5 strategic goals action plan - santa monicanumber of case management enrollments - ongoing d5...

Homelessness

5 Strategic Goals Action Plan

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5 Strategic Goals

MobilitySanta Monica has defined a new model of mobility that includes a wide range of options—Expo Light Rail, Breeze bike share, direct bus routes with real-time information, car share, expanded shared-ride services, and safer walking and biking. (Desired outcomes: Place & Planet, Health, Community.)

Learn & Thrive Our community believes in providing learning opportunities at every stage in life. (Desired outcomes: Learning, Economic Vibrancy, Community.)

Inclusive and Diverse CommunitySanta Monica is committed to maintaining an inclusive and diverse community by expanding affordable housing, raising workers’ incomes, and helping Santa Monica residents stay in their homes and build their community network. (Desired outcomes: Community, Economic Vibrancy, Place & Planet, Health.)

Homelessness For 700 homeless individuals in Santa Monica and over 44,000 living in Los Angeles County, life is a constant struggle. Santa Monica is taking a leadership role in providing resources and assistance to the most vulnerable members of community. (Desired outcomes: Community, Health, Economic Vibrancy.)

Airport In 2014, Santa Monica voters overwhelmingly supported Measure Local Control (Measure LC) to prohibit new development on Airport land, except for parks, public open spaces and public recreational facilities without voter approval and to affirm the City Council’s authority to manage Airport land. In 2017, the City Council reached a historic agreement with the Federal Aviation Administration (FAA) that allows the closure of SMO after December 31, 2028. (Desired outcomes: Place & Planet, Health, Community).

SaMoStatSanta Monica’s Performance Management System

The Framework captures the vision of the City of Santa Monica. The City’s new performance management system SaMoStat will collect, measure, and track data to provide a cohesive structure to identify where programs are working, where to make changes, and how to best deploy City resources. SaMoStat will follow four key, established tenents:

• Accurate and timely intelligence shared by all;• Rapid deployment of resources;• Effective tactics and strategies; and• Relentless follow-up assessments

Beginning with the Council’s five strategic goals and later with the departments reporting to the City Manager, SaMoStat will help to drive a data-driven culture. After the adoption of the budget, the City will establish meaningful metrics for major projects and at routine intervals, report on program achievement based on these metrics through SaMoStat.

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In order to connect our desired outcomes to our day-to-day work, we identified five council priority areas, or Strategic Goals, that are expected to have short-term impact on community safety, quality of life, and prosperity.

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The Framework: Sustainable City of Wellbeing

Outcome Areas

Our focus, as the Santa Monica city government, is to be a sustainable community that delivers services that support the wellbeing of residents, employers, and employees.

Based on best practices from municipalities across the country, Santa Monica is now using an approach to budgeting that connects the work of City Departments to a new Framework and SaMoStat. This new process aligns departmental work efforts, measures outcomes, and ultimately ensures that the City delivers these services effectively and a transparent manner.

The Framework is built around its long-term commitment to sustainability infused with its new Wellbeing Index, Santa Monica’s custom measurement tool that provides an understanding of wellbeing in our community. The Framework is built on the core beliefs, visions, and structures of these two exciting and groundbreaking approaches.

The five strategic goals connect to these outcome areas through a matrix- They are the key drivers that will allow us to achieve outcomes for the residents of and visitors to Santa Monica. In the spring and summer, The City will begin to develop metrics for each goal and department project, eventually developing a process to use data to drive decisions.

FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING

DEPARTMENTPROJECTS &PROGRAMS

GOVERNANCE

HEALTH

STRATEGIC GOALS

COMMUNITY PLACE & PLANET LEARNING HEALTH ECONOMICOPPORTUNITY

COMMUNITY ECONOMICOPPORTUNITY

GOVERNANCEHEALTHLEARNINGPLACE & PLANET

Foster a safe, connected and engaged community.

Champion lifelong education achievement and opportunities for continuous personal growth.

Support community needs through a stable, vibrant and diverse local economy.

Protect natural resources and cultivate an exceptional and resilient built environment.

Nurture opportunities for enriched physical, social, and emotional health.

Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes.

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Background

Theory of Change

Santa Monica will not accept that homelessness is inevitable. While the regional homeless crisis can’t be “solved” within our borders, our City is determined to invest additional local resources, stand with neighboring communities and take a leadership role in regional solutions. We will gather and share timely data to track and analyze both overall progress and individual cases and share the models that prove effective; we will relentlessly and compassionately engage people experiencing homelessness in order to make appropriate referrals to local and regional programs; we will mobilize a community-wide effort to augment and target public, non-profit, civic and business resources; we will work with LA County, LA City and other regional partners to continually innovate, pursuing effective and compassionate approaches wherever they can be found. We believe this comprehensive approach can make a difference in the lives of vulnerable people and support health, safety and equity in our local community.

