surrounding area of Service Planning Area (SPA) 5. This analysis was intended to serve as a prelude to planning for expansion of intensive behavioral health services. The final report, Strengthening the Intensive System of Behavioral Healthcare Services for Adults in Santa Monica and Service Planning Area 5 achieved the following:
Ŭ Provided a description of the continuum of intensive behavioral health services in Santa Monica and SPA 5;
Ŭ Analyzed intensive behavioral health services that currently exist for adults in Santa Monica and SPA 5;
Ŭ Identified gaps and capacity limitations in the service array; and Ŭ Provided recommendations for the future development and expansion of behavioral health services in Santa Monica and SPA 5, including three options for the development of a behavioral health center.
After receiving the report, City of Santa Monica staff requested that CSCG provide cost estimates for the programs contained in each of the three approaches. It should be noted that the numbers reflected in the following pages are for illustration only. They are based upon the actual contracted revenue of similar programs in Los Angeles County as reported by providers delivering these services (at the time this report was developed). Future program costs may be higher and will depend upon a variety of factors including intended size of programs, location and the extent to which clients served have benefits such as health insurance coverage that help to defray the cost. These considerations are explored further below. &RVW&RQVLGHUDWLRQV
While a review of the complexities of specialty behavioral health funding is beyond the scope of this paper, it is essential to understand three considerations:
͕ &DSLWDO&RVWVYV2SHUDWLQJ5HYHQXH New programs (particularly free-standing treatment facilities) typically require a one-time infusion of funding for capital costs which include building acquisition or remodeling required to meet the service delivery needs of clients.
One-time costs can also include expenditures for essential items such as telephony, computers and furniture which may be amortized but will not recur. Since capital costs are heavily dependent on facility size, location, and the extent of any build-out, they cannot be
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Packet Pg. 1000 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 36 estimated absent identification of actual locations at this time.
Personnel expenditures are the largest cost component required to operate behavioral health programs, typically constituting up to 75% or more of agencies’ budgets. Additionally, operating costs include the overhead required to run the programs. These costs are bundled together into a rate for services which is currently reimbursed as a fee for service. Different types of behavioral health services are paid at different rates. *URVVYV1HW5HYHQXH The numbers reported in the analysis to follow reflect the total projected revenues on which agencies base their budgets. They are dependent upon the size of the programs and rates currently in place. The budgets do not necessarily capture the actual cost to the parent organization which may be supplemented by private fundraising or grants.
2YHUVLJKWIRUWKH'HOLYHU\RI0HGL&DO5HLPEXUVDEOH6HUYLFHV In California, responsibility for overseeing the delivery of specialty behavioral health services (i.e., mental health and substance use disorder services) rests with the Counties. Specialty behavioral health services are those intended to address the needs of individuals who have serious behavioral health concerns, including individuals who are functionally limited/impaired by their illness.
Local cities are required to work with the County Departments (Mental Health and Public Health) who are responsible for identifying the local match for these services and for processing claims through the State, ultimately enabling local funds to be matched by the federal government.
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Three approaches for a behavioral healthcare center are recommended for consideration by the City of Santa Monica and the Cities that compose the Westside Council of Governments including Service Planning Area 5. Specific programs within these approaches may be found in more than one approach.
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This option focuses on the development of a free-standing campus with points of entry for the community. It is intended to address the needs of individuals with acute behavioral health crises as well as those who experience episodically worsening conditions due to the chronic nature of their illness. While not specifically focused on the needs of unhoused individuals, it will allow immediate attention to those with acute behavioral health conditions.
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Packet Pg. 1001 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 37 Components and Costs:
&RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Expanded Mental Health
UCC
Ŭ Expand 24/7 access for
individuals who walk
in to be seen as well as
those brought in by first
responders and mobile
teams
Ŭ Expand medication
evaluation and support
Ŭ Expand crisis evaluation
& stabilization
$2.0 million (as a
supplement to the existing
investment of $8.9 million)
On-site sobering center
Ŭ Immediate attention
for individuals who are
acutely intoxicated
Ŭ Estimated required
capacity is 25 beds.
$3.0 million
Detoxification beds
Ŭ Extended medicallymanaged withdrawal
process
Ŭ Two purchased/
arranged dedicated
beds to facilitate access
Ŭ Clear processes
for coordination of
admission and transition
of care upon discharge.
$753,360
Residential substance use
treatment beds
Ŭ Longer term stabilization
Ŭ 10 additional beds to
expand capacity
$1,485,550
Enriched residential
services
Ŭ Extended mental health
stabilization
Ŭ Off-site mental health
services
Ŭ Coordination with
primary care
$6.55 million
Outpatient Mental Health
Services
Ŭ Aftercare for UCC
Ŭ Support for ERS (above)
Ŭ Expansion of nearby
mental health center/
satellite
Approximately $700,000
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Packet Pg. 1002 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 38 &RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Special Needs Housing
(Interim)
Ŭ Supportive interim
housing for individuals
who require assistance
to remain stable in
housing
Ŭ Expand capacity by 10
beds
$912,500
Total Estimated Gross Operating Cost $19.2 million
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This option offers many of the elements of an acute behavioral health center but is intended to focus more deliberately on the needs of those who are unhoused. Although not an Urgent Care Center, it serves some of the same functions. Since interim housing is a component, this model contemplates both the immediate front-end services as well as interim housing with the behavioral health supports that will begin to build stability. Intensive case management, rehabilitation services (e.g., occupational therapy), some onsite physical health services with linkage to primary care and transition planning are hallmarks.
Components and Costs:
&RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Safe Landing
Ŭ 24/7 intake and
evaluation
Ŭ Temporary housing
Ŭ Medical support services
Ŭ Behavioral health
supports
$14.7 million
Detoxification beds
Ŭ Extended medicallymanaged withdrawal
process
Ŭ Two purchased/
arranged dedicated
beds to facilitate access
Ŭ Clear processes
for coordination of
admission and transition
of care upon discharge.
$753,360
Residential substance use
treatment beds
Ŭ Longer term stabilization
Ŭ 10 additional beds to
expand capacity
$1,485,550
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Packet Pg. 1003 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 39 &RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Enriched residential
services
Ŭ Extended mental health
stabilization
Ŭ Off-site mental health
services
Ŭ Coordination with
primary care
$6.55 million
Outpatient mental health
services
Ŭ Aftercare for UCC
Ŭ Support for ERS (above)
Ŭ Expansion of nearby
mental health center/
satellite
Approximately $700,000
Total Estimated Gross Operating Cost $24.1 million
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The transitional model is a decentralized approach that does not rely on a campus. It considers augmenting programs with additional capacity and staff. In this treatment intensive model, the UCC in SPA 5 moves to a larger space that can accommodate more people. It adds sobering center capacity to the UCC or to a community-based organization that will deliver these services in collaboration with the UCC. Finally, mental health and SUD staff would be added to an existing provider organization to deliver field-based services for existing interim housing programs. In addition, if possible, it is recommended that community-based substance abuse residential beds be added to support individuals who are newly sober with support for maintaining their sobriety. As above, it is also recommended that detoxification services be built if possible or purchased in a dedicated manner. In addition, the contract with an existing behavioral health provider could be augmented to enhance psychiatric and social work aftercare services for individuals exiting the UCC to provide ongoing care.
Finally, enhanced focus on the interface between programs and coordination of care among providers will be a key consideration, ensuring that clients successfully utilize services and transition between programs.
Components and Costs:
&RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Expanded Mental Health
UCC
Ŭ Expand 24/7 access for
individuals who walk
in to be seen as well as
those brought in by first
responders and mobile
teams
Ŭ Expand medication
evaluation and support
Ŭ Expand crisis evaluation
& stabilization
$2.0 million (as a
supplement to the existing
investment of $8.9 million)
11.A.d
Packet Pg. 1004 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 40 &RPSRQHQW 6HUYLFHV2IIHUHG &RVW
Detoxification beds
Ŭ Extended medicallymanaged withdrawal
process
Ŭ Two purchased/
arranged dedicated
beds to facilitate access
Ŭ Clear processes
for coordination of
admission and transition
of care upon discharge.
$753,360
Residential substance use
treatment beds
Ŭ Longer term stabilization
Ŭ 10 additional beds to
expand capacity
$1,485,550
Outpatient Mental Health
Services
Ŭ Aftercare for UCC
Ŭ Support for ERS (above)
Ŭ Expansion of nearby
mental health center/
satellite
Approximately $700,000
Special Needs Housing
(Interim)
Ŭ Supportive interim
housing for individuals
who require assistance
to remain stable in the
community
Ŭ Expand capacity by 10
beds
$912,500
Total
(Note that in this model any individual component(s) can be added to augment the existing array of services)
$8.7 million
11.A.d
Packet Pg. 1005 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 41 $SSHQGL[%Ş3URJUDP5HIHUHQFHV
Some of the research for this report included programs outside of Santa Monica and SPA 5, including:
)XOO\,QWHJUDWHG3K\VLFDODQG%HKDYLRUDO+HDOWK&DUH6HUYLFHV Ŭ Martin Luther King, Jr. Behavioral Health Center – one location, multiple provider types colocated Ŭ Tarzana Treatment Centers
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Ŭ Exodus Recovery: Safe Landing
Ŭ Gateways-Percy Village
Ŭ HealthRight 360
11.A.d
Packet Pg. 1006 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 42 $SSHQGL[&%DFNJURXQGRQ)XQGLQJDQG3ROLF\(IIRUWV While the state of behavioral health in the United States is worrisome, this has also been a period in which the federal government and the California DHCS have attempted to innovate while dedicating funding to support new initiatives. Although this report cannot identify all efforts, it is important to highlight several federal and state initiatives designed to enhance behavioral health services, including the 2004 passage of Proposition 63 (the Mental Health Services Act), the 2015 federal approval (and subsequent extensions) of the Drug Medi-Cal Organized Delivery System in California, California Advancing and Innovating Medi-Cal (CalAIM) in 2022, and the 2023 roll-out of the 988 Suicide and Crisis Lifeline. Details on these initiatives are included below.
Additional funding has also been made available to support various behavioral health initiatives at the federal and state levels. Federal priorities are reflected in the Biden Administration’s commitment to funding the following areas:
Ŭ Block grants to support enhanced behavioral health services (MH/SUD) (Note: This funding flows to states and then to counties which determine local priorities).
Ŭ Funding for expansion of Certified Community Behavioral Health Clinics Ŭ Mental health awareness training through Project Aware Ŭ 988 Behavioral Health Crisis Services including mobile response teams Ŭ SUD prevention and treatment of opioid addiction
Ŭ Efforts aimed at solving the behavioral health workforce shortages The state of California has also committed funding to expand behavioral health services including:
Ŭ Peer service delivery as a Medi-Cal reimbursable intervention Ŭ Medication Assisted Treatment (MAT), particularly for justice-involved individuals Ŭ CARE Court for individuals who are homeless on the streets and unable or unwilling to receive treatment for mental illness
Ŭ Behavioral health interventions offered under the auspices of the managed care plans Ŭ Medi-Cal reimbursement for in-reach into jails and prisons for up to 90 days prior to release, which received federal approval during the generation of this report.
Ŭ 2022 legislative authorization for DHCS to establish the Behavioral Health Continuum Infrastructure Program (BHCIP) and award $2.2 billion to construct, acquire, and expand properties, and invest in mobile crisis infrastructure related to behavior health.
Ŭ March 2024 passage of Proposition 1, a two-bill package including the Behavioral Health Services Act (BHSA) (Senate Bill 326) and the Behavioral Health Infrastructure Bond Act of 2024 (BHIBA) (Assembly Bill 531). The BHIBA portion is a $6.38 billion general obligation
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Packet Pg. 1007 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 43 bond to develop an array of behavioral health treatment, residential care settings, and supportive housing to help provide appropriate care facilities for individuals experiencing mental health and substance use disorders. DHCS is developing plans for distribution of up to $4.4 billion in BHIBA bond funding for BHCIP competitive grants.
Despite what appears to be positive news, some promising initiatives have also created uncertainty. California’s Proposition 1 alters the MHSA funding formula by dedicating 30% of MHSA funding for housing and extending this funding to SUD programs, not just mental health facilities. Some outpatient programs currently funded with MHSA may see existing program resources rededicated to FSP programs for those with high intensity needs, creating uncertainty about the future of less intensive outpatient services. Payment reform, one component of CalAIM, has also created questions about future reimbursement to providers.
Passage of SB43 means that involuntary detention laws now include individuals who are gravely disabled by their substance use, although the implications for implementation have yet to be fully identified. Finally, the most recent budget for LA County DMH appears to project a decrease in available MHSA funding two years in the future.
Nevertheless, against this backdrop, the experience of the last two decades has resulted in:
Ŭ Many counties and cities having implemented intensive services – including residential treatment services – that are novel, recovery-oriented, and incorporate an integrated behavioral health approach.
Ŭ An acknowledgement that it is important to consider intensive service programs within the context of the programs that feed into them, and those that will accept clients graduating from this level of care.
