Attachment 2 — Burbank City Council, April 5, 2022

CITY OF

BURBANK
5-YEAR

HOMELESSNESS
PLAN

April 2022

ATTACHMENT 2

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 2 Table of Contents
Executive Summary ....................................................................................................................................... 4 Introduction .................................................................................................................................................. 5 Homelessness in the Region ......................................................................................................................... 6 Methodology ............................................................................................................................................... 10 Exploring Data ......................................................................................................................................... 10 Community Engagement Process ........................................................................................................... 10 Alignment with Regional Strategies/Frameworks ...................................................................................... 10 Five-Year Homeless Plan Framework (Policy Statements) ......................................................................... 12 Goals and Actions: Addressing Systemic Challenges and the Housing Needs of People Experiencing Homelessness ............................................................................................................................................. 14 Goals ....................................................................................................................................................... 14 Goal 1: Capacity Building ............................................................................................................................ 16 Action 1.1 Regional Coordination ........................................................................................................... 16 Action 1.2 Data Integration & Coordinated Access ................................................................................ 17 Action 1.3 Provider Capacity ................................................................................................................... 17 Goal 2: Advocacy ......................................................................................................................................... 19 Action 2.1: Funding & Policies ................................................................................................................ 19 Action 2.2 Equity/Lived Experience ........................................................................................................ 19 Goal 3: Access, Outreach, & Engagement .................................................................................................. 21 Action 3.1 Street Outreach & Engagement ............................................................................................ 21 Action 3.2 Storage Facilities & Access Sites ............................................................................................ 22 Action 3.3 Safe Vehicle Parking............................................................................................................... 22 Action 3.4 Community Education/Engagement ..................................................................................... 23 Goal 4: Shelter & Housing Accessibility ...................................................................................................... 24 Action 4.1 Interim Housing/Emergency Shelter ..................................................................................... 24 Action 4.2 Housing Supports/Rental Assistance/Subsidies .................................................................... 25 Action 4.3 Rental Market Access/Expanding Housing Stock .................................................................. 26 Action 4.4 Affordable & Permanent Supportive Housing ....................................................................... 26 Goal 5: Health & Stabilization ..................................................................................................................... 28 Action 5.1 Mental & Behavioral Health .................................................................................................. 28

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 3 Action 5.2 Substance Use Disorder Treatment ....................................................................................... 29 Action 5.3 Employment & Income Supports ........................................................................................... 30 Goal 6: Homelessness Prevention .............................................................................................................. 31 Action 6.1 Homelessness Prevention Programs ..................................................................................... 31 Action 6.2 Housing Problem Solving ....................................................................................................... 32 Implementation Plan .................................................................................................................................. 33 Glossary/Key Terms .................................................................................................................................... 34 Acronyms ............................................................................................................................................ 34 Definitions ........................................................................................................................................... 37 Appendices .................................................................................................................................................. 43 Appendix A: Acknowledgements ............................................................................................................ 43 Appendix B: Reporting Tool .................................................................................................................... 44 Appendix C: Community Feedback ......................................................................................................... 47 Appendix D: Stakeholder List of Service Providers ................................................................................. 59 Appendix E: Methodology and Planning ................................................................................................. 60 Appendix F: Stakeholder Identified Strengths & Challenges .................................................................. 62 Appendix G: HMIS Data- Service Planning Area 2, 2019-2021 ............................................................... 64 Appendix H: HMIS Data- Burbank, 2019-2021 ........................................................................................ 65

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 4 Executive Summary
The City of Burbank has worked hard during the last three years to meet the needs of its unhoused residents. Significant investments have been made to develop resources in outreach, housing, shelter, mental health, storage, homelessness prevention, and public health. After completing a three-year homelessness plan, the City looks to expand on the sum of its successes, like an award-winning homeless street outreach program, the completion of a vital SAFE Storage and Help Center, and the successful housing outcomes of more than 131 individuals experiencing homelessness.

According to the 2020 Point in Time Count, there were 291 people experiencing homelessness in the City of Burbank, and more than 66,000 individuals across Los Angeles County. The City recognizes that there are still significant gaps in resources, services, and capacity that require continued focus. To build off the successes of the previous plan, the City of Burbank engaged LeSar Development Consultants (LDC) to identify gaps and assist in the homelessness planning process for a new Five-year (2022-2027) Homelessness Plan. As part of this process, the City of Burbank engaged with a diverse set of stakeholders, including city staff, regional entities, homeless service providers, healthcare providers, government entities, and community members. Feedback from stakeholders highlighted various strengths and challenges in the current response.

This Plan lays out actionable steps that the City of Burbank and its partners can take to move towards a functional zero homeless response, where homelessness is prevented whenever possible, and ensures that, when it does occur, it is rare, brief, and non-recurring. To ensure regional coordination and support, the actions and strategies outlined in the Plan are strategically aligned with regional frameworks and plans.

The Plan focuses on the following six Goals.

1. Capacity Building

2. Advocacy

3. Access, Outreach, & Engagement

4. Shelter & Housing Accessibility

5. Health & Stabilization

6. Homelessness Prevention
Each goal has corresponding actions and metrics that, when implemented, will help to achieve the goals. This Plan has the pieces needed to help shape the homeless response during the next five years. While certain aspects of the Plan will need to be implemented in a linear fashion, the Plan will be most effective if each goal is addressed in parallel to each other.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 5 The City of Burbank is committed to supporting the needs of its homeless constituents and will continue to play an active role in the homeless response’s goal toward ending homelessness.