Over the course of 40 years, Santa Monica’s local investment in permanent solutions to address homelessness has produced a sophisticated, collaborative approach effective in transitioning highly vulnerable individuals off the streets and into housing. The City’s homeless policies, like its service system, have evolved over many years to be a reflection of the priorities and needs of this community. Homelessness, however, is not an isolated local concern. Santa Monica is but one of 88 cities in LA County, which is home to the second largest homeless population in the country – over 57,000 homeless individuals were identified through the 2017 LA County Homeless Count. Unlike other urban centers where the majority of homeless people are in shelters, 74% of LA County’s population is literally on the streets and in public spaces. The scale of the regional homeless crisis has pushed Santa Monica’s local homeless system beyond its capacity to meet growing demand.

An increase in homelessness between 2016 and 2017 locally (26%) and regionally (23%) precipitated the passage of new legislation in Santa Monica, LA City and LA County that will generate tax revenue to fund housing and services for low income and homeless households. The regional homeless service system, which includes coordinated outreach, County mental health and health services, homeless prevention and rapid re-housing programs, family reunification, shelter and permanent housing, and employment opportunities, is poised to evolve quickly. While investments will be necessary to increase capacity across the region, locally, the City continues to support long-standing policies and investments and looks for opportunities to leverage regional funds to support current strategies that are proving to be effective such as street-based clinical services, new technology solutions for improved information sharing, more affordable housing and support to low-income residents to prevent homelessness. In addition, the City will continue to advocate for policymakers to look to the future and fund the long-term housing and clinical services, often provided by the County, that are critical to reducing homelessness. LA County is at an inflection point – the decisions made today both locally and regionally on policy and implementation of new programs will decide if the

curve of homelessness continues to climb or whether strategic investments and collaborative efforts can turn the tide.

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Action Plan

Outcome Area

1. Place and Planet

Smart deployment of local resources

Coordinated outreach operations with City staff, partners, and service providers in public spaces with a high volume of homeless quality of life issues

Number of homeless related public safety (police/fire) calls for service in operational areas during the time period of the specific operation

Number of eligible people who use Project Homecoming during the time period of the specific operation

Number of people contacted for violating laws such as the City’s park and Library closure law during the time period of the specific operation• Number

of advisals• Number of

field interviews• Number

of citations• Number

of arrests

PD/CCS D5 Support for Homeless Case Managers, E4 First Responders Training, E6 Outreach System

Use data to identify locations

Develop location-specific outreach model

Include external partners and internal resources as appropriate

Enforce local laws

Use data to develop individualized service plans

Gather data before/during/after operation to evaluate success

Provide referral information to individuals contacted

Goals Measures of SuccessOutcomes Activities Lead Dept. / Div. County Strategy

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Action Plan Continued

Outcome Area

Place and Planet (con’t)

Number of people referred to local resources during the time period of the specific operation

Number of people referred to regional resources during the time period of the specific operation

Number of people who participate in demographic surveying during the time period of the specific operation


Smart deployment of local resources

2. Place and Planet

Develop data governance, sharing, and privacy policies

Develop pilot custom software based on established policies

CCS / ISD / PDNew technologies to improve information sharing and coordination of care

Implement pilot software by December 2017

Scale software to include larger group of participants and users by June 2018

D5 Support for Homeless Case Managers, E4 First Responders Training

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Outcome Area

3. Place and Planet

Prove efficacy of models to stabilize and connect homeless individuals to housing

Assess the effectiveness of the Homeless Multidisciplinary Street Team

Reduction in the number of arrests, citations, field interviews and use of emergency medical services by known high users of first responder services between Oct. 2016 – Sep. 2017, annually thereafter

Number of individuals placed in housing between Oct. 2016 – Sep. 2017, annually thereafter

Number of individuals receiving mental health care between Oct. 2016 – Sep. 2017, annually thereafter

Number of individuals connected to community-based healthcare between Oct. 2016 – Sep. 2017, annually thereafter

CCS / ISD / PD D2 Expand Jail In Reach, D5 Support for Homeless Case Managers, E6 Outreach System

Deliver services to 25 highest users

Collect data on 25 HMST participants plus 25 non-HMST individuals


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Outcome Area

4. Place and Planet

5. Place and Planet

Develop a more proportional distribution of regional housing and services

Pilot “Office Hours” Model with the People Concern Outreach Specialist for homeless individuals

Increase in number of individuals for drop-in Office hours between July 2017 – December 2018Number of case management enrollments - Ongoing

D5 Support for Homeless Case Managers, E6 Outreach System

HED

CCS

Increase availability of housing and services in other communities

Ensure effective, safe, respectful, use of Library through policy implementation, enforcement, and service delivery

Set up weekly study room availability

Continue outreach efforts and information sharing by the People Concern and library staffMonitor and report questions and needs expressed by office hours visitors

Library / CCS

Increase in regional housing capacity through partnerships, technical assistance and leveraging by June 2020

Increase in regional funding for services by June 2020

Investment in and advocacy for regional partnership and more quality housing and social service programs outside of Santa Monica


F1 Promote Regional SB 2 Compliance and Implementation, F3 Inclusionary Zoning for Affordable Housing, F5 Incentive Zoning/Value Capture Strategies, F6 Using Public Land for Homeless Housing

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Outcome Area

6. Place and Planet

Pilot Wellness programs/pop-up events with Human Services Dept. and service providers.