Ŭ An understanding that it is possible and essential to prioritize investments to maximize both the continuum of services and strategies for ensuring care coordination and flow.
Ŭ Finally, a recognition that to solve the complicated issues communities face, an integrated delivery system that considers mental health, substance use, social determinants of health and physical health care is needed.
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The 2004 passage of the MHSA enabled Counties to develop a true continuum of mental health care, implementing intensive mental health programs designed to address the needs of the most vulnerable in each county. In Los Angeles (LA) County, high intensity services were implemented using MHSA funding include Full Service Partnerships (FSPs). These are wraparound services intended to be delivered 24/7 in locations appropriate to and desired by individuals with serious mental illness, including those who are unhoused. Mental Health UCCs and Enriched Residential Services were also designed and implemented using MHSA funds, largely matched to federal dollars.
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The 2015 federal approval of the Drug Medi-Cal Organized Delivery System in California (and its subsequent extension) provided the platform for counties’ development of a continuum of care utilizing the American Society of Addiction Medicine (ASAM) Criteria model for SUD treatment services.
11.A.d
Packet Pg. 1008 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 44 &DOLIRUQLD$GYDQFLQJDQG,QQRYDWLQJ0HGL&DO
Beginning in 2022, the State – and by extension the counties – began the implementation of CalAIM. This is a federally approved program designed to ensure vulnerable Californians (e.g., adults experiencing homelessness, justice-involvement or frequent admissions to institutions) receive enhanced case management and / or community supports (e.g., housing navigation, respite care) to enable them to live successfully in their communities without the need for higher levels of care. Community based organizations in LA County are in the process of braiding services covered under CalAIM into their existing array of programs. In addition, as these services are delivered under the auspices of managed care, agencies are developing strategies for interacting with additional oversight bodies.
The 2023 national roll-out of the 988 call option has been accompanied by the expansion of mobile teams that can respond to individuals in crisis any time of the day or night. These teams are organized and funded by LA City and County, as well as smaller cities such as Santa Monica.
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Packet Pg. 1009 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 45 $SSHQGL['0DSRI6HUYLFHVLQ6DQWD0RQLFDDQG63$ Map 1. LA County DMH Agencies that deliver Intensive Mental Health Services for Adults 6DQWD0RQLFD
Ŭ The People Concern – 503 Olympic Bl., Santa Monica 90404 Ŭ Step Up on Second – 1328 Second Street, Santa Monica 90401 Ŭ St. Joseph Center - 450 20th Street, Santa Monica 90404 63$
Ŭ Alcott Center for Mental Health Services – 10559 Jefferson Bl., Culver City 90232 Ŭ Didi Hirsch CMHC – 4760 So. Sepulveda Bl., Culver City 90230 Ŭ Edelman Westside Mental Health Center – 5860 Uplander Way, Culver City Ŭ Exodus Recovery Urgent Care – 11444 W. Washington Bl., LA 90066 Ŭ Exodus Recovery FSP – 10811 Washington Bl., Culver City 90232 Ŭ Exodus Recovery Crisis Residential - 1754 Overland Avenue, LA 90034 Ŭ Exodus Recovery Psychiatric Health Facility – 9808 Venice Bl., Culver City 90232 Ŭ Pacific Asian Counseling Services – 8616 La Tijera Bl., LA 90045 Ŭ St. Joseph Center – 204 Hampton Drive, Venice 90291
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Packet Pg. 1010 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 46 Map 2. LA County DMH Mental Health UCCs
63$
Ŭ (Eastside) Exodus UCC – 1920 Marengo Street LA, CA 90033 Ŭ (Westside) Exodus UCC – 11444 W. Washington Blvd., Suite D LA, CA 90066 Ŭ Harbor UCLA Exodus UCC – 1000 W. Carson Street, Bldg. 2 South Torrance, CA 90502 Ŭ La Casa UCC – 6060 Paramount Boulevard Long Beach, CA 90805 (not open 24/7) Ŭ MLK Exodus UCC – 12021 S. Wilmington Avenue LA, CA 90059 Ŭ Pacifica Hospital of the Valley Behavioral Health Urgent Care Clinic – 14228 Saranac Lane Sylmar, CA 91342 Ŭ Providence Little Company of Mary – 1300 W. 7th Street San Pedro, CA 90723 Ŭ Stars UCC – 3210 Long Beach Boulevard Long Beach, CA 90807 Ŭ Stars UCC – 18501 Gale Avenue, Suite 100 City of Industry, CA 91748 Ŭ Starview High Desert UCC – 415 East Avenue I Lancaster, CA 9353 3DFLILFD+RVSLWDORIWKH9DOOH\
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11.A.d
Packet Pg. 1011 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 47 Map 3. LA County DMH CRTPs
63$
Ŭ Hillview Crisis Residential – 12408 Van Nuys Blvd, BLDG C Pacoima, CA 91331 Ŭ Excelsior House – 1007 Myrtle Ave. Inglewood, CA 90301 Ŭ Exodus CRTP – 3754-3756 Overland Ave. LA, CA 90034
Ŭ Freehab CRTP – 8140 Sunland Blvd. Sun Valley, CA 91352 Ŭ Gateways CRTP – 423 N. Hoover Street LA, CA 90004
Ŭ Hillview CRTP – 12408 Van Nuys Blvd, BLDG C Pacoima, CA 91331 Ŭ Jump Street: 1233 S. La Cienega Blvd. LA, CA 90035
Ŭ Exodus CRTP:3754-3756 Overland Ave. LA, CA 90034
Ŭ Gateways CRTP: 423 N. Hoover Street LA, CA 90004
Ŭ Safe Haven CRTP – 12580 Lakeland Rd. Santa Fe Springs, CA 90670 Ŭ Special Services Group Florence House – 8627 Juniper St. LA, CA 9002 +LOOYLHZ&ULVLV5HVLGHQWLDO
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11.A.d
Packet Pg. 1012 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 48 Map 4. LA County DMH Long-term Intensive Residential Treatment Programs 63$
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» La Casa MHRC – 6060 Paramount Blvd. Long Beach, CA 90805 » La Paz – 8835 Vans Street Paramount, CA 90723
» Olive Vista Center – 2335 S. Towne Pomona, CA 91766
» Alpine Special Treatment Center – 2120 Alpine Blvd. Alpine, CA 91901 » Harbor View BHC – 490 West 14th Street Long Beach, CA 90813 » California Psychiatric Transitions – 9226 Hinton Ave, Delhi, CA 95315 » Sierra Vista Behavioral Health Center – 3455 E Highland Ave, Highland, CA 92346 » Shandin Hills Behavioral Health Center – 4164 N 4th Ave, San Bernardino, CA 92407 Ŭ 6XEDFXWHŞ*HQHUDO
» Community Care Center – 2335 S. Mountain Ave. Duarte, CA 91010 » Landmark Center – 2030 N. Garey Ave. Pomona, CA 91767 » Laurel Park Center – 1425 West Laurel Ave. Pomona, CA 91768 » Meadowbrook Manor – 3951 East Blvd. LA, CA 90066
» View Heights Convalescent – 12619 South Avalon Blvd. LA, CA 90061 » Penn Mar – 3938 Cogswell Road El Monte, CA 91732
» Las Encinas (Transitional IMD) – 2900 E. Del Mar Blvd. Pasadena, CA 91107 0HDGRZEURRN0DQRU
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11.A.d
Packet Pg. 1013 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 49 Map 5. LA County DMH Enriched Residential Services
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Ŭ Anne Sippi Clinic – 2057 S. Atlantic Blvd. Commerce, CA 90040 Ŭ Bridges- Casitas Esperanza – 11927 Elliot Ave. El Monte, CA 91732 Ŭ Cedar Street Homes – 11401 Bloomfield St. Bldg-305, Norwalk, CA 90650 Ŭ Percy Village – 4063 Whittier Blvd, Suite 202 LA, CA 90023 Ŭ Normandie Village East – 1338 S. Grand Ave. LA, CA 90015 Ŭ Special Services for Groups (SSG) – 11100 Artesia Blvd. Ste A Cerritos, CA 90703 Ŭ Telecare 7 – 4335 Atlantic Blvd. Long Beach, CA 90807 Ŭ Social Model Recovery-River Community – 223 E. Rowland St. Covina, CA 91723 $QQH6LSSL&OLQLF
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11.A.d
Packet Pg. 1014 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 50 Map 6. LA County DPH SAPC Intensive Substance Use Disorder Services 6DQWD0RQLFD
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» Male Residential (RS 3.1 and 3.5) – 907 and 909 Pico Boulevard, Santa Monica, CA 90405 » Female Residential (RS 3.1 and 3.5) – 844 Pico Boulevard, Santa Monica, CA 90405 » Outpatient / Intensive Outpatient – 1002 Pico Boulevard, Santa Monica, CA 90405 Ŭ Salvation Army (not a SAPC contracted provider) – 1665 10th St, Santa Monica 90404 63$
Ŭ Didi Hirsch CMHC – 4760 South Sepulveda Bl., Culver City 90230 Ŭ Ness Counseling Center – 8512 Whitworth Dr., LA 90035 Ŭ Beit T’Shuvah – 8831 Venice Bl., LA 90034
Ŭ Phoenix House – 503 Ocean Front Walk, Venice 90291
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Packet Pg. 1015 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 51 $SSHQGL[(Ş63$'DWD
/HYHORI&DUH 1XPEHURI3URYLGHUVLQ
63$ &DSDFLW\
Full Service Partnerships 7
702-784 slots
available
65% of slots are
authorized for use
Sobering Centers 0 -
Psychiatric units in general acute care
hospitals 0-
Psychiatric Acute Care Hospitals
(locked) 1 74 beds
Psychiatric Health Facilities 1 16 beds
CRTP 1 10 beds
Community Treatment Facilities 0 -
UCC/CSU 1 12 chairs
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Packet Pg. 1016 Attachment: Attachment D. Behavioral Health Reports (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Attachment I
Proposed HSGP 2027-31 Funding Guidelines
The following funding guidelines include:
1. Eligible Services
2. Eligibility Criteria for Santa Monica Program Participants
3. Eligibility Criteria for Prospective Agencies
4. Cash Match or Living Wage Options
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Packet Pg. 1017 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Section 1. Eligible Services
SERVICE TYPE SERVICE DESCRIPTION
HOUSING AND HOMELESSNESS PREVENTION
Housing
Retention
Case management for
formerly homeless
individuals and
families with cityissued tenant-based
vouchers
Intensive case management services to support
housing retention for formerly homeless individuals
with tenant-based Continuum of Care (CoC)
vouchers or other tenant-based vouchers
Case management for
individuals and
families experiencing
housing instability or
at-risk of
homelessness
Intensive case management services to stabilize
households facing housing instability or
homelessness including problem solving, landlord
mediation, housing navigation, and service
linkages (e.g., legal, benefits, employment, health)
Homelessness
Intervention
Case management for
individuals and
families who recently
lost housing
Intensive case management services to stabilize
households who lose their permanent housing, but
who do not/cannot enter emergency/interim
housing, including problem solving, housing
navigation, and service linkages (e.g., legal,
benefits, employment, health)
HEALTH AND WELLNESS
Community
Legal Services Holistic Legal Services
Community-based legal services for issues
including family law, immigration, benefits,
reasonable accommodations, elder abuse & fraud
protection, advanced planning, conservatorship &
guardianship, and housing cases
Supportive
Services for
Youth & Families
Case management for
vulnerable youth and
families
Intensive, wrap around case management
services to connect youth and their families to
needed resources and provide positive
programming
Community Violence
Intervention
Services that address the root cause of community
violence and restore community safety and
cohesion, including restorative justice circles,
therapeutic services, anti-poverty interventions,
relationship building, and conflict resolution
Domestic violence
services
Outreach and educational resources for
youth/teens and families, resource referral
connection, case management, and supportive
services for survivors
Supportive
Services for
Older Adults &
People with
Disabilities
Case management
and independent living
supports for older
adults and/or people
with disabilities
Intensive case management and services that
support independent living and aging-in-place,
including home modifications, assistive
technology, adult day services, and service
linkages (e.g., caregiving, benefits, healthcare,
transportation, medication management, other
critical supports)
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Packet Pg. 1018 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Intergenerational
programming
Programming to connect older adults and youth for
their mutual benefit
Social/recreational
activities for older
adults and/or people
with disabilities
Culturally relevant and inclusive opportunities for
connection to reduce isolation, promote health and
wellness, and foster community belonging
Support services for
caregivers of
older/dependent
adults
Support groups, training, respite care, and/or
mental health support
Behavioral
Health
Counseling, therapy,
and prevention for all
populations
Mental health and substance use counseling
(including peer counseling), therapy, and/or
prevention services for all populations. Positive
behavioral interventions and supports for youth
Physical Health
Physical health care
for underserved
populations
Medical, dental, and preventive health services
Food Food assistance
programs
Food banks, pantries, congregate meals for
vulnerable households, and/or home-delivered
meals for homebound individuals
Immigration Immigration Services Legal support, case management, financial assistance, etc.
FINANCIAL STABILITY
Workforce
Development &
Post-Secondary
Education
Workforce
development and
post-secondary
education for adults
College, employment, and/or vocational training
and support
Workforce
development for youth
Employment and/or vocational training and
support
Financial
Empowerment
Financial
empowerment
program for
underserved
populations
Economic wellbeing services such as financial
coaching; budgeting, savings, and credit building
assistance; educational workshops; assistance
accessing benefits and public programs; and
connections to affordable banking
Early Childhood Child care subsidies Child care tuition assistance for income-eligible families
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Packet Pg. 1019 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Section 2. Proposed Santa Monica Program Participant Eligibility Criteria General Santa Monica Program Participant (SMPP) Eligibility Criteria • An Individual or household with a permanent address at which they currently reside in Santa Monica; or
• A student who currently attends a Santa Monica K-12 public school (for schoolbased services).
Eligibility Criteria for Santa Monica Program Participants (SMPP) Experiencing Homelessness
• An individual/household experiencing homelessness whose last permanent address at which they resided was in Santa Monica; or • An individual/adult-only household experiencing homelessness who has been in Santa Monica for at least three years; or
• A family with at least one minor child experiencing homelessness who has been in Santa Monica for at least one year; or
• An individual/household experiencing homelessness referred by City staff as a high utilizer of City services; or
• An individual experiencing homelessness who currently works in Santa Monica a minimum of thirty (30) hours per week for at least six (6) continuous months; or • An individual experiencing homelessness who, within the past year, was terminated or laid off from a job in Santa Monica after having worked there a minimum of thirty (30) hours per week for at least six (6) continuous months.
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Packet Pg. 1020 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Section 3. Proposed Agency Eligibility Criteria
To be eligible for City funding, applicants must:
• Be:
o A nonprofit organization with tax exempt status under Section 501(c)(3) of the Internal Revenue Service Code and Section 23701(d) of the California State Franchise Tax Code; AND registered with the office of the Attorney General of the State of California Department of Justice with a current registration status; AND have a Board of Directors; OR
o A hospital, health care, or educational institution with a governing board. • Certify that they are and will remain in compliance with any law which prohibits discrimination based on race, gender, sexual preference, sexual orientation, ethnic background, nationality, religion, age, parenthood, marriage, pregnancy, disability, HIV/AIDS status, immigration status, source of income, gender identity, gender expression, or any other class expressly protected by a local, state, or federal law. Including, but not limited to:
o Title VI of the Civil Rights Act of 1964;
o Title VIII of the Civil Rights Act of 1968 (as amended); o Section 504 of the Rehabilitation Act of 1973 (as amended); o Age Discrimination Act of 1974;
o Title I of the Housing and Community Development Act of 1974 (as amended); and
o The Americans with Disabilities Act (ADA) of 1990.
• Agree that no City funds shall be expended for any political purpose, defined as participation or intervention in any political campaign on behalf of or in opposition to any candidate for public office, any initiative, referenda, ballot measure, recall, or any partisan or non-partisan electoral activity.
• Agree that no City funds shall be used to teach, advance, advocate or promote any religion or religious belief or practices, including any irreligious belief or practice.
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Packet Pg. 1021 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) • Document the ability to provide services accessible to SMPP, including services that are located or co-located in Santa Monica. Agencies not currently providing services in Santa Monica must describe a plan to deliver services to SMPP, including how services will be brought to SMPP, how SMPP will access physical service locations, and/or how programs will remove barriers to virtual services. • Be in Good Standing with the State of California Office of the Secretary of State.
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Packet Pg. 1022 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Section 4. Cash Match or Living Wage Options
To help address the low wages paid to front-line social services staff, the City is implementing a policy to offer greater funding flexibility to HSGP grantees and potentially make it more feasible for programs to increase compensation for front-line workers such as case managers, care coordinators, outreach workers, and counselors.
Applying agencies must select one of the following options and meet all relevant conditions:
Option 1: 30% Cash Match
1. Use City funds to cover up to 70% of the cost of services to eligible Santa Monica Program Participants and secure non-City funding for the balance of those costs (30% minimum).
2. No minimum threshold for staff salaries.
Option 2: Living Wage
1. Use City funds to cover up to 100% of the cost of services to eligible Santa Monica Program Participants. Non-city funding/cash match is not required.
2. Agree to meet the City’s Minimum Wage rate ($25.00 per hour for Fiscal Year 2026-27), adjusted annually, for all staff billed 90% or more to the HSGP grant.
Conditions
• Only programs that bill staff salaries to the HSGP grant will be eligible to apply for Option 2. Programs that do not bill staff salaries to the HSGP grant must apply for Option 1 and provide 30% cash match.
• Agencies must work closely with City staff to ensure their program budget accurately reflects the true staffing structure of the program. Programs choosing Option 2 are subject to review and approval by City staff.
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Packet Pg. 1023 Attachment: Attachment I. Proposed HSGP 2027-31 Funding Guidelines [Revision 7] (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)
CITY OF SANTA MONICA
LIVING WAGE ORDINANCE
Certification for Providers of Services to the City of Santa Monica (Fiscal Year 26/27 – July 1, 2026 through June 30, 2027)
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 $25.00 per hour for 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 non-responsive 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.
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Packet Pg. 1024 Attachment: Attachment J. FY26-27 Living Wage Certification (7759 : Proposed FY 2027-31 HSGP Funding Guidelines)
CITY OF SANTA MONICA
LIVING WAGE ORDINANCE CERTIFICATION
July 1, 2026 through June 30, 2027
TO BE COMPLETED BY ALL CONTRACTORS PROVIDING SERVICES TO THE CITY OF SANTA MONICA IN EXCESS OF $54,200
MINIMUM WAGE - $25.00 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:
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Packet Pg. 1025 Attachment: Attachment J. FY26-27 Living Wage Certification (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 1 David Yakobson
From: Rick Stoff <[email protected]>
Sent: Sunday, August 9, 2026 11:07 PM
To: councilmtgitems
Subject: Council meeting 8/11/26 agenda item 11A
EXTERNAL
Dear Council members,
Please consider leveraging Human Services grants by encouraging collaboration versus competition The Westside Coalition, represents over 50 local nonprofits and community groups, and you know that a crisis of need will be the norm going forward, and funding sources will shrink at the same time. I come to you as vice-chair of that group.
I am also co-chair of a local nonprofit that promotes volunteerism, Volunteer Collective, and a resident of Santa Monica, and a former Social Services Commissioner for Santa Monica.
It just makes sense to support groups whose mission is collaboration so nonprofits can increase their capacity to serve by sharing information and resources. Our combined voice raises awareness of the problems clients face, and empowers the community by offering them ways they can get involved and make a difference.
The money just goes further,
Please allow space for this kind of application as part of the Human Services Grant program, and let us show you how we have already made a difference by convening and cooperating Thank you
--
Rick Stoff
Vice Chair Westside Coalition
Board Co-Chair
Volunteer Collective
310-621-4986
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.
volunteer-collective.org
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Packet Pg. 1026 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 1 David Yakobson
From: Elizabeth Van Denburgh <[email protected]>
Sent: Tuesday, August 11, 2026 9:33 AM
To: Caroline Torosis; Lana Negrete; Barry Snell; Dan Hall; Natalya Zernitskaya; Jesse Zwick; Ellis Raskin; councilmtgitems
Cc: Oliver Chi; Liz Scharetg; [email protected]; Douglas Trussler; [email protected]
Subject: City Council Mtg. 8/11/26 - Item 3 - Public Input - Restore Reed Park WISE Diner program - M - F senior luncheon program at Jocelyn Hall in Reed Park
EXTERNAL
Mayor Torosis and City Council members,
Last September this Council adopted an Aging and Disability Action Plan. That plan specifically identified the WISE Diner at Reed Park as one of Santa Monica's community assets because it promoted food security and social participation for older adults. I would add it is also across the street from Westminster Tower, a 17 story senior housing building which is very walkable to Reed Park as well as the daily influx of Wise diners help to activate Reed Park during the day.
Ten months later, the Reed Park Wise Diner in Joselyn Hall was closed. That isn't implementation of the plan— it is the removal of one of the very programs the plan celebrated.
Before this program disappears permanently, the public deserves to know the facts. What did it cost? How many seniors attended? What would it cost to restore it for five days a week? Could another provider operate it? Those answers have never been presented publicly. I have reached out to Wise and Healthy and SM Human Services and have received no answer to these questions.
The closure letter tells seniors they can simply make the "short trip" to the 4th Street location. But a short trip for an able-bodied person is not necessarily a short trip for someone in their late seventies or eighties with mobility limitations. The City's own Aging and Disability Action Plan reports that more than one-third of Santa Monica's older adults live alone and disability rates rise to 42 percent among residents age 75 and older.
Geographic access matters.
Tonight I ask you to direct staff to return quickly with a plan and funding options to restore a congregate meal program at Reed Park and to ensure that neighborhood-based congregate meal programs remain an eligible priority in the next Human Services Grants Program which you will discuss in 11A today.
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Packet Pg. 1027 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 2 Respectfully,
Elizabeth Van Denburgh
Chair, Wilshire Montana Neighborhood Coalition (Wilmont) Item 11-A
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Packet Pg. 1028 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 1 David Yakobson
From: Elizabeth Van Denburgh <[email protected]>
Sent: Tuesday, August 11, 2026 10:16 AM
To: Caroline Torosis; Lana Negrete; Barry Snell; Natalya Zernitskaya; Dan Hall; Jesse Zwick; Ellis Raskin; councilmtgitems
Cc: Oliver Chi; Liz Scharetg; [email protected]; Douglas Trussler; [email protected]
Subject: City Council Mtg. 8/11/26 - Item 11A - Approval and Funding Guidelines and Authorization to Release Request for Proposals for Human Services Grants Program FY 2027-31
EXTERNAL
Mayor Torosis and City Council members,
I made the decision to speak to the closure of the WISE Diner senior luncheon program in Public Input because I was concerned that the City Attorney would state that issue wasn't part of this agenda item. I would like to point out a problem with resident feedback about real-time issues. They just are not addressed on a timely basis or at a minimum given basic information. While this agenda item has hundreds of pages of plans, analysis, reports, guidelines, recommendations it outlines nothing about how these "pages" are being monitored, issues identified, improvement identified with recommendations for implementation or report that the WISE diner program was cancelled in July, 2026. We start off with good ideas (maybe too many) but we seem to get lost in reporting how they are being implemented. We don't report against targets (operational) or budgets (except governmental financial budgets) and we continue to report processes performed but not how they are improving or not accomplishing the direction we want to go. The Realignment Plan is constantly identified as our strategy but it has yet yielded a budget or pro forma income statement to let us know if we are reaching financial sustainability for the large one-time cash disbursements we have spent on this program.
I have talked to two city council members and how is it they did not know the Reed Park WISE Diner program had been cancelled as of July 10, 2026 but are now asked to approved hundreds of pages of Human Services Grants Program FY 2027-31 Guidelines and Authorization but don't seem to know that the WISE Diner senior luncheon program was cancelled in July. I and Bruce Brown will stand/have stood before you in Public Input and given you our insight. Is really necessary that we have to show up to a City Council meeting to understand why this program was closed and only get one minute to talk. This is public written input I submitted today for Item 3 Public Comment - Restore Reed Park WISE Diner - M - F senior luncheon program at Jocelyn Hall:
"Mayor Torosis and City Council members,
Last September this Council adopted an Aging and Disability Action Plan. That plan specifically identified the WISE Diner at Reed Park as one of Santa Monica's community assets because it Item 11-A
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Packet Pg. 1029 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 2 promoted food security and social participation for older adults. I would add it is also across the street from Westminster Tower, a 17 story senior housing building which is very walkable to Reed Park as well as the daily influx of Wise diners helping to activate Reed Park during the day.
Ten months later, the Reed Park Wise Diner in Joselyn Hall was closed. That isn't implementation of the plan—it is the removal of one of the very programs the plan celebrated.
Before this program disappears permanently, the public deserves to know the facts. What did it cost? How many seniors attended? What would it cost to restore it for five days a week? Could another provider operate it? What were the requirements to participate? Those answers have never been presented publicly. I have reached out to Wise and Healthy and SM Human Services and have received no answer to these questions.
The closure letter tells seniors they can simply make the "short trip" to the 4th Street location. But a short trip for an able-bodied person is not necessarily a short trip for someone in their late seventies or eighties with mobility limitations. The City's own Aging and Disability Action Plan reports that more than one-third of Santa Monica's older adults live alone and disability rates rise to 42 percent among residents age 75 and older. Geographic access matters.
Tonight I ask you to direct staff to return quickly with a plan and funding options to restore a congregate meal program at Reed Park and to ensure that neighborhood-based congregate meal programs remain an eligible priority in the next Human Services Grants Program which you will discuss in 11A today.
Respectfully,
Elizabeth Van Denburgh
Chair, Wilshire Montana Neighborhood Coalition (Wilmont)" Respectfully,
Elizabeth Van Denburgh
Chair, Wilshire Montana Neighborhood Coalition (Wilmont) Item 11-A
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Packet Pg. 1030 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 1 David Yakobson
From: Jennifer Cowan <[email protected]>
Sent: Tuesday, August 11, 2026 10:55 AM
To: councilmtgitems
Subject: 8/11/26 - Item 11. HSGP Funding Guidelines & RFP
EXTERNAL
Dear Councilmembers,
On behalf of Connections for Children (CFC), a current Human Services Grants Program (HSGP) recipient, thank you for the City of Santa Monica’s longstanding commitment to children and family wellbeing.
CFC supports the proposed HSGP priorities of housing and homelessness prevention and financial stability because aƯordable child care is foundational to both. Parents cannot remain employed, pursue education, or maintain stable housing without reliable care for their children.
In FY 2024-25, CFC provided child care subsidy assistance to 186 Santa Monica families and 247 children, helping parents remain employed and financially stable. Forty-three percent of these families were supported with HSGP funds, and more than $3 million in public child care subsidies flowed directly to local providers, supporting both families and Santa Monica’s child care economy.
But the gap between what families earn and what child care costs is growing.
In FY 2025–26, the average cost of licensed child care in Santa Monica was $1,755 per month per child, up 4% from $1,690 in FY 2024–25. That translates to more than $21,000 per year for one child. Tuition costs are even greater for licensed infant and toddler care, averaging over $2,300 per month.
The financial burden is particularly stark for families receiving CFC subsidies. In Santa Monica, the average monthly gross income for a two-person household currently using CFC subsidy services is just $2,190. At the current average cost of care, one month of child care represents approximately 80% of that household’s total gross monthly income—before paying for housing, food, transportation, utilities, or any other basic needs. It’s important to note that our Santa Monica funding allows us to serve slightly higher income families who would otherwise not qualify for any federal or state child care subsidies.
And the need is immediate. Thirty Santa Monica children are currently waiting on CFC’s eligibility list for subsidized child care. At the current average cost of $1,755 per month, fully addressing this existing gap would require approximately $631,800 more in annual HSGP funding.
These are not simply child care costs. They are costs that determine whether a parent can work, whether a family can remain housed, and whether a child has access to safe, stable early learning.
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Packet Pg. 1031 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 2 Santa Monica’s investment in child care also invests in the approximately 88 licensed child care providers serving our community. These small businesses are essential infrastructure. When providers close, families lose care, parents lose the ability to work, and the broader local economy suƯers.
We urge the City Council to increase the total investment in the HSGP and prioritize child care as a critical component of economic opportunity and homelessness prevention. Continued and expanded investment in child care subsidy will help families remain housed, parents remain in the workforce, children access high-quality care, and local child care providers remain viable.
Investing in child care is an investment in the stability and long-term wellbeing of Santa Monica. CFC remains committed to partnering with the City and our fellow non-profit social service agencies to ensure Santa Monica’s youngest residents and their families have the support and resources they need to thrive.
Thank you for your consideration.
Regards,
Jennifer Cowan
Jennifer Cowan
Chief Executive OƯicer
5901 W. Century Blvd., Suite 400
Los Angeles, CA 90045
P: (310) 452-3325, Ext. 201
F: (310) 452-3984
www.connectionsforchildren.org
Make a diƯerence for our youngest learners. Donate today! Item 11-A
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Packet Pg. 1032 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 3 David Yakobson
From: Jill Cipresso, SM Early Childhood Task Force <[email protected]> Sent: Tuesday, August 11, 2026 11:39 AM
To: councilmtgitems
Cc: Jennifer Cowan; Erika Bell
Subject: 11. A. Approval of Funding Guidelines and Authorization to Release Request for Proposals for Human Services Grants Program FY 2027-31
EXTERNAL
Dear Councilmembers,
On behalf of the Santa Monica Early Childhood Task Force (ECTF), thank you for your continued investment in the Human Services Grants Program (HSGP) and for the thoughtful engagement that shaped these proposed guidelines.
The ECTF is a cross-sector community collaborative united by a shared belief that every child in Santa Monica, regardless of zip code, family income, or other circumstances, deserves a strong and nurturing start in life. We offer the following comments in support of approximately 3,600 Santa Monicans under the age of five and the families who love and care for them.
We support City staff's recommendation to approve the FY 2027-31 HSGP funding guidelines, including the proposed funding areas of Housing and Homelessness Prevention, Health and Wellness, and Financial Stability, as these priorities directly contribute to child and family wellbeing.
We are encouraged to see child care subsidies recognized as a critical strategy to supporting financial stability.
At the same time, we want to make something clear: current HSGP funding is not enough to meet the needs of Santa Monica families facing rising costs. Affordable, reliable child care allows parents to work, pursue education, maintain housing, and remain financially stable. Without it, many families face impossible choices that can quickly lead to economic hardship and housing instability. As the cost of living continues to rise, public investments like the HSGP are increasingly important to helping families remain connected, employed, and housed. A reality reflected in the community input staff gathered, where residents named child care costs among their greatest financial pressures.
Increase Funding for Child Care Subsidies
The staff report acknowledges that even at $11 million, HSGP funding "has not kept pace with local community needs," and far too many of the current programs maintain a waitlist. This gap is acutely felt in early childhood, where only 18% of eligible children in Los Angeles County were enrolled in subsidized care as of 2024, and the Governor's proposed budget includes no new subsidy funding. Local dollars matter more than ever. As staff prepare funding recommendations in Spring 2027, we urge the Council to prioritize a meaningful increase in child care subsidies by increasing the total HSGP funding available, raising subsidy amounts to reflect the true cost of quality care, expanding income eligibility to reach more working families, and encouraging outreach to eligible families not yet enrolled.
Sustain and Strengthen Local Child Care Providers
Investment in child care is also an investment in Santa Monica's small businesses. Early educators struggle to survive under rising rents, staffing shortages, and increasing costs, yet they provide the essential care that allows families to work and children to thrive. These programs are the backbone of our local early care and education system, and some, like Growing Place at Marine Park, serve a dual role - caring for City employees Item 11-A
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Packet Pg. 1033 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) 4 while welcoming neighborhood families. Without greater public investment, Santa Monica risks losing the infrastructure that working families depend on daily. We encourage the RFP to also support the financial sustainability of child care providers.
Quality, affordable child care is not a luxury, it is a foundation for children's healthy development, family economic stability, and a thriving Santa Monica community. We thank the Council and City staff for their continued commitment to early childhood and look forward to the grant program reflecting these priorities.
Respectfully submitted,
Santa Monica Early Childhood Task Force
Erika Bell, Co-Chair
--
To help protect your priv acy, Microsoft Office prevented automatic download of this picture from the Internet. https://www.earlychildhoodsm.org/
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Packet Pg. 1034 Attachment: Written Comments (7759 : Proposed FY 2027-31 HSGP Funding Guidelines) Human Services
Grants Program
FY27-31 Proposed
Funding Guidelines
and RFP
August 11, 2026
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1035 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Current HSGP Cycle: July 2023 – June 2027
HSGP Overview
$11 million budget 18 agencies, 21 programs
Social Safety Net
Infancy &
Early Childhood
Youth &
Families
Adulthood Older
Adults
1 Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1036 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Provide Effective
Services to
All Target
Populations
Utilize Best &
Evidence-Based
Practices to Deliver
High-Impact
Programs
Maintain Strong
Interagency
Coordination
Prioritize
People
Guiding Principles
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1037 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Santa Monica Cradle to Career
Behavioral
Health Study
Community Engagement
Citywide Initiatives
Homelessness
Strategic Plan
Behavioral
Health Study
Renters’
Protection
Report
Aging and
Disability
Action Plan
Cradle to
Career
Engagement Activities and Stakeholder Meetings
Health & Wellness Housing & Homelessness
Prevention Financial Stability
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1038 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding HSGP FY27
-31
Proposed Funding
Guidelines
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1039 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Eligible Services
Housing & Homelessness Prevention
• Housing retention
• Homelessness intervention
Financial Stability
• Workforce development and postsecondary education
• Financial empowerment
• Early childhood
Health & Wellness
• Community legal services
• Supportive services for youth & families
• Supportive services for older adults &
people with disabilities
• Behavioral health
• Physical health
• Food
• Immigration
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1040 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding General Eligibility Criteria
Eligibility Criteria for People Experiencing Homelessness Participant Eligibility Criteria (SMPP)
• Last permanent address in Santa Monica
• Homeless in Santa Monica 3+ years (adults) or 1+ year (families) • High utilizer of City services
• Employed full-time in Santa Monica for 6+ months
• Terminated from full-time Santa Monica job after working for 6+ months
MUST MEET AT
LEAST ONE
• Permanent address in Santa Monica
OR
• Enrolled in a Santa Monica public school (school-based services) Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1041 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Be a non-profit
organization or hospital,
health care, or
educational institution
with a governing board
Have a location in Santa
Monica or a robust plan to
provide services locally
Meet administrative and
fiscal capacity
requirements
Agency Eligibility Criteria
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1042 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Agencies choose one of the following:
Option 1: 30% Cash Match
• City funds cover up to 70% of service
costs. Non-city funding covers the
balance, 30% minimum
• No minimum threshold for staff
salaries
Cash Match or Living Wage
Option 2: Living Wage
• City funds cover up to 100% of service
costs. Non-city funding not required.
• Staff salaries billed to the program at
90% or more must meet the City’s
annual minimum wage rate
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
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Packet Pg. 1043 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Program Evaluation
Mid-Year and Year-End
Reporting
• Program reports
• Performance
indicators
Periodic Reviews
• City Staff-led site
visits
• Monitoring by
external auditor
Progressive action for underperforming programs
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
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Packet Pg. 1044 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Fiscal
- 30 points
Program Budget 15
Audited Financials & Past Financial
Performance 15
TOTAL 30
Program - 70 points
Program Summary 25
Past Programmatic Performance, Policies
& Procedures, Organizational Capacity 25
Program Evaluation 10
TOTAL 80
Employee Retention 10
RFP Scoring
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
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Packet Pg. 1045 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Sept.
2026
Release
RFP
Dec.
2026
Close
RFP
Spring
2027
Present funding
recommendations
to City Council
July 1,
2027
Begin new
funding cycle
Timeline
June
2027
HSGP funding
approved with
Biennial Budget
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1046 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding Recommended Actions
1. Approve the proposed FY 2027-31 HSGP Funding Guidelines.
2. Authorize staff to release an RFP for the 2027-31 HSGP funding cycle.
Item 11-A
August 11, 2026
Item 11-A
August 11, 2026
11.A.l
Packet Pg. 1047 Attachment: PowerPoint Presentation (7759 : Proposed FY 2027-31 HSGP Funding City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 11.B
1 of 7
To: Mayor and City Council
From: Aileen Reynolds, Director, Housing and Human Services Department Subject: Report Back Regarding Oversight for the Virginia Avenue Apartment Project Recommended Action
Staff recommends that City Council receive and file informational report responding to the Council’s request for information regarding the Virginia Avenue Apartment Project located at 2033-2101 Virginia Avenue.
Executive Summary
On August 12, 2025, City Council authorized the City Manager to negotiate and execute all necessary documents to make a Housing Trust Fund loan to Community Corporation of Santa Monica (CCSM) of up to $35,650,000 for the rehabilitation of 2033-2101 Virginia Avenue. The property consists of 40 rent-controlled apartments constructed in 1947-48. All tenants at the property were relocated and construction began in November 2025.
On May 26, 2026, the City Council directed the City Manager to have staff work with CCSM in providing information and outreach regarding the rehabilitation progress, expenditures and oversight as detailed in Attachment A.
Background
2033-2101 Virginia Avenue was listed for sale in 2019 which led to outreach from the community to City Council about potential displacement if the property were to be acquired by speculative developers. In January 2020, CCSM acquired the property with a $15,183,670 City Housing Trust Fund (HTF) acquisition and predevelopment loan.
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The goals were to 1) preserve the affordability of the homes of long-term tenants to ensure existing tenants, many of whom are low-income, would not be displaced; and 2) substantially rehabilitate the property, which was in poor condition.
The COVID pandemic followed CCSM’s acquisition of the property, resulting in delays and cost escalations. In 2021, the City increased its HTF commitment by $5,376,330 to cover a portion of the anticipated construction costs, bringing the total City commitment at that time to $20,560,000. The City commitment was contingent on CCSM obtaining additional non-City funding to fully fund the rehabilitation.
In 2022, CCSM requested an additional $5,800,561 in City funds, citing challenges in the feasibility of obtaining and using tax credit financing for the rehabilitation as well as higher-than-anticipated rehabilitation needs.
In 2024, CCSM applied for tax credit equity financing and a tax-exempt construction loan to help finance the rehabilitation. At that point, the City had committed a total of $32,115,008 in HTFs (including acquisition and predevelopment costs) under the City’s Emergency Order on Homelessness and allocated up to 20 Project-Based Vouchers (PBVs) from the Santa Monica Housing Authority to support the project’s ability to leverage outside financing necessary to complete the rehabilitation. However, the tax credit application was not successful.
CCSM was successful in obtaining $850,000 in federal grant funds through Representative Ted Lieu’s office as well as a $24,999 grant from the City’s Office of Sustainability and the Environment for the sustainability features of the rehabilitation. In addition, CCSM determined the development would be eligible for $200,000 from the Low-Income Weatherization Program (LIWP) from the California Department of Community Services and Development, which would provide reimbursement after the rehabilitation is completed.
On August 12, 2025, the Council authorized the City Manager to negotiate and execute all necessary documents to make a HTF loan to CCSM of up to $35,650,000 for the project. The amount includes $34,800,000 requested by CCSM as well as a
11.B
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contingency of $850,000 to be released by the City only if the federal grant funds are rescinded.
Construction began in November 2025 following tenant relocation. The project scope, timeline, current construction status, remaining phases, and anticipated completion dates are provided in Attachment B.
Discussion
At the time of City loan closing, the total development budget including all funding sources was $35,874,999. To date, $26,633,843, or 77 percent, of the original budget has been expended. A line item budget and breakdown of expenditures is provided in Attachments B and C.
Projected Budget
As shown in Attachment B, CCSM forecasts that the project will be overbudget by approximately $2.4 million, driven largely by higher-than-estimated construction and relocation costs.
Construction costs are higher than anticipated largely due to the extent of work required to address mold, termite damage, and deteriorated sewer lines. Additional work is also required to correct existing conditions not known prior to construction. For example, the original framing under the stairways, which was not exposed until after the start of construction, required the addition of fire-rated materials for code compliance. As shown in Attachment B, CCSM anticipates that the project’s hard cost budget will increase by approximately $2.7 million, of which approximately $1.2 million will be covered by the project’s hard cost contingency, resulting in a shortfall of about $1.4 million.
Separately, the relocation budget at the time of City loan closing was based on an earlier phased construction and relocation plan in which some of the property would remain occupied while a portion was under construction during each phase. Due to the complexity and cost of adding utility infrastructure so that part of the property could remain occupied, safety risks posed by maintaining occupancy of the site during
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construction, and a longer construction period needed to complete an occupied rehabilitation, CCSM ultimately determined that the construction would occur in one phase with all tenants relocated prior to starting on-site work. The projected relocation budget assumes that all households will remain relocated through construction completion in June 2027. CCSM estimates a relocation cost increase of approximately $1.6 million compared to what was budgeted at City loan closing.
Addressing Budget Overruns
As shown in Attachment B, CCSM has reduced budgets or identified cost savings for other line items, such as reserves, legal fees and insurance, to offset the overruns in construction and relocation costs. In addition, CCSM is exploring funding opportunities from the California Energy Commission’s Building Initiative for Low-Emissions Development (BUILD) program, for the development’s building electrification scope.
There is also the potential for CCSM to obtain a permanent bank loan following construction if enough returning households elect to receive an SMHA PBV. The feasibility of applying PBVs to units with returning tenants depends on the availability of household income information, how many households would income-qualify for a PBV, and how many of those who qualify would see their rent payments reduced with a PBV compared to their existing rent-controlled rent.
The City has also applied for up to $4 million in federal Community Project Funding grant funds administered by the U.S. Department of Housing and Urban Development (HUD) for affordable housing preservation in the Pico neighborhood. If awarded during construction, the grant funds could be applied to the rehabilitation.
The City’s loan agreement stipulates that any costs above the contingency amount shall be paid through reallocating budget from other line items, including but not limited to deferring a portion of the developer fee, of which $1.5 million is still undisbursed.
Outreach and communication
CCSM began a series of quarterly in-person meetings with tenants beginning on June 18, 2026 to discuss rehabilitation progress and answer questions. The next meetings
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are anticipated to occur in October 2026, January 2027, and April 2027. CCSM, the project architect and general contractor led tenants on a tour of the property on July 13 and July 14, 2026. During the tour, tenants walked through two apartments in progress, one modified to meet accessibility code requirements, and the other a standard apartment. CCSM has committed to providing monthly email updates to tenants with photos and descriptions of work completed.
Housing Trust Fund Dashboard
The City’s Housing Division has a long-standing Housing Trust Fund webpage ,(https://www.santamonica.gov/housing-trust-funds) which publicly shares funding commitment letters, public meetings, and reasonings for the City’s approval or denial of HTF loans for affordable housing. For additional transparency into HTF loans after City commitment, the Housing Division will add a HTF Dashboard to this webpage. The HTF Dashboard will clearly show the amount of HTF funds committed for each development in predevelopment and construction phase, as well as the amount of HTF funds disbursed.
City’s Oversight Role as Lender
For all construction projects receiving Housing Trust Funds, the Housing Division monitors expenditures, conducts regular site visits, and meets regularly with the development team. Housing Division oversight of the Virginia Avenue rehabilitation includes the following:
• Weekly meetings with the development team, including CCSM’s project manager, the project architect, general contractor, and construction manager.
During the weekly meetings, Housing staff and the development team review completed and upcoming work, the contractor’s applications for payment, change order requests, discuss permitting and inspection, and review other items pertaining to project delivery and conformance with City loan requirements.
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• Twice-monthly site visits with the development team to review work completed and potential change orders.
• Monthly site visits, review of change orders, and review of the general contractor’s applications for payment by a third-party lender’s representative hired by the City.
• Review of CCSM’s monthly loan draw requests, including documentation of expenditures and budget reallocations.
• Weekly meetings with CCSM’s project manager to discuss loan draw requests, potential other funding sources, outreach and communication, and any other project management matters.
Environmental Review
This update report is not a “project” within the meaning of the California Environmental Quality Act because no action is proposed that would result in a direct or reasonably foreseeable indirect physical change in the environment (Public Resources Code Section 21065). The item consists solely of informational updates and therefore, falls within the activities excluded from the definition of a project under CEQA Guidelines Section 15378(b). Accordingly, no environmental review is required at this time.
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action. Staff will return to Council if specific budget actions are required in the future.
11.B
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Prepared By: Ayala Scott, Senior Development Analyst
Approved Forwarded to Council
Attachments:
A. Request from Councilmember Negrete that the City Council Consider Directing the City Manager to engage with CCSM regarding the rehabilitation project at the Virginia Avenue Apartments as outlined i
B. CCSM Presentation
C. 2033-2101 Virginia Avenue - City Loan Expenditures as of July 2026 D. Written Comments
E. PowerPoint Presentation
11.B
Packet Pg. 1054
Memo
To: Oliver Chi, City Manager
From: Lana Negrete, Councilmember
Date: May 18, 2026
Re: Addressing Resident Concerns Regarding Oversight for the Virginia Avenue Apartment Project Seeking City Council support to direct that staff to engage the following efforts outlined below, and to return to Council in June / July 2026 to report back publicly on any findings.
1. Engage with CCSM and provide a presentation to the City Council in June / July regarding the rehabilitation project at the Virginia Avenue Apartments (2033–2101 Virginia Avenue), including project scope, timeline, current construction status, remaining phases, and anticipated completion dates.
2. Have staff provide a full accounting of all City funds allocated, committed, or expended to date on the project, including:
o Original funding approvals
o Subsequent amendments or additional funding requests
o Sources of funds provided
o Total project budget versus actual expenditures
o Itemized cost breakdowns where feasible, including construction, change orders, consultants, relocation, staffing, project management, and contingency expenditures
3. An explanation regarding the recent notification from CCSM that the Virginia Avenue Apartment Project is approximately $3 million over budget.
o What factors contributed to the budget overage?
o How is CCSM attempting to address the budget overrun on the project?
4. Coordinate a meeting for CCSM and the City to hear resident concerns about the Virginia Avenue Project, including habitability issues, project communication, relocation coordination, construction impacts, accessibility, and safety / quality-of-life issues. o Have the City coordinate with CCSM, such that CCSM develops a plan to address these concerns raised by residents.
o Consider working with CCSM to develop a public dashboard where project details would be posted for residents to access information related to status updates, milestones, expenditures, and other related matters.
5. Have City staff provide details regarding our role as the lender of funds to CCSM for the Virginia Avenue Apartment Project, and outline what the City does as the lender to ensure that the project being funded is delivered.
11.B.a
Packet Pg. 1055 Attachment: Request from Councilmember Negrete that the City Council Consider Directing the City Manager to engage with CCSM regarding
VIRGINIA AVENUE APARTMENTS
2033-2101 Virginia Avenue
Santa Monica, CA
PROGRESS REPORT TO CITY COUNCIL
August 11, 2026
11.B.b
Packet Pg. 1056 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) AGENDA
1. SCOPE OF WORK / CONSTRUCTION UPDATE
2. CURRENT PROJECT SCHEDULE
3. RESIDENT OUTREACH AND COMMUNICATION
4. COMMITTED FUNDING (at construction closing)
5. BUDGET OVERVIEW – pro forma vs. projected actual
6. BUDGET VARIANCE ANALYSIS
7. GAP FINANCING
8. QUESTIONS / COMMENTS
11.B.b
Packet Pg. 1057 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
SCOPE OF WORK
Decision-Making Process
1. PROJECT CONDITION REPORT
❑ Visually inspect site, buildings, mechanical and electrical systems, exterior façade, few interior units ❑ Identify deferred maintenance
❑ Constraints – furniture obstruction
❑ Receive an opinion of costs to remedy observed conditions
2. SCOPE OF WORK CONSIDERATIONS
❑ Fire life safety
❑ Structural
❑ Water proofing
❑ Title 24 (energy efficiency)
❑ Americans with Disabilities Act (ADA)
❑ Fire sprinklers
❑ Architectural Review Board (ARB)
❑ All electric building (CCSM preference)
❑ Technical feasibility vis-à-vis resident requests
3. COST / BUDGET / FUNDING AVAILABILITY
❑ Value-engineer (i.e., community center)
❑ Trade-offs
11.B.b
Packet Pg. 1058 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
SCOPE OF WORK
Create safe and modernized living environment
Remediate mold and asbestos
Remediate termite damage
Replace roof
Convert to an all-electric building (i.e., no gas)
Replace flooring in units
Install HVAC system
Install new plumbing
Upgrade electrical infrastructure and wiring
Install new electric kitchen appliances
Provide new kitchen cabinetry
Construct new laundry facility
New landscaping
Repair concrete sidewalk (off-site improvement) and walkways
11.B.b
Packet Pg. 1059 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
CONSTRUCTION SCHEDULE / TIMELINE
Construction commencement – November 2025
Duration – 19 months
** Estimated Construction Completion – June 2027 **
WORK TO BE COMPLETED ACTUAL / PROJECTED
COMPLETION DATE
Unit Prep - remove additional furniture in all units December 8, 2025 Demolition January 8, 2026
New Framing April 2, 2026
New Plumbing April 2, 2026
Insulation May 28, 2026
Drywall Installation June 11, 2026
New Windows September 18, 2026 (P = projected)
Painting September 7, 2026 (P)
New Flooring October 5, 2026 (P)
Roofing October 22, 2026 (P) Kitchen Countertops November 16, 2026 (P) Common Areas – laundry room, courtyard December 25, 2026 (P) Sidewalk repair, fencing, landscaping, irrigation, final inspections January – May 2027 (P) Project Completion at TCO (i.e., ability to secure fire and life safety sign-off) June 2027 (P)
11.B.b
Packet Pg. 1060 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
RESIDENT COMMUNICATION AND OUTREACH
• As requested by Council, conduct series of in-person meetings (quarterly) 6/18/26 – 1
st in-person meeting
❑ Next quarterly meetings: October 2026, January 2027, April 2027 • Provide monthly email updates with photos
• Tenants can email questions/concerns
11.B.b
Packet Pg. 1061 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
RESIDENT COMMUNICATION AND OUTREACH
Resident Site Tours
July 13th (9 residents attended)
July 14th
(13 residents attended)
11.B.b
Packet Pg. 1062 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) PRE
-RENOVATION 11.B.b
Packet Pg. 1063 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) NEW FRAMING 11.B.b
Packet Pg. 1064 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) NEW FRAMING 11.B.b
Packet Pg. 1065 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) NEW PLUMBING 11.B.b
Packet Pg. 1066 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) NEW ELECTRIC 11.B.b
Packet Pg. 1067 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) NEW INSULATION 11.B.b
Packet Pg. 1068 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) DRYWALL INSTALLATION 11.B.b
Packet Pg. 1069 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) NEW LAUNDRY ROOM 11.B.b
Packet Pg. 1070 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) BUILDING EXTERIOR 11.B.b
Packet Pg. 1071 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
COMMITTED FUNDING
(at construction closing)
SOURCE AMOUNT
City of Santa Monica – loan $34,800,000
City of Santa Monica – Office of
Sustainability & Environment
$24,999
HUD CPF (grant) $850,000
LIWP (grant) $200,000
TOTAL $35,874,999
Projected Actual Budget (+ $2.4M) $38,307,795
11.B.b
Packet Pg. 1072 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
PROJECT BUDGET
(Original vs. Projected Actual)
Assumptions:
• Project completion in June 2027
Budget:
• Original = $35,874,999
• Projected Actual = $38,307,795
• Projected Gap = $2,432,796
• Looking to bridge gap
Projected Budget Gap Drivers:
• Relocation +$1.6M
• Hard Costs +$2.7M (offset by $1.2M
contingency)
• Offset by lower than expected soft
costs(i.e., insurance, furnishings, predev
holding costs, etc.)
PROJECTED ACTUAL
BUDGET
VARIANCE
Line # Description
A B C
(B - A)
ACQUISITION / HOLDING COSTS
1 Land & Building Cost 13,665,100 13,665,100 0
2 Predevelopment Interest/Holding Costs 273,885 206,520 3 Total Relocation Expenses 1,777,747 3,385,206 1,607,458
HARD COSTS
4 Construction Contract 13,269,484 15,963,979 2,694,495 5 Hard Cost Contingency 1,257,206 0 -1,257,206
SOFT COSTS
6 Architect 896,174 896,174
7 Total Survey & Engineering 134,850 134,850
8 Bond Fees/CDLAC Application Fees 3,700 3,700
9 Title & Recording 25,000 47,032
10 Insurance 600,000 386,847 -213,153
11 Lender Expenses 25,000 25,000
12 Legal Fees 66,930 45,131
13 Capitalized Reserves 108,658 76,658
14 Other: 20-Year Operating Reserve 507,634 457,634
15 TCAC App/Allocation/Monitoring Fees 1,500 1,500
16 Environmental Audit 11,770 32,770
17 Local Development Impact Fees 233,646 233,646
18 Permit Processing Fees 105,984 337,339
19 Marketing 3,850 3,850
20 Furnishings 100,000 0 -100,000
21 Market Study 17,100 17,100
22 Accounting/Reimbursables 25,000 25,000
23 Appraisal 9,500 9,500
24 Other: Construction Manager 123,500 123,500
25 Other: Deputy Inspector 150,000 75,000
26 Other: Security-Operating Period 20,000 20,000
27 Other: Administrative & Organizational 14,000 14,000 28 Other: Prevailing Wage Compliance 87,500 87,500
29 Soft Cost Contingency 330,053 3,031
30 Developer Overhead/Profit 2,000,000 2,000,000
31 Syndication Consultant 30,228 30,228
TOTAL 35,874,999 38,307,795 2,432,796
ORIGINAL BUDGET
11.B.b
Packet Pg. 1073 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update) Overall projected net budget gap of $2.4M
1. Hard costs projected to be over budget by $2.7M, driven largely by:
• Extensive re-framing
-- mold remediation and termite damage
• Plumbing damage and repair
2. Relocation $1.6M higher than budgeted:
• Relocation originally assumed to be multi-phased, but changed to single-phase • Spending more on temporary relocation rent
3. Relocation and hard cost overruns to be offset by ~$500k+ in savings in soft costs • For example, insurance and furnishings
PROJECTED BUDGET GAP
Key Drivers
11.B.b
Packet Pg. 1074 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
CITY LOAN
Spent-to-Date as of July 2026
Loan:
• $34,800,000
Spent-to-Date:
• $26,633,843 (77%) Acquisition
52%
Construction
31%
Soft Costs*
9%
Relocation
8%
*Soft costs include expenses such as architecture,
permit fees, legal, insurance, etc.
11.B.b
Packet Pg. 1075 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
POTENTIAL PATH TO BRIDGE FINANCING GAP
• Congressional Funds
- Amount TBD
• BUILD Incentive Grant (CA Energy Commission)
- Potentially $1M
• Section 8 Project-Based Vouchers (up to 20)
- Potential to raise $1M in perm loan
- At least five (5) vacant units upon renovation completion - Need to use at least 14 vouchers
- Currently working to determine how many households are interested and will qualify • Continue to explore other avenues to bridge gap
11.B.b
Packet Pg. 1076 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
QUESTIONS / COMMENTS
11.B.b
Packet Pg. 1077 Attachment: CCSM Presentation [Revision 1] (7825 : Virginia Ave Update)
AMOUNT DRAWN
(City Loan)
Line # Description
ACQUISITION / HOLDING COSTS
1 Land & Building Cost 13,665,100
2 Predevelopment Interest/Holding Costs 123,885
3 Total Relocation Expenses 2,106,546
HARD COSTS
4 Construction Contract 7,138,933
5 Hard Cost Contingency 1,219,180
SOFT COSTS
6 Architect 716,123
7 Total Survey & Engineering 84,332
8 Bond Fees/CDLAC Application Fees 3,700
9 Title & Recording 25,000
10 Insurance 386,847
11 Lender Expenses 24,800
12 Legal Fees 25,799
13 Capitalized Reserves 0
14 Other: 20‐Year Operating Reserve 0
15 TCAC App/Allocation/Monitoring Fees 1,500
16 Environmental Audit 11,120
17 Local Development Impact Fees 0
18 Permit Processing Fees 135,984
19 Marketing 0
20 Furnishings 0
21 Market Study 17,100
22 Accounting/Reimbursables 3,260
23 Appraisal 2,500
24 Other: Construction Manager 49,433
25 Other: Deputy Inspector 0
26 Other: Security‐Operating Period 0
27 Other: Administrative & Organizational 9,468
28 Other: Prevailing Wage Compliance 25,983
29 Soft Cost Contingency 327,022
30 Developer Overhead/Profit 500,000
31 Syndication Consultant 30,228
TOTAL 26,633,843
$34.8M LOAN
SPENT‐TO‐DATE AS OF JULY 2026
11.B.c
Packet Pg. 1078 Attachment: 2033-2101 Virginia Avenue - City Loan Expenditures as of July 2026 (7825 : Virginia Ave Update) 1 David Yakobson
From: Stephanie <[email protected]>
Sent: Tuesday, August 11, 2026 10:30 AM
To: Caroline Torosis; Ellis Raskin; Barry Snell; Lana Negrete; Natalya Zernitskaya; councilmtgitems; Allyson Crosby; Oliver Chi; Natalie Verlinich; SmHousing Mailbox Subject: Full Public Accounting and Tenant Safety Protections for Virginia Avenue Apartments Rehabilitation (2033–2101 Virginia Avenue)
EXTERNAL
August 11, 2026
Santa Monica City Council
Oliver Chi, City Manager
City of Santa Monica, 1685 Main Street, Santa Monica, CA 90401 Re: Full Public Accounting and Tenant Safety Protections for Virginia Avenue Apartments Rehabilitation (2033–2101 Virginia Avenue)
Dear Council members and Mr. Chi:
I am writing as a longtime Santa Monica resident who works closely with Pico Neighborhood families, many of whom were displaced from the Virginia Avenue Apartments. I am asking the City for full accountability on this project's budget and for real protection for the families of the Pico Neighborhood. a historically Latino community that remains one of Santa Monica's most underserved and marginalized communities in Santa Monica.
Budget accountability. According to the City's own staff report, this project has grown from a $15.2 million acquisition loan in 2020 to a projected $38,307,795 in total cost, nearly $958,000 per unit across 40 units, in a building that was never demolished, rivaling the cost of new construction. I am asking the City to:
● Publish an itemized, plain-language accounting of every change order and overrun, including the $2.7M rise in construction costs and $1.6M rise in relocation costs and hold the promised June/July Council presentation in public, with recorded Q&A.
● Clarify what oversight the City exercised as lender while $26.6 million (77%) of the loan was drawn down, and what mechanism holds Community Corporation of Santa Monica accountable for further overruns before the June 2027 completion date.
● Put in writing, not just a verbal promise at a resident meeting, that every original tenant in good standing has an enforceable right to return to a comparable unit at their prior rent, regardless of which of the funding sources (City Housing Trust Fund, HUD, LIWP, project-based vouchers) now touches the building.
Tenant safety. I am also asking the City to confront a pattern of unequal treatment in how it places and manages tenants in low-income housing. I was physically assaulted by a tenant in a building where I work, a man whose violent, threatening conduct terrorized multiple families with children for nearly a year, causing property damage and lasting trauma. Removing him consumed enormous Santa Monica Police Department manpower, including sting operations, and cost an officer a physical assault of his own. Even then, the City's own eviction process took a year to act. This is not equity. Placing individuals whose needs the City has not adequately screened or supported into buildings that are supposed to be safe homes for underserved families. Santa Monica housing policy should not mix populations in ways that put children, seniors, and working families at foreseeable risk. As Virginia Avenue reopens with up Item 11-B
August 11, 2026
Item 11-B
August 11, 2026
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Packet Pg. 1079 Attachment: Written Comments [Revision 1] (7825 : Virginia Ave Update) 2 to 20 City-controlled project-based vouchers, I am asking the City to disclose, in writing, what screening and placement protocols will govern who is housed there, and to commit, through an enforceable “good- neighbor agreement,” a term the City itself uses in its new Housing Focused System of Care, to a faster, workable process for removing a tenant whose conduct endangers others.
A generation of Pico Neighborhood residents has carried the cost of this project displacement, disruption, and now, real danger, while facing a slower, less transparent process than other Santa Monica neighborhoods would tolerate. I urge the City to do better for our neighbors and friends in the Pico Neighborhood: to treat both the budget and the safety of these families with the seriousness they deserve, and I ask that this letter be entered into the public record.
Respectfully,
Stephanie Inouye
Santa Monica Resident
Item 11-B
August 11, 2026
Item 11-B
August 11, 2026
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Packet Pg. 1080 Attachment: Written Comments [Revision 1] (7825 : Virginia Ave Update) 1 David Yakobson
From: Stephanie <[email protected]>
Sent: Tuesday, August 11, 2026 11:44 AM
To: councilmtgitems
Subject: August 11th, 2026 / Agenda item: 11-B / Full Public Accounting and Tenant Safety Protections for Virginia Avenue Apartments Rehabilitation (2033–2101 Virginia Avenue)
EXTERNAL
August 11, 2026
Re: Agenda Item 11B
Santa Monica City Council
Oliver Chi, City Manager
City of Santa Monica, 1685 Main Street, Santa Monica, CA 90401 Dear Council members and Mr. Chi:
I am writing as a longtime Santa Monica resident who works closely with Pico Neighborhood families, many of whom were displaced from the Virginia Avenue Apartments. I am asking the City for full accountability on this project's budget and for real protection for the families of the Pico Neighborhood. a historically Latino community that remains one of Santa Monica's most underserved and marginalized communities in Santa Monica.
Budget accountability. According to the City's own staff report, this project has grown from a $15.2 million acquisition loan in 2020 to a projected $38,307,795 in total cost, nearly $958,000 per unit across 40 units, in a building that was never demolished, rivaling the cost of new construction. I am asking the City to:
● Publish an itemized, plain-language accounting of every change order and overrun, including the $2.7M rise in construction costs and $1.6M rise in relocation costs and hold the promised June/July Council presentation in public, with recorded Q&A.
● Clarify what oversight the City exercised as lender while $26.6 million (77%) of the loan was drawn down, and what mechanism holds Community Corporation of Santa Monica accountable for further overruns before the June 2027 completion date.
● Put in writing, not just a verbal promise at a resident meeting, that every original tenant in good standing has an enforceable right to return to a comparable unit at their prior rent, regardless of which of the funding sources (City Housing Trust Fund, HUD, LIWP, project-based vouchers) now touches the building.
Tenant safety. I am also asking the City to confront a pattern of unequal treatment in how it places and manages tenants in low-income housing. I was physically assaulted by a tenant in a building where I work, a man whose violent, threatening conduct terrorized multiple families with children for nearly a year, causing property damage and lasting trauma. Removing him consumed enormous Santa Monica Police Department manpower, including sting operations, and cost an officer a physical assault of his own. Even then, the City's own eviction process took a year to act. This is not equity. Placing individuals whose needs the City has not adequately screened or supported into buildings that are supposed to be safe homes for underserved families. Santa Monica housing policy should not mix populations in ways that put children, seniors, and working families at foreseeable risk. As Virginia Avenue reopens with up to 20 City-controlled project-based vouchers, I am asking the City to disclose, in writing, what screening and placement protocols will govern who is housed there, and to commit, through an enforceable Item 11-B
August 11, 2026
Item 11-B
August 11, 2026
11.B.d
Packet Pg. 1081 Attachment: Written Comments [Revision 1] (7825 : Virginia Ave Update) 2 “good- neighbor agreement,” a term the City itself uses in its new Housing Focused System of Care, to a faster, workable process for removing a tenant whose conduct endangers others.
A generation of Pico Neighborhood residents has carried the cost of this project displacement, disruption, and now, real danger, while facing a slower, less transparent process than other Santa Monica neighborhoods would tolerate. I urge the City to do better for our neighbors and friends in the Pico Neighborhood: to treat both the budget and the safety of these families with the seriousness they deserve, and I ask that this letter be entered into the public record.
Respectfully,
Stephanie Inouye
Santa Monica Resident
Item 11-B
August 11, 2026
Item 11-B
August 11, 2026
11.B.d
Packet Pg. 1082 Attachment: Written Comments [Revision 1] (7825 : Virginia Ave Update) 1 David Yakobson
From: Maria Loya <[email protected]>
Sent: Tuesday, August 11, 2026 11:56 AM
To: Clerk Mailbox; councilmtgitems; Oliver Chi
Cc: PNA Freddy Luis; PNA~Kiana Choy; PNA SM; Brian O'Neil; Marisela Herrera; Esther Hickman; Mary Cornejo; Gina DeBaca; Irma Santiago
Subject: Item 11B
EXTERNAL
Date: August 11, 2026
To: Santa Monica City Council
From: PNA Board of Directors
RE: Agenda Item 11B Virginia Ave. Apartments Informational Report Dear City Council Members;
The PNA Board of Directors is writing this letter to express our support for the tenants of the Virginia Ave. Apartments during CCSM’s renovation. We want to ensure that the construction project stays on track to be completed by 2027.
Hundreds of renters have been dispersed throughout Santa Monica and are eager to return.
We support the use of our public dollars in the renovation of Virginia Ave. Apartments to ensure that long term renters have a safe living space. This process must be transparent and there needs to be reporting to both the City of Santa Monica and the tenants on the progress of the rehab.
Thank you for ensuring that long term renters are protected during the CCSM rehabilitation and renovation of the Virginia Ave. Apartments.
Item 11-B
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Packet Pg. 1083 Attachment: Written Comments [Revision 1] (7825 : Virginia Ave Update) Virginia Avenue Apartments
Status Update – August 11, 2026
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Packet Pg. 1084 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) • Project background • Recap of Item 16B (May 26, 2026) • City’s role as lender • Updates to Housing Trust Funds web site • CCSM – project and budget update 2 Tonight’s Presentation
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Packet Pg. 1085 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) • 40 rent-controlled units at 2033-2101 Virginia Avenue, constructed 1947-48
• January 2020: CCSM property acquisition ($15,183,670 City loan) • August 2025: City Council authorized loan of up to $35,650,000 for the rehabilitation (includes acquisition loan amount)
• November 2025: Start of construction
3 Background + Overview on Virginia Avenue Apartments
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Packet Pg. 1086 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
1. Engage with CCSM and provide a presentation to the City Council in June / July regarding the rehabilitation project at the Virginia Avenue Apartments (2033–2101 Virginia Avenue), including project scope, timeline, current construction status, remaining phases, and anticipated completion dates.
4 Item 16B – May 26, 2026
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Packet Pg. 1087 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
2. Have staff provide a full accounting of all City funds allocated, committed, or expended to date on the project, including:
o Original funding approvals
o Subsequent amendments or additional funding requests
o Sources of funds provided
o Total project budget versus actual expenditures
o Itemized cost breakdowns where feasible, including construction, change orders, consultants, relocation, staffing, project management, and contingency expenditures
5 Item 16B – May 26, 2026
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Packet Pg. 1088 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
3. An explanation regarding the recent notification from CCSM that the Virginia Avenue Apartment Project is approximately $3 million over budget. o What factors contributed to the budget overage?
o How is CCSM attempting to address the budget overrun on the project? 6 Item 16B – May 26, 2026
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Packet Pg. 1089 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
4. Coordinate a meeting for CCSM and the City to hear resident concerns about the Virginia Avenue Project, including habitability issues, project communication, relocation coordination, construction impacts, accessibility, and safety / quality-of-life issues. o Have the City coordinate with CCSM, such that CCSM develops a plan to address these concerns raised by residents.
o Consider working with CCSM to develop a public dashboard where project details would be posted for residents to access information related to status updates, milestones, expenditures, and other related matters.
7 Item 16B – May 26, 2026
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Packet Pg. 1090 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
5. Have City staff provide details regarding our role as the lender of funds to CCSM for the Virginia Avenue Apartment Project, and outline what the City does as the lender to ensure that the project being funded is delivered. 8 Item 16B – May 26, 2026
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Packet Pg. 1091 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) For All HTF-Funded Developments,
Housing staff:
For Virginia Ave:
• Weekly meeting with Development Team
including CCSM, architect, general
contractor and construction manager
• Twice-monthly site visits to review work
completed and potential change orders
• Review of monthly loan draw requests
• Weekly meeting with CCSM’s project
manager
• Monthly site visits, review of payment
applications and change order requests
(PACS)
9 What is the City’s Role as a Lender?
• Monitor/approve expenditures
• Conduct regular site visits
• Meet regularly with the
development team
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Packet Pg. 1092 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) • Project design
• Line-item budgeting
• Construction management
• Contracting
10 What is NOT the City’s Role as a Lender?
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Packet Pg. 1093 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) Housing Trust Funds
Dashboard
• The City’s Housing Division has a long-
standing Housing Trust Fund webpage,
https://www.santamonica.gov/housing-
trust-funds, which publicly shares funding
commitment letters, public meetings, and
reasonings for the City’s approval or denial
of HTF loans for affordable housing.
• For additional transparency into HTF loans
after City commitment, the Housing
Division will add a HTF Dashboard to this
webpage. The HTF Dashboard will clearly
show the amount of HTF funds committed
for each development in predevelopment
and construction phase, as well as the
amount of HTF funds disbursed.
11 Item 11-B
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Packet Pg. 1094 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) CCSM Updates
CCSM Team
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Packet Pg. 1095 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
VIRGINIA AVENUE APARTMENTS
2033-2101 Virginia Avenue
Santa Monica, CA
PROGRESS REPORT TO CITY COUNCIL
August 11, 2026
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Packet Pg. 1096 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
PROJECT TEAM
1. Developer – Community Corporation of Santa Monica
(Andrew Yick, Project Manager)
2. General Contractor – MARMS CONSTRUCTION
(Miguel Ramirez, President)
3. Architect – Egan Simon
(Rene Rodriguez, Director)
4. Construction Management – AMJ Construction
(Antonio Briones, Sr. Project Manager)
5. Property Condition Report – Partner Engineering
6. Prevailing Wage Compliance – CA Construction Compliance
7. Relocation Consultant – Monument
8. Movers – Chipman
9. Deputy Inspector - Twining
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Packet Pg. 1097 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) AGENDA
1. SCOPE OF WORK / CONSTRUCTION UPDATE
2. CURRENT PROJECT SCHEDULE
3. RESIDENT OUTREACH AND COMMUNICATION
4. COMMITTED FUNDING (at construction closing)
5. BUDGET OVERVIEW – pro forma vs. projected actual
6. BUDGET VARIANCE ANALYSIS
7. GAP FINANCING
8. QUESTIONS / COMMENTS
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Packet Pg. 1098 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
SCOPE OF WORK
Decision-Making Process
1. PROJECT CONDITION REPORT
❑ Cost = $3,700
❑ Suggest improvements to site (i.e., sidewalk), structural frame and building envelope, mechanical and electrical systems, interior units, and accessibility)
❑ “You don’t know what’s behind the walls” – i.e., furniture obstruction; conclusions can’t be all-inclusive ❑ Provide an educated guesstimate (i.e., opinion of costs) to remedy observed conditions ❑ City completed its own inspection
2. SCOPE OF WORK CONSIDERATIONS
❑ Fire and life safety
❑ Structural
❑ Water proofing
❑ Title 24 (energy efficiency)
❑ Americans with Disabilities Act (ADA)
❑ Fire sprinklers
❑ Architectural Review Board (ARB)
❑ All electric building (CCSM preference)
❑ Technical feasibility vis-à-vis resident requests
3. COST / BUDGET / FUNDING AVAILABILITY
❑ Value-engineer (i.e., community center)
❑ Trade-offs
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Packet Pg. 1099 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
SCOPE OF WORK
Create safe and modernized living environment
Remediate mold and asbestos
Remediate termite damage
Replace roof
Convert to an all-electric building (i.e., no gas)
Replace flooring in units
Install HVAC system
Install new plumbing
Upgrade electrical infrastructure and wiring
Install new electric kitchen appliances
Provide new kitchen cabinetry
Construct new laundry facility
New landscaping
Repair concrete sidewalk (off-site improvement) and walkways Item 11-B
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Packet Pg. 1100 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
CONSTRUCTION SCHEDULE / TIMELINE
Construction commencement – November 2025
Duration – 19 months
** Estimated Construction Completion – June 2027 **
WORK TO BE COMPLETED ACTUAL / PROJECTED
COMPLETION DATE
Unit Prep - remove additional furniture in all units December 8, 2025 Demolition January 8, 2026
New Framing April 2, 2026
New Plumbing April 2, 2026
Insulation May 28, 2026
Drywall Installation June 11, 2026
New Windows September 18, 2026 (P = projected)
Painting September 7, 2026 (P)
New Flooring October 5, 2026 (P)
Roofing October 22, 2026 (P) Kitchen Countertops November 16, 2026 (P) Common Areas – laundry room, courtyard December 25, 2026 (P) Sidewalk repair, fencing, landscaping, irrigation, final inspections January – May 2027 (P) Project Completion at TCO (i.e., ability to secure fire and life safety sign-off) June 2027 (P) Item 11-B
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Packet Pg. 1101 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
RESIDENT COMMUNICATION AND OUTREACH
• As requested by Council, conduct series of in-person meetings (quarterly) 6/18/26 – 1
st in-person meeting
❑ Next quarterly meetings: October 2026, January 2027, April 2027 • Provide monthly email updates with photos
• Tenants can email questions/concerns
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Packet Pg. 1102 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
RESIDENT COMMUNICATION AND OUTREACH
Resident Site Tours
July 13th (9 residents attended)
July 14th
(13 residents attended)
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Packet Pg. 1103 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) PRE
-RENOVATION
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Packet Pg. 1104 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
NEW FRAMING
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Packet Pg. 1105 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
NEW FRAMING
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Packet Pg. 1106 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
NEW PLUMBING
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Packet Pg. 1107 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
NEW ELECTRIC
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Packet Pg. 1108 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
NEW INSULATION
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Packet Pg. 1109 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
DRYWALL INSTALLATION
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Packet Pg. 1110 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
NEW LAUNDRY ROOM
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Packet Pg. 1111 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
BUILDING EXTERIOR
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Packet Pg. 1112 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
COMMITTED FUNDING
(at construction closing)
SOURCE AMOUNT
City of Santa Monica – loan $34,800,000
City of Santa Monica – Office of
Sustainability & Environment
$24,999
HUD CPF (grant) $850,000
LIWP (grant) $200,000
TOTAL $35,874,999
Projected Actual Budget (+ $2.4M) $38,307,795
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Packet Pg. 1113 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
PROJECT BUDGET
(Original vs. Projected Actual)
Assumptions:
• Project completion in June 2027
Budget:
• Original = $35,874,999
• Projected Actual = $38,307,795
• Projected Gap = $2,432,796
• Looking to bridge gap
Projected Budget Gap Drivers:
• Relocation +$1.6M
• Hard Costs +$2.7M (offset by $1.2M
contingency)
• Offset by lower than expected soft
costs(i.e., insurance, furnishings, predev
holding costs, etc.)
PROJECTED ACTUAL
BUDGET
VARIANCE
Line # Description
Original
A
Current B C
(B - A)
ACQUISITION / HOLDING COSTS
1 Land & Building Cost 13,665,100 13,665,100 13,665,100 0 2 Predevelopment Interest/Holding Costs 273,885 206,520 206,520 3 Total Relocation Expenses 1,777,747 2,106,546 3,385,206 1,607,458
HARD COSTS
4 Construction Contract 13,269,484 14,488,664 15,963,979 2,694,495 5 Hard Cost Contingency 1,257,206 38,026 0 -1,257,206
SOFT COSTS
6 Architect 896,174 896,174 896,174
7 Total Survey & Engineering 134,850 134,850 134,850
8 Bond Fees/CDLAC Application Fees 3,700 3,700 3,700
9 Title & Recording 25,000 47,032 47,032
10 Insurance 600,000 600,000 386,847 -213,153
11 Lender Expenses 25,000 25,000 25,000
12 Legal Fees 66,930 45,131 45,131
13 Capitalized Reserves 108,658 76,658 76,658
14 Other: 20-Year Operating Reserve 507,634 457,634 457,634 15 TCAC App/Allocation/Monitoring Fees 1,500 1,500 1,500 16 Environmental Audit 11,770 32,770 32,770
17 Local Development Impact Fees 233,646 233,646 233,646 18 Permit Processing Fees 105,984 337,339 337,339
19 Marketing 3,850 3,850 3,850
20 Furnishings 100,000 70,000 0 -100,000
21 Market Study 17,100 17,100 17,100
22 Accounting/Reimbursables 25,000 25,000 25,000
23 Appraisal 9,500 9,500 9,500
24 Other: Construction Manager 123,500 123,500 123,500
25 Other: Deputy Inspector 150,000 75,000 75,000
26 Other: Security-Operating Period 20,000 20,000 20,000 27 Other: Administrative & Organizational 14,000 14,000 14,000 28 Other: Prevailing Wage Compliance 87,500 87,500 87,500 29 Soft Cost Contingency 330,053 3,031 3,031
30 Developer Overhead/Profit 2,000,000 2,000,000 2,000,000 31 Syndication Consultant 30,228 30,228 30,228
TOTAL 35,874,999 35,874,999 38,307,795 2,432,796
BUDGET
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Packet Pg. 1114 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) Overall projected net budget gap of $2.4M
1. Hard costs projected to be over budget by $2.7M, driven largely by:
• Extensive re-framing
-- mold remediation and termite damage
• Plumbing damage and repair
• Change order process ($1.4M approved; ~$1.3M in expected COs)
2. Relocation $1.6M higher than budgeted:
• ~ 9/2023 relocation originally assumed to be multi-phased • ~ 7/2025 changed to single-phase (due to safety and existing infrastructure) • Spending more on temporary relocation rent
• Budget not updated
3. Relocation and hard cost overruns to be offset by ~$500k+ in savings in soft costs • For example, insurance and furnishings
PROJECTED BUDGET GAP
Key Drivers
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Packet Pg. 1115 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
PROJECT BUDGET
(Amount Drawn / Remaining Balance)
AMOUNT
DRAWN (City
Loan)
REMAINING
BALANCE
Line # Description
Original Current
ACQUISITION / HOLDING COSTS 1 Land & Building Cost 13,665,100 13,665,1000 13,665,100 0 2 Predevelopment Interest/Holding Costs
273,885 206,520 105,918 206,520 0 3 Total Relocation Expenses 1,777,747 2,106,54622, 196 2,106,546 0 HARD COSTS 4 Construction Contract 13,269,484 14,488,664 1,754,832 8,358,113 6,130,552 5 Hard Cost Contingency 1,257,206 38,0260 0 38,026 SOFT COSTS 6 Architect 896,174 896,1740 716,123 180,051 7 Total Survey & Engineering 134,850 134,8500 84,332 50,518 8 Bond Fees/CDLAC Application Fees 3,700 3,7000 3,700 0 9 Title & Recording 25,000 47,0320 47,032 0 10 Insurance 600,000 600,0000 386,847 213,153
11 Lender Expenses 25,000 25,0000 24,800 200
12 Legal Fees 66,930 45,1310 25,799 19,333
13 Capitalized Reserves 108,658 76,6580 0 76,658
14 Other: 20-Year Operating Reserve 507,634 457,6340 0 457,634 15 TCAC App/Allocation/Monitoring
Fees
1,500 1,5000 1,500 0
16 Environmental Audit 11,770 32,7700 32,120 650
17 Local Development Impact Fees 233,646 233,6460 0 233,646 18 Permit Processing Fees 105,984 337,3390 337,339 0
19 Marketing 3,850 3,8500 0 3,850
20 Furnishings 100,000 70,0000 0 70,000
21 Market Study 17,100 17,1000 17,100 0
22 Accounting/Reimbursables 25,000 25,0001, 890 3,260 21,740 23 Appraisal 9,500 9,5000 2,500 7,000
24 Other: Construction Manager 123,500 123,50014, 000 49,433 74,067 25 Other: Deputy Inspector 150,000 75,0000 0 75,000
26 Other: Security-Operating Period 20,000 20,0000 0 20,000 27 Other: Administrative &
Organizational
14,000 14,0000 9,468 4,532
28 Other: Prevailing Wage Compliance 87,500 87,5003, 121 25,983 61,517 29 Soft Cost Contingency 330,053 3,0310 0 3,031
30 Developer Overhead/Profit 2,000,000 2,000,0000 500,000 1,500,000 31 Syndication Consultant 30,228 30,2280 30,228 0
TOTAL 35,874,999 35,874,999 1,901,957 26,633,843 9,241,156 BUDGET
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Packet Pg. 1116 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
CITY LOAN
Spent-to-Date as of July 2026
Loan:
• $34,800,000
Spent-to-Date:
• $26,633,843 (77%) Acquisition
52%
Construction
31%
Soft Costs*
9%
Relocation
8%
*Soft costs include expenses such as architecture,
permit fees, legal, insurance, etc.
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Packet Pg. 1117 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
POTENTIAL PATHS TO BRIDGE FINANCING GAP
• Congressional Funds
- Amount TBD
• BUILD Incentive Grant (CA Energy Commission)
- Potentially $1M
• Section 8 Project-Based Vouchers (up to 20)
- Potential to raise $1M in perm loan
- At least five (5) vacant units upon renovation completion - Need to use at least 14 vouchers
- Currently working to determine how many households are interested and will qualify • Developer Fee
- Council approved
- “Keeps the lights on” – pay CCSM overhead, organizational staffing, etc. - Potentially up to $1.5M
- Per loan doc – up for grabs ($500k already disbursed at loan closing) • Continue to explore other avenues to bridge gap
• CCSM is committed to completing the project successfully Item 11-B
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Packet Pg. 1118 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update)
QUESTIONS / COMMENTS
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Packet Pg. 1119 Attachment: PowerPoint Presentation (7825 : Virginia Ave Update) City Council
Report
City Council Meeting: August 11, 2026
Agenda Item: 11.C
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To: Mayor and City Council
From: Oliver Chi, City Manager, Office of Economic Development Subject: Authorize the City Manager to Negotiate and Execute an Exclusive Negotiation Agreement with Goldenvoice|AEG Presents, LLC 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 City Manager to Negotiate and Execute an Exclusive Negotiation Agreement with Goldenvoice|AEG Presents, LLC to evaluate the potential redevelopment and operation of the Santa Monica Civic Auditorium located at 1855 Main Street (APN 4290-013-901).
Summary
On July 14, 2026, the City Council authorized the City Manager to negotiate an Exclusive Negotiation Agreement (ENA) with AEG Presents LLC (“AEG”) to evaluate the feasibility of redeveloping and operating the Civic Auditorium (“Civic”) as a live entertainment venue. This report outlines the purpose and scope of the proposed ENA, the due diligence activities to be undertaken, and the anticipated negotiation process.
The ENA provides a framework for AEG to apply its expertise as a leading live entertainment promoter and venue operator to evaluate the Civic's market potential, operational needs, redevelopment requirements, and financial feasibility. This analysis will complement and help inform the City's Highest and Best Use (HBU) Analysis by providing an industry perspective on whether the Civic can be successfully rehabilitated and operated as a sustainable entertainment venue. The ENA does not approve a redevelopment project, grant development rights, or obligate either party to enter into a lease, Disposition and Development Agreement (DDA), or other binding agreement.
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Discussion
Following the conclusion of exclusive negotiations with Revitalization Partners Group (RPG), the City engaged efforts to coordinate a highest and best use analysis to evaluate the Civic’s long-term redevelopment potential under a range of development scenarios. Concurrently, the City partnered with Goldenvoice (a subsidiary of AEG Presents) to plan and implement the Ocean Way Festival, providing staff with the opportunity to collaborate with one of the region's premier live entertainment producers. Through that collaboration, the City and approached representatives from AEG to gauge their interest in evaluating the Civic as a potential live entertainment venue.
Drawing on its experience developing and operating major concert venues, AEG would, through the proposed ENA, evaluate whether the Civic can be successfully redeveloped and operated as a live entertainment venue. AEG’s assessment of market demand, operational needs, redevelopment costs, and financial feasibility would complement the City’s existing analysis of the Civic site by providing an experienced operator’s perspective on the Civic’s redevelopment potential. Together, these efforts would help the City determine whether the Civic represents a viable, financially sustainable opportunity that advances the City's economic development and community objectives.
Surplus Land Act
On November 7, 2023, the City received certification from the California Department of Housing and Community Development (HCD) confirming compliance with the Surplus Land Act (SLA) and granting provisional authorization to proceed with the disposition of the Civic pursuant to Government Code section 54230.5. Having satisfied the requirements of the SLA, the City may proceed with evaluating the property’s long-term disposition, including entering into an ENA with prospective development partner(s).
Exclusive Negotiation Agreement
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The proposed ENA establishes an initial six-month period for the City and AEG to evaluate the Civic’s potential as a live entertainment venue. During this time, AEG will retain technical experts and consultants to assess the existing conditions, identify structural and building improvements, evaluate preliminary redevelopment concepts, estimate redevelopment and operating costs, evaluate market demand and programming opportunities, identify potential financing strategies, and determine the project's overall financial feasibility. The ENA provides that the parties may extend the ENA for up two 90-day periods.
The ENA does not commit the City or AEG to proceed with a redevelopment project.
Instead, it provides an opportunity to determine whether redevelopment of the Civic is technically and financially feasible, while complementing the City's review of the site with an experienced venue operator's perspective. At the conclusion of the ENA, AEG will present its findings, including a recommended project scope, implementation strategy, financial approach, and preliminary development schedule. These findings will help inform the City’s consideration of the Civic’s long-term redevelopment potential and whether to pursue a future Disposition and Development Agreement (DDA) or other implementing agreement.
During the term of the ENA, the City will identify what analyses may be required to evaluate AEG’s proposed project, if any. AEG has agreed to cover the costs of any analyses reasonably required by the City.
Environmental Review
The proposed ENA is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3), the common-sense exemption, because it can be seen with certainty that there is no possibility the activity may have a significant effect on the environment. The ENA authorizes only due diligence and negotiations and does not approve or authorize any physical improvements, construction, or development at the Civic Auditorium. Any future redevelopment proposal would be subject to all applicable environmental review requirements prior to approval.
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Past Council Actions
Meeting Date Description
10/11/2022
(Attachment A)
Adoption of Resolution Declaring Surplus Properties
10/25/2025
(Attachment B)
Approval of First Modification to Exclusive Negotiation Agreement with Revitalization Partners Group, LLC for the Civic Center Auditorium Renovation, Programming and
Operation
Financial Impacts and Budget Actions
As part of the ENA phase, AEG will reimburse the City for any staff, consultant, and legal costs via a Cost Recovery Deposit. The funds will be held in a deposit account for the Civic Center Auditorium project, 01.221060. As expenses are incurred, the deposit will be reduced, and the revenue will be recognized and recorded in account 01700014.415490. Budget adjustments would be incorporated in future budget cycles, as needed.
Prepared By: Nia Tang, Economic Development Administrator Approved Forwarded to Council
Attachments:
A. Attachment A - Adoption of Resolution Declaring Surplus Properties (Web Link) B. Attachment C - HCD Clearance Letter (11.7.2023)
C. Attachment B - Approval of First Modification to Exclusive Negotiation Agreement with Revitalization Partners Group, LLC for the Civic Center Auditorium Renovation, Programming & Operation (Web Link)
D. Levine Act Disclosure Form - AEG
E. OAKS INITIATIVE FORM - AEG
F. Written Comments
G. PowerPoint Presentation
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SLA0000140
STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor
DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT
DIVISION OF HOUSING POLICY DEVELOPMENT
2020 W. El Camino Avenue, Suite 500
Sacramento, CA 95833
(916) 263-2911 / FAX (916) 263-7453
www.hcd.ca.gov
November 7, 2023
Nia Tang, Senior Development Analyst
City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Dear Nia Tang:
RE: Written Comments Regarding the City of Santa Monica’s Surplus Land Disposition Documentation for the Property at 1855 Main Street (APN 4290- 013-901)
Thank you for submitting your surplus land documentation, on behalf of the City of Santa Monica (City), for review by the California Department of Housing and Community Development (HCD). We received your documentation on October 12, 2023. This letter constitutes HCD’s written comments pursuant to Government Code section 54230.5 of the Surplus Land Act (SLA), for the property located at 1855 Main Street, APN 4290-013-901, including provisional permission to proceed with the sale or lease.
According to your letter and included documents, a Resolution declaring the property to be surplus was issued on October 11, 2022, and Notices of Availability (NOA) were sent on November 11, 2022. During the required 60-day period, the City received two Notices of Interest (NOI) from the Community Corporation of Santa Monica, and a public entity, the Santa Monica-Malibu Unified School District. On April 11, 2023, the City Council considered the NOIs and directed City staff to continue negotiations with both parties. The City could not come to terms with either entity during the negotiation period; consequently, the City terminated negotiations with both parties. The City has provided a summary of negotiations and enclosed the appropriate draft affordability covenant, requiring 15 percent affordable housing, to be recorded against the property.
If the submitted documentation and assertations by the City are complete and accurate, HCD determines that you have met all the requirements under the SLA for the purposes of disposing of the surplus land located at 1855 Main Street. The City is permitted to proceed with the sale or lease of the property.
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Packet Pg. 1124 Attachment: Attachment C - HCD Clearance Letter (11.7.2023) (7857 : Civic Auditorium ENA) Nia Tang, Senior Development Analyst