Introduction
In 2018, the City of Burbank (City) began implementing its first Homelessness Plan that was adopted by City Council in December of 2017. The Plan covered three calendar years, 2018 to 2021, and included seven strategies in addressing homelessness:

1. Developing Storage Facilities and Transportation

2. Enhancing the Quality of Life, Mental Health, and Healthcare Awareness

3. Building Temporary Housing

4. Creating Affordable Housing

5. Continuing Outreach, Coordinated Care System, and Community Awareness

6. Increasing Homeless Prevention and Rapid Re-housing

7. Enforcing Public Health & Safety and Ordinances
Through strategic partnerships, collaborations, and extensive communication with stakeholders during the implementation process, the City made significant strides in delivering services and housing to the homeless while protecting neighborhoods from public health and safety concerns.

Many of the goals achieved in the last three years were a result of Council’s ongoing support and staff’s dedication to addressing homelessness. Below are just a few of our achievements.

Engagement
• Increasing our communication with the community through the launch of 3-1-1, Our Burbank application
• Forming an action-oriented network of health and service providers whose primary purpose is to deliver care and referrals to people experiencing homelessness • Completing a documentary film (https://youtu.be/biPhmDeR0eM) and obtaining a Spectrum News Report on Burbank’s homeless efforts and challenges • Creating a broader presence in patrolling the parks and City facilities along with responding to calls for service in the evenings by the Parks and Recreation Department Health & Shelter
• Developing a health and housing first-prioritization system for the unhoused while finding permanent solutions
• Hiring of a social worker co-located within the Central Library and Joslyn Adult Center in partnership with Library Services and the Parks and Recreation Department

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 6 • Continuing to provide shelter-first strategies to people experiencing homelessness or people living in encampments; to date, more than 130 persons have been housed or reunited with their loved ones

Special Programs
• Establishing and expanding the use of the SAFE and HELP Center (homeless storage center) and creating a calendar of monthly events and services with the support of the Salvation Army and community partners
• Providing additional support to the street outreach program by adding a mobile wrap- around case manager to focus on the needs of the chronically homeless; these are the cases that require the most time and effort and was funded by a grant from Providence Saint Joseph Medical Center

Community Partners/Funding
• Working together to implement the Homelessness Plan with our community partners, such as Home Again Los Angeles (formerly Family Promise), Burbank Temporary Aid Center, Burbank Housing Corporation, Family Service Agency, Providence St. Joseph Medical Center, Salvation Army, Streetplus, housing property managers and landlords, and more
• Advocating for funding from local, state, and federal agencies for implementation of our homeless efforts

This updated plan is designed to provide a framework and structure to address homelessness, focusing on preventing and ending homelessness in the City of Burbank. Throughout the plan, goals are listed that focus on key areas of need. Each goal has many corresponding actions, all of which are included to provide tangible steps to work through this process during the plan’s period and beyond. This plan lays out goals, actions, and metrics for a well-rounded approach. It highlights evidenced-based best practices and person-centered approaches to ensure the dignity and humanity of all involved. This new plan will present the identified needs of the City’s homeless population, state goals and objectives to address those needs, and define the policies and programs to be implemented to achieve said goals and objectives.

Homelessness in the Region
Homelessness in Los Angeles County

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 7 The Los Angeles Continuum of Care is broken up into eight Service Planning Areas (SPAs), with Burbank falling into SPA 2. According to the 20201 Point in Time (PIT) count2, there was a 13% increase (66,436) from the 2019 total of 56,257 individuals experiencing homelessness. Of those, 72% (46,090) were unsheltered, meaning they were sleeping in cars, outdoors, or other places not suitable for human habitation. From 2019 to 2020, there was an 8.5% increase in unsheltered homelessness and an almost 28% increase in sheltered homelessness. There was also a 60% increase in chronic homelessness from 2019-2020. Within the chronic homeless population, there was a 41% increase in sheltered homelessness and a 60% increase in unsheltered homelessness.

Homelessness in Service Planning Area 2
When considering the City of Burbank’s regional position, it’s important to look at the homelessness rates of SPA 2. According to the 2020 PIT for Service Planning Areas3, SPA 2 had 9,108 individuals experiencing homelessness, an almost 18% increase from the previous year.

According to Homeless Management Information System (HMIS) data, a total of 12,045 individuals were enrolled in a homeless program (Transitional Housing, Safe Housing, Rapid Rehousing (RR), Permanent Supportive Housing (PSH), or Emergency Shelter) in 2020, a 4% increase from 2019. Of those participating in one of the above-mentioned programs, 9.6% identified as Black/African American and 41% identified as Hispanic. Homelessness has increased for individuals identifying as American Indian, Alaskan Native, or Indigenous by 76% in the last three years, while it has increased for Asian or Asian American by 33%. 35.6% were individuals from 0-24 years old, while 23.4% were ages 55 or older. The total number of people experiencing homelessness who report a disability (mental health, chronic health, physical, developmental, substance use, and/or HIV/AIDS) has increased by nearly 50% since 2019, and substance use has increased by 200% over the last three years.

1 The PIT Count did not occur in 2021 due to COVID-19 precautions; it is fully expected that the number of people experiencing homelessness has only risen from the 2020 numbers. The PIT Count resume d in 2022. 2 2020 Greater Los Angeles Homeless Count Results
3 2020 Homeless County by Service Planning Area | SPA 2

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 8 Homelessness in the City of Burbank
During the 2020 PIT count for Communities/Cities4, a total of 291 individuals were counted in Burbank. 207 (71%) individuals were identified as unsheltered; 146 (70%) of those experiencing unsheltered homelessness were living in some sort of vehicle (car, van, RV/camper). Of the 84 (29%) sheltered individuals, 65 were in transitional housing, and 19 were in an emergency shelter.

4 2020 Homeless County by Community/City | Burbank
Chronic Health
Disability, 2913
Developmental
Disability, 1478
HIV/AIDS, 919Mental Health
Disability, 3526
Physical Disability,
2613
Substance Use, 442
2020 SPA 2 Disability Prevalence

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 9 According to HMIS data for Burbank, a total of 290 individuals were enrolled in a homeless program (Transitional Housing, Safe Housing, Rapid Rehousing (RR), Permanent Supportive Housing (PSH), or Emergency Shelter) in 2020, a 3.7% decrease from 2019. Of those participating in one of the above-mentioned programs, 31% identified as Black/African American despite only making up 3% of the total population of Burbank. 23.5% of the population total identifies as Hispanic, yet they make up 52% of the homeless population. In 2020, nearly 70% of the individuals were either children under the age of 18 or Transitional Age Youth (TAY), while 3% were ages 55 or older. The total number of people experiencing homelessness who report a disability (mental health, chronic health, physical, developmental, substance use, and/or HIV/AIDS) is about 30% of the total individuals experiencing homelessness, with mental health being the most common. This number likely underestimates the number of individuals experiencing homelessness and mental illness, as this is typically underreported and/or based on self-reporting. The average family size in Emergency Shelter is 5.3, indicating a very high need for family-oriented interventions.

The median rent in Burbank in 2019 (the most recent data collected) is $1,692 a month, compared to the median rent of $1,503 for California overall. Almost 46% of those living in Burbank pay more than 35% of their income toward rent, demonstrating a severe cost burden.

The median annual income for households in Burbank is $73,613.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 10 Methodology
To identify the strengths and challenges of the City of Burbank’s homelessness response, LDC conducted both a qualitative and quantitative analysis. The City used several methods to solicit feedback from a variety of sources.

Exploring Data
LDC examined systems level data to identify performance outcomes, trends, and gaps. This data was used in tandem with the qualitative data obtained from community stakeholder meetings.

With the quantitative data, LDC examined Homeless Management Information System (HMIS) data alongside Point in Time Count data to better understand homelessness within the City of Burbank and the region. The scope and success of the quantitative component of the gaps analysis was contingent on the availability and quality of the data available from LAHSA and HMIS. The City of Burbank data is collected through various non-HMIS systems; therefore, various program and outcome data was not easily accessible.

Community Engagement Process
The qualitative component of the analysis included a wide-reaching community engagement process to solicit input from an array of stakeholders in the system, from City, County, and service provider leaders to community members. Many of the strategies, connections, and services needed to support individuals experiencing homelessness are countywide programs and service operators, highlighting the importance of including regional stakeholders. The intent of the surveys, interviews, and community meetings was to give stakeholders at all levels an opportunity to provide input, thoughts, and recommendations on a wide range of issues related to the homelessness planning process for the City of Burbank – Refer to Appendix for information on the planning process.

Alignment with Regional Strategies/Frameworks
LA County Homelessness Initiatives
In March of 2017, Measure H was passed, a ¼ cent sales tax approved by Los Angeles County voters during a 10-year period. According to Los Angeles County Homeless Initiative 5, the
County’s homeless service system has provided permanent housing to 31,036 individuals and interim housing to 54,499 individuals through programs funded completely or partially with Measure H.

In June of 2017, the Board of Supervisors for the Los Angeles County Chief Executive Office approved the “Los Angeles County Strategies to Combat Homelessness,” initiatives that focus on

5 Los Angeles County Homeless Initiative Quarterly Report 21

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 11 all areas surrounding homelessness (e.g. affordable housing, prevention, etc.). The City of Burbank has intentionally ensured that the strategies in this Homelessness Plan align with the current strategies of the Los Angeles County’s Homeless Initiative. Those strategies are as follows6:

1. Prevent Homelessness

2. Subsidize Housing

3. Increase Income

4. Provide Case Management and Services

5. Create a Coordinated System

6. Increase Affordable/Homeless Housing
Annually, the Los Angeles County Board of Supervisors will adopt the Measure H budget and funding allocations for projects and programs presented by the Chief Executive Office. For example, Los Angeles County recently drafted their fiscal year 2022-2023 Homeless Initiatives Funding Recommendations, which includes investing in homeless prevention, outreach, interim housing, permanent housing, and supportive services. The funding procured from Measure H will be utilized to further these goals.

As the Los Angeles County’s Homeless Initiative works to reassess and revise their strategies, the City of Burbank’s Homelessness Plan aligns with the County’s areas of focus on Coordination, Prevention, Connections, Housing, and Stabilization7.

In the development of the City of Burbank’s new five-year Homelessness Plan, we have referenced and ensured that the core strategies mentioned within the Los Angeles Strategies to Combat Homelessness and the proposed framework are weaved throughout our plan for uniformity and consistency.

LAHSA
LAHSA is the lead agency in the Los Angeles Continuum of Care, the regional planning body that coordinates housing and services for homeless families and individuals in Los Angeles County.

LAHSA coordinates and manages more than $800 million annually in federal, state, county, and city funds for programs that provide shelter, housing, and services to people experiencing homelessness. The City of Burbank partners with LAHSA to coordinate and integrate services and housing opportunities to ensure distribution of service and housing options in the City of Burbank. This alignment and coordination includes areas like the Coordinated Entry System

6 Los Angeles County Chief Executive Office’s Approved Strategies to Combat Homelessness 7 Proposed Framework for Refreshed HI Strategies

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 12 (CES), Homeless Management Information System (HMIS), funding, the Point in Time Count (PIT), and homeless outreach collaborations.

Plans from Neighboring Cities
The San Fernando Valley Council of Governments (SFVCOG) Homelessness Working Group adopted a Strategic Framework in February of 2019, with specific goals pertaining to Housing & Homelessness. The City of Burbank has considered these goals when developing the City of Burbank’s Homelessness Action Plan. Those goals are as follows8:

1. Increase partnerships between cities, key stakeholders, and local Measure H funded contractors

2. Proactively collaborate with the county and nonprofit agencies to address Individuals and families living unsheltered and in encampments

3. Support the creation of interim housing opportunities and other short-term interventions to quickly move people off the streets

4. Increase rental assistance resources and services for homelessness prevention as well as exiting homeless households rapidly

5. Support the development of affordable and permanent supportive housing City of Burbank Internal Homeless Working Group
The City established an inter-departmental Homelessness Working Group to develop, improve, and implement the City’s strategies in addressing homelessness. Various City departments, along with nonprofits and Providence Saint Joseph Medical Center, meet regularly to support our ongoing efforts, such as the coordination of encampment clean-ups, delivery of public health services, and housing for people experiencing homelessness. The group will continue to convene meetings to implement the new five-year plan.

Five-Year Homeless Plan Framework (Policy Statements)
In October 2021, as directed by Council, staff began the process of updating the homelessness plan by hosting community input sessions during the months of September – November 2021.

All the homeless community meetings were accessible to the public, nonprofit groups, service organizations, residents, businesses, health providers, elected officials, and others interested in providing their input during virtual community meetings.

8 San Fernando Valley Council of Government Regional Values, Goals, and Strategies to Combat and Prevent Homelessness

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 13 The new five-year homelessness plan was developed based on seven guiding principles approved by the City Council. These guiding principles are embodied throughout the plan.

1. Burbank takes a holistic, humane approach in supporting people experiencing homelessness by acknowledging that homelessness is an extremely complex social dilemma that impacts the quality of life in our community.

2. Burbank’s response to homelessness requires being Compassionate & Smart:

Compassionate by understanding that individuals experiencing homelessness are human beings and as such, a part of our community who may need help, and Smart by protecting the City and its residents through legal enforcement as needed.

3. Burbank supports a variety of pathways to housing for people experiencing homelessness including shelters, transitional housing, and motel vouchers along with navigation centers and permanent supportive housing.

4. Recognizing that homelessness has no jurisdictional boundaries, Burbank will help alleviate the homeless crisis by supporting federal and regional homeless strategies that are aligned with our Homeless strategy and listed within our Legislative Platform including advocating for legislation and funding for homelessness and mental health services.

5. The City of Burbank is committed to working closely with the Burbank Unified School District to address the needs of our students experiencing homelessness.

6. The City of Burbank is committed to providing annual updates and making information accessible so the public can be informed of the City’s current efforts to address homelessness and our progress in meeting our objectives.

7. In accordance with the policy statements described above, and while acknowledging that there are significant legal and financial obstacles,
the City of Burbank is committed to
reducing the number of Burbank’s unsheltered homeless population identified in the 2022 Los Angeles County Homeless County by 50% before the end of 2027. (Example: If the unsheltered homeless during the 2022 Homeless Count is 200, Burbank will find housing, shelter, and/or return to their loved ones 100 people by 2027.)

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 14 Goals and Actions: Addressing Systemic Challenges and the Housing Needs of People Experiencing Homelessness
The City of Burbank has taken considerable steps, particularly within the last few years in adherence to our previous Homelessness Plan, to address and end homelessness within our community, striving toward functional zero. With the
help of community input and evidenced-based
practices, we have developed “Goals and Actions”
that we are committed to implementing during the
five-year period of the Homelessness Plan. The
actions that follow are proposed and will support the
specific goal. It’s important to note that the actions
will be undertaken by limited staff and resources
available to the City. In addition, certain activities will be a cost-burden to the City, but it’s the City’s
intention to pursue grants and partnerships to carry
out several of the actions. With each action, the
implementation timeframe is crucial for us to reach
our goals. The actions are separated by short-term,
medium term, long term, and annual & ongoing. The
timeframe associated with each goal type is
described below.

Goals
The Homelessness Plan includes six goals that create the framework for how the City of Burbank will address homelessness during the planning period. Within each goal section, the actions provide direction for how the City will achieve that goal. Further, the goals align closely with those of Los Angeles County’s CEO, LAHSA, and SFVCOG. Additionally, the goals support state homelessness plans and initiatives like the Governor’s Homelessness Plan, CalAIM, and the California Interagency Council Action Plan.

1. Capacity Building

2. Advocacy
Short-term 2022-2023
Medium-term 2023-2025
Long-term 2026-2027
Annual & Ongoing 2022-2027
What is Functional Zero?
Functional zero is a point in which the homeless
system is able to prevent homelessness
whenever possible and ensures that, when it
does occur, it is rare, brief, and non-recurring.

Rare- Homelessness will be rare when
individuals, families, and communities
have protections, services, and supports
in place to prevent homelessness.

Brief- Homelessness will be brief when
individuals, families, and communities
have access to shelter, services,
supports, and housing to help people
experiencing homelessness quickly
return to permanent housing.

Non-Recurring- Homelessness will be
non-recurring when individuals,
families, and communities have the
protections, services, and supports they
need to successfully maintain housing.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 15 3. Access, Outreach, & Engagement

4. Shelter & Housing Accessibility

5. Health & Stabilization

6. Homelessness Prevention

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 16 Goal 1: Capacity Building
Policy Statement #6: The City of Burbank is committed to providing annual updates and making information accessible so the public can be informed of the City's current efforts to address homelessness and our progress in meeting our objectives.

To successfully achieve the goals stated in the Homelessness Plan, the City of Burbank will look to increase the City’s capacity to coordinate with regional and cross-sector partners, integrate data more effectively, and support service provider capacity. These efforts to enhance the City and regional capacity are integral to the overall efforts to end homelessness and will require shifts in orientation, investments in funding and time, and a commitment to strengthening partnerships. Increasing the City of Burbank’s capacity to respond to the homelessness crisis will ultimately lessen the impacts and strengthen the response.

Action 1.1 Regional Coordination
As inflows into the homeless response system increase, so does the need for regional and cross- sector coordination. The City recognizes that homelessness is a nuanced problem that takes a nuanced solution, which will require partnerships and collaboration outside of the City and its departments. Therefore, to move toward our goals, we must first ensure that all parties across regions and sectors are brought in and are aligned with one another. The City of Burbank will further coordination initiatives by considering how to best collaborate with the following sectors or partners to end homelessness: healthcare, behavioral health, mental health, substance use disorder, criminal justice, child welfare, juvenile justice, education, housing, immigration, employment, land use, transportation, and code enforcement. This regional and cross-sector alignment will not only increase access points and resources for those experiencing homelessness, but it will also decrease the number of individuals entering the homeless system through targeted upstream partnerships.

In addition to the sectors listed above, the City of Burbank will look to coordinate with the following regional agencies/departments:
• Homeless Service Providers and Social Service Providers • Los Angeles Homeless Services Authority (LAHSA)
• Los Angeles County (Homeless Initiatives, Board of Supervisors, Health Services, Mental Health, Public Health, Public Social Services, Workforce Development, Aging & Community Services)
• The City of Los Angeles
• San Fernando Valley Council of Governments (Cities of San Fernando, Santa Clarita, and Glendale)
• California Department of Transportation (CalTrans)

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 17 • LA Metro
• Offices of Elected Officials
• Cross-sector partner (healthcare, behavioral health, mental health, substance use disorder, criminal justice, child welfare, juvenile justice, education, housing, immigration, employment, land use, transportation, and code enforcement) • Burbank Unified School District
Proposed Activities
• Continue attending various regional coordination and collaboration groups • Strengthen formal partnerships with regional and cross-sector entities • Co-facilitate working groups to include service providers and cross-sector partners on a recurring basis to identify gaps, quickly resolve challenges, and coordinate efforts Action 1.2 Data Integration & Coordinated Access
Data integration and coordinated access are key points for collaboration and capacity building.

To have a deep understanding of the circumstances surrounding individuals accessing homeless services, data must be kept and managed to eliminate uncertainty and provide appropriate services. The City will support the utilization of HMIS and CES for city programs and local service providers to eliminate data silos and improve system evaluation. The City of Burbank will expand its efforts to track, leverage, and manage data.

Proposed Activities
• Expand holistic utilization of CES and HMIS with City programs and local service providers
• Increase the use of collected data from local and regional partners to inform decision- making, funding, and policy decisions
• Provide trauma informed care and de-escalation training for service staff on a regular basis to ensure efficient and effective practices
• Use the collected data to better understand the impacts of homelessness/housing instability as it relates to marginalized populations
Action 1.3 Provider Capacity
Improving the service delivery of the region will also require supports to service provider capacity. Service providers are overextended and understaffed. Cities will need to better support service providers to improve the client experience and the health of the system. The City of Burbank will support homeless service providers through capacity building, increased coordination, fielding specific services within the City of Burbank, and targeted advocacy.

Proposed Activities

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 18 • Provide capacity building to local nonprofits and social service providers • Support homeless service provider job fairs and recruitment events • Advocate for other service provider capacity building measures like increased pay, hiring, and retention strategies

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 19 Goal 2: Advocacy
Policy statement #4: Burbank will help alleviate the homeless crisis by supporting federal and regional homeless strategies that are aligned with our Homeless strategy and listed within our Legislative Platform including advocating for legislation and funding for homelessness and mental health services.

To support the efforts outlined in the Homelessness Plan, the City will advocate for funding and policies that promote greater system capacity, regional coordination, cross-sector collaboration, and direct funding to cities. Additionally, the City will promote lived experience, racial and ethnic equity initiatives both within the city and regionally. To continue to make progress toward ending homelessness, the City’s advocacy will be responsive to the needs of people experiencing homelessness and the community.

Action 2.1: Funding & Policies
The City of Burbank understands the important role it plays as a regional leader in supporting the access, service, and housing needs of people experiencing homelessness in the City and the region. While many components of the homeless response fall outside of the City’s jurisdiction, it can still advocate for funding, policies, and programs that will be most effective to ending homelessness in the City and the region. Within our Legislative Platform that is updated each year, staff will continue to advocate for sensible legislation that provides a balanced approach, requests more funding for services, and supports programs that incorporate best practices.

Proposed Activities
• Advocate for service coordination and cross-sector collaboration on a regional level • Advocate for more direct funding to cities related to homelessness and housing from county, state, and federal funding sources, including proportional direct funding from Measure H
• Conduct outreach and education campaigns to garner community support • Advocate for initiatives that ensure the safety and care of the gravely disabled Action 2.2 Lived Experience/Equity
The City of Burbank recognizes that integrating the voices of those with lived experience in decision making processes is necessary to developing an effective, person-centered response.

The City will also include processes to expand accountability to clients by including client feedback as primary data points. As regional data suggests, Black, Indigenous, and People of Color (BIPOC) individuals are overrepresented in the homeless population; the City will support race equity in the homeless response that impacts our region.

Proposed Activities
Lived Experience

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 20 • Actively pursue input and support in the development of homeless programs from people with lived experience
• Advocate for social enterprise programs in Burbank that will train and hire people with lived experience
Race Equity
• Assess data around racial and ethnic inequities in experiences of homelessness, provision of services, and outcomes
• Promote fair and equal housing opportunities for all

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 21 Goal 3: Access, Outreach, & Engagement
Policy Statement #2: Burbank’s response to homelessness requires being Compassionate & Smart:

Policy Statement #7: The City of Burbank is committed to reducing the number of Burbank’s unsheltered homeless population identified in the 2022 Los Angeles County Homeless County by 50% before the end of 2027. (Example: If the unsheltered homeless during the 2022 Homeless Count is 200, Burbank will find housing, shelter, and/or return to their loved ones 100 people by 2027.) Various challenges exist for people experiencing unsheltered homelessness, including meeting physiological, shelter, safety, and psychological needs. The City of Burbank will further enhance street outreach and access services, creating a unified approach centered around engagement, connection to services, and harm reduction strategies. To reduce entries into chronic homelessness and increase street to housing placements, the City of Burbank will continue to use a person-centered approach with all individuals, prioritizing their most immediate needs and corresponding solutions; this approach allows for various pathways to housing. The City’s response will be proactive and coordinated, focusing on outreach, access, engagement, and enforcement of our laws when necessary. The City of Burbank will expand on the successes of our adopted nuisance ordinance, encampment clean-up policies, the storage facility, and the navigation center by implementing a safe RV parking program, all while effectively engaging and educating the community on the health, safety, and service needs of people experiencing unsheltered homelessness.

Action 3.1 Street Outreach & Engagement
The City of Burbank will continue to expand efforts to meet the health, safety, and service needs of people experiencing unsheltered homelessness. In alignment with best practices, the City will continue to shift homeless street outreach from law enforcement entities to multidisciplinary and homeless service provider teams. The City will increase engagement with those who are chronically homeless, taking into consideration the mode of outreach, available access points, and additional strategies/partnerships.

Proposed Activities
• Continue to expand homeless street outreach services in the City of Burbank without reliance on external providers or regional entities
• Ensure that homeless street outreach services are coordinated on a regional level • Develop real-time list of resources and supports of programs and agencies working directly with people experiencing unsheltered homelessness

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 22 • Coordinate Homeless Connect events at regular intervals throughout the year • Explore policies to address public health and safety concerns regarding vehicle dwellers while providing access to services and housing • Provide quarterly public-facing reports on the City’s efforts to address homelessness Action 3.2 Storage Facilities & Access Sites
Access to storage and coordinated entry points is essential for the survival of people experiencing homelessness. While multiple access points already exist across the City, Burbank will expand efforts to ensure that access points are radically accessible to all and will provide necessary linkages to housing supports and services. The City will continue to develop a culture of housing problem-solving across all programs that serve as access points (outreach, storage facilities, public libraries, etc.).

Proposed activities
• Continue expanding SAFE storage locally to increase accessibility and strengthen linkages to housing
• Continue utilizing HMIS and CES processes to track and manage data around access interactions
• Ensure that all access points and programs are accessible for the unique needs of key subpopulations
• Provide a mobile shower program
Action 3.3 Safe Vehicle Parking
With a significant number of people experiencing homelessness in vehicles, cars, vans, and RVs in Burbank, the City will explore measures to support the establishment of safe vehicle parking for people in enrolled in interim housing and incentives to buy back RVs that will promote their exit into permanent housing. People that live in uninhabitable RV’s can be prioritized to move into housing. The City can store the RV, and an operator can determine if the RV can be sold; in this case, the participant would get all the proceeds. In addition, stakeholders agreed that safe parking should be considered as a way to create safe spaces to sleep when shelter, interim, or permanent housing cannot be obtained. During the five-year plan, the City will explore the viability of providing safe parking.

Proposed Activities
• Explore a vehicle parking/storage program for people enrolled in interim or housing services with an RV buy back option
• Explore the viability of creating a Safe Parking program within the jurisdiction or with partnering jurisdictions

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 23 • Consider best practices by modeling LAHSA’s Safe Parking program • Consider coupling with amended parking ordinances
• When appropriate, work with the Los Angeles County Homeless Court to advocate for vehicle dwellers and leniency on traffic and pedestrian citations if enrolled in a Safe RV/Parking program
Action 3.4 Community Education/Engagement
Throughout the stakeholder engagement process, the community has demonstrated significant public support for the City’s goal to end homelessness in Burbank. Many community members attended the Community Meetings, and all were willing to voice their opinions on how to further address homelessness. An important part of the homeless response will be obtaining the necessary buy-in from the community around efforts the City is making to prevent and end homelessness. Due to the visibility of unsheltered street homelessness, it is important to proactively engage the community around the challenges, activities, and implementation of homeless programs and resources.

Proposed activities
• Provide frequent, consistent, and accessible communication to the public, updating on the progress and movement of the Homelessness Plan
• Create more accessible public facing materials for individuals and families searching for homelessness, homelessness prevention, or housing assistance • Create a Dynamic Community Model that activates members of the community to become proactive advocates

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 24 Goal 4: Shelter & Housing Accessibility
Policy Statement #3: Burbank supports a variety of pathways to housing for people experiencing homelessness including shelters, transitional housing, and motel vouchers along with navigation centers and permanent supportive housing.

Shelter and housing are critical to ending homelessness. The City of Burbank is lacking in general affordable housing stock and has ever increasing prices for the rent and purchase of housing.

Not only does this make it more difficult for individuals to move out of homelessness, but it also increases the number of people who are precariously housed or on the verge of housing instability. To add to this, Burbank has no shelters or interim housing options within city limits.

This requires people in need of these services to relocate to options outside of Burbank.

The City of Burbank will explore all possible options to increase interim housing and emergency shelter,
expand housing supports, increase housing access, and
develop new affordable and permanent supportive
housing. By strengthening shelter and housing options, the City will make significant strides in reducing inflows into homelessness and increasing successful outflows.

Stakeholders have highlighted the critical importance
for cities to develop these resources in their
communities.

Action 4.1 Interim Housing/Emergency Shelter
To meet the needs of people experiencing
homelessness, the City of Burbank will consider creative options to develop interim housing, emergency shelter,
tiny homes, and other types of crisis or care beds within the City. To reduce entries into chronic/long-term
homelessness, the City will ensure that services are
housing-focused for all shelter and interim housing
developments, creating throughputs into permanent
housing.

Proposed activities
• Explore options to create more crisis housing
• Continue exploring Tiny Homes project
• If creating or expanding crisis housing, ensure that all programs are housing-focused to establish throughputs in the system
A Person-Centered Approach

The City of Burbank understands that
people experiencing homelessness come
from many walks and stages of life.

Because of this variance, there is no single
solution that will work for everyone. The
City believes that the best approach is
“person-centered,” prioritizing each
individual’s immediate needs and the
solution that fits best. These solutions can
look very different; some individuals
might require immediate shelter, while
others are ready and able to move directly
into permanent housing.

The City is committed to ensuring that all
individuals are served and their needs are
met. Burbank is proud to use a person-
centered approach throughout the
homeless response system, allowing a
variety of pathways into housing.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 25 • Explore unique funding opportunities for shelter and interim housing sites Action 4.2 Housing Supports/Rental Assistance/Subsidies Often individuals experiencing homelessness just need help getting stabilized until they’re able to stay housed independently. This assistance can come in many forms, but financial support is the most significant.
• Vouchers—Providing vouchers (Housing Choice
Vouchers, Emergency Housing Vouchers, VA
Supportive Housing) is a proven way to increase
housing stability. Lack of adequate income
makes finding and keeping housing, especially
in our area where housing is expensive and
often unattainable, very difficult. Those
experiencing homelessness are often on a fixed
income or are unable to secure employment
until some of their more immediate needs (i.e.
shelter) are addressed.
• Rapid Rehousing—The City of Burbank has
permanent supportive housing options, but
most have closed waitlists, meaning no one can
get on the waitlist until others become housed.

This precarious balance demonstrates the need
for options that let individuals obtain housing
quickly while staying housed. Rapid Rehousing
(RRH) provides short-term rental assistance and
services, giving people the opportunity to
quickly stabilize and then become self-sufficient.

Proposed activities
Vouchers
• Explore ways to increase the number of vouchers available • Increase engagement and partnerships with local landlords/property management companies to advocate for the acceptance of vouchers
• Expand the City of Burbank Homeless Incentive Program Rapid Rehousing
• Consider ways to increase the number of RRH programs/units Housing First

This approach prioritizes housing to those
experiencing homelessness. The Housing
First approach operates on the belief that
housing is an inherent right, rather than
an earned privilege, meaning that a
person’s housing should be stable before
people are expected to focus on less
critical tasks (e.g. finding employment,
learning to budget, attending a substance
use program). Housing First understands
that it is difficult to focus on these other
concerns when the most basic need isn’t
met. This model prioritizes “no access
barriers,” making it so that a person
experiencing homeless can have access to
stable housing prior to meeting other
regulations (e.g. attending a financial
literacy course). There is no mandatory
participation/graduation in additional
services to obtain or maintain housing.

Learn more about Housing First here.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 26 • Explore partnerships with regional providers to connect individuals with RRH • Develop relationships and rapport with local landlords/property management companies to expand RRH in the private rental market
• Consider consistent engagement opportunities with landlords/property management companies (e.g. monthly meetings, taskforce, etc.)
Action 4.3 Rental Market Access/Expanding Housing Stock The City of Burbank will continue to develop innovative approaches to increasing housing stock to reduce the time spent locating an adequate unit. These methods of increasing housing stock can also meet the unique needs of specific subpopulations and expand housing access and mobility.

Proposed activities
• Continue to explore various options for developing affordable housing and homeless dedicated housing (e.g. Tiny Homes, acquisition, ADUs, etc.) • Explore the possibility of master-leasing and shared housing on a larger scale • Develop relationships and rapport with local landlords/property management companies to expand the acceptance of third-party payments • Expand the City of Burbank Homeless Incentive Program to address concerns from landlords on acceptance of third-party payments, shared housing, master-leasing, etc.
• Expand landlord/tenant mediation programs to prevent evictions • Advocate to landlords/property managers for tenant qualifications that do not add additional barriers for individuals (e.g. income source, 3x monthly rent, etc.) • Advocate for legislation that makes discrimination on certain qualifications (income source, 3x monthly rent, etc.) illegal on a larger scale Action 4.4 Affordable & Permanent Supportive Housing
Currently, there is a shortfall of units available for the extremely low-income population in the County of Los Angeles and the City of Burbank. To address the housing and homelessness crises, the City of Burbank will need to work toward creating and implementing a strategy to develop sufficient affordable and homeless dedicated housing, like Permanent Supportive Housing. This will require the City to leverage a wide array of private, local, state, and federal funding to support the expansion of affordable housing. For individuals, families, and communities that are experiencing homelessness, or are at-risk of homelessness, it will require the equitable development of housing affordable to extremely low-income households. To meet the needs of people with disabilities or experiencing chronic homelessness, the City will explore ways to

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 27 develop additional Permanent Supportive Housing (PSH) units, including site-based, scattered site, and tenant based.

Proposed activities
• Explore feasibility and identify strategies to increase the affordable housing and Permanent Supportive Housing stock
• Explore lower-cost options, like tiny homes, accessory dwelling units, hotel and motel conversions, prefabricated modular housing, and shipping containers to expand housing stock
• Leverage a wide array of private, local, county, state, and federal funding, including CalAIM and Project Roomkey, to support the expansion of affordable and Permanent Supportive Housing (PSH)
• Explore the feasibility of developing affordable and supportive housing on underutilized and vacant land
• Leverage regional partnerships to utilize PSH access and resources • Consider functionality of housing created, including ADA compliant units to be accessible to individuals with disabilities
• Implement a “moving on” strategy, targeting up to 20% of PSH residents to transition to general population affordable housing, thus freeing up PSH for new tenants • Advocate with landlords around increasing housing stock and access for people experiencing homelessness, master-leasing, shared housing, and third-party payments
• Advocate for longer-term contracts for service providers to establish long-term partnerships
• Advocate for formation of regional housing trust
• Advocate with housing partners, private landlords, property management companies, and developers on issues related to affordable housing development, preservation, and access; this advocacy would also include increasing housing stock and access for people experiencing homelessness, master-leasing, shared housing, and third-party payments

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 28 Goal 5: Health & Stabilization
Policy Statement #1: Burbank takes a holistic, humane approach in supporting people experiencing homelessness by acknowledging that homelessness is an extremely complex social dilemma that impacts the quality of life in our community.

One key point mentioned in stakeholder feedback was the lack of supportive services to address the mental health, substance use disorder, and income needs for people experiencing homelessness. Point in Time Count data suggest significant increases in mental health and substance use among individuals experiencing homelessness over the past three years, with services and supports unable to meet the need. As average rental rates continue to rise, the City of Burbank will renew its emphasis on employment and income supports for individuals and families, supporting them in achieving long term stability. To address the stabilization needs, the City will look to expand services and cross-sector partnerships to meet these challenges.

Action 5.1 Mental & Behavioral Health
According to the 2020 SPA 2 Homeless Data, there was a total of 1,526 people experiencing homelessness that identified as having a Serious Mental Illness (SMI)—that is a total of 20% of the homeless population. An analysis done in 2019 by the Los Angeles Times found that the total was closer to 51% of the homeless population, while UCLA’s Public Policy Lab found an even higher 78%. Both studies describe the number of individuals within Los Angeles County, while the 20% highlights the number of individuals in SPA 2 alone. This variation is likely due to the reliance on self-reporting in the PIT Count and alignment to the federal reporting guidelines9.

Regardless of which datapoint is most accurate, it is agreed that even the lowest number of 20% is too high. Interventions for mental/behavioral health need to be expanded to support the housing stabilization needs of people experiencing homelessness. The City of Burbank will push for mental health and behavioral health care services to be voluntary, person-centered, and housing-solution oriented.

Proposed Activities
• Identify strategies to increase access to mental/behavioral health services (evaluation, counseling, medication, etc.) for individuals experiencing homelessness • Advocate for more expanded mental health and behavioral health resources provided in the City of Burbank and the San Fernando Valley
• Expand options of including professional mental/behavioral health staff to outreach teams and coordinated entry points
• Develop strategies for mental/behavioral health professionals to serve as first responders instead of, or alongside, law enforcement

9 Los Angeles Times: Are many homeless people in L.A. mentally ill? New findings back the public’s perception

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 29 • Utilize current healthcare establishments to address mental/behavioral health disparities, leveraging new resources like CalAIM
• Leverage regional partnerships to connect individuals experiencing homelessness to existing mental/behavioral health services
• Consider ways to increase the number of drop-in centers that address mental/behavioral health
• Explore the possibility of creating homeless mobile health services that include mental/behavioral health
• Investigate ways to improve client care coordination through multidisciplinary teams that include the healthcare, mental, and behavioral health sectors • Continue to work with the City Attorney’s criminal prosecutors to divert the homeless from incarceration and into diversion/treatment programs Action 5.2 Substance Use Disorder Treatment
According to the 2020 SPA 2 Homeless Data, a total of 2,092 individuals experiencing homelessness identified as having a substance use disorder (SUD)—this is a total of 27% of the total homeless population. Again in 2019, the Los Angeles Times explored this number in-depth and found that their total was closer to 46%, while the Public Policy Lab at UCLA estimated that 75% of the homeless population used substances

10. Both the 46% and the 75% reflect the entire
homeless population across Los Angeles County, while the 27% is specific to SPA 2. Even the smallest percentage is too high, and interventions must be built in to support this population.

Addiction and substance use