Library / CCSEnsure effective, safe, respectful, use of Library through policy implementation, enforcement, and service delivery

Number of individuals participating in pilot programs betweenSeptember 2017 – December 2018

Number of individuals referred to services betweenJuly 2017 – June 2018

Improved understanding of service needs of homeless patrons visiting the library betweenJuly 2017 – June 2018

Collaborate with the People Concern to identify piloting 1-2 wellness groups or programs at the library

Organize and implement semi-annual pop-up event featuring local and regional service providers.

Develop and distribute surveys during pilot programs to better assess the needs of homeless patrons visiting the library


C4 SSI Advocacy, D5 Support for Homeless Case Managers, E3 Effective Access to ACA Services, E6 Outreach System

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Outcome Area

7. Commnity Community engagement, education, behavior change, partnerships, and action

CMO / CCSActivate internal and external stakeholders to collectively address homelessness

Convene four stakeholder meetings each fiscal year

Implement public education campaign by June 2018

Improvement in the community’s perception of the City’s response to homelessness as measured through resident surveys by June 2019

Generate new funding streams by June 2019

Generate new public-private partnerships by June 2019

Develop community stakeholder group Develop public education messages, tools, and resources

Develop resources for businesses

Develop new public-private partnerships


N/A

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Outcome Area

8. Economic Opportunity

9. Economic Opportunity

Assess the effectiveness of services to support formerly homeless in housing in the Continuum of Care Program

Financial assistance and services resources to promote housing stability and support low-income seniors to remain in the community.

HED

HED

Analyze appropriate intervention and service supports in models of supportive housing to retain housing for homeless and retain landlord participation

Prevent homelessness among low-income residents

Develop protocols of cost-effective service models for formerly homeless in supportive housing and scattered site housing models by January 2018

26 rent burdened at risk low-income residents maintained in housing and accessing available resources by September 2018

Evaluate service utilization of tenants evicted

Evaluate landlord participation after eviction

Evaluate service utilization of tenants receiving service intervention

Implement a 1-year POD pilot program based on 26 households to determine if a basic needs model is effective to retain housing and improve quality of life.


B4 Utilization of Federal Housing Subsidies, B8 Housing Choice Vouchers for PSH, D5 Support for Case Managers

A1 Homeless Prevention Program, D5 Support for Case Managers

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Resources and PartnersHomelessness impacts all facets of the community – from social services to public safety, our libraries and parks, sanitation and public works crews, retailers and hoteliers, residents and tourists. Addressing the impacts of homelessness in Santa Monica requires the coordination of efforts across numerous city departments, community-based organizations, the business community and regional partners. Coordination occurs on multiple levels, from direct service delivery to policy and planning.

Locally, the Community and Cultural Services Department (CCS) convenes the Chronic Homeless Project (CHP) which brings local and county services together to share resources and collaborate on case plans for homeless individuals. In addition, the Santa Monica Police Department’s Homeless Liaison Program (HLP) team hosts an interdepartmental meeting to track progress and coordinate efforts to house chronic offenders. CCS also leads the Senior Housing Task Force, which brings together city departments and non-profit providers to identify and support low-income seniors at risk of homelessness, and partners with the City Attorney’s Office to administer the Homeless Community Court. In June 2017, CCS and the City Manager initiated a community homelessness steering committee comprised of representatives from the business community, City commissions, faith partners, non-profit agencies, LA County services as well as state and county elected offices. Local organizations such as the Westside Coalition, Downtown Santa Monica, Inc., Santa Monica Chamber of Commerce and Santa Monica Travel and Tourism frequently invite CCS staff to provide updates on local and regional homeless issues.

Regionally, the City participates in a range of planning meetings hosted by LA County’s Chief Executive Office, the Los Angeles Homeless Services Authority and the United Way of Greater LA. The City also meets regularly with other Westside jurisdictions and state and county elected offices to coordinate regional efforts and leverage local resources.

Achieving the outcomes described in this Action Plan and addressing the growing impacts of homelessness on the community will require the continued investment in existing systems as well as significant new resources from both local and regional public and private sources to test new approaches and scale up solutions that prove effective.

5 strategic goals action plan - santa monicanumber of case management enrollments - ongoing d5...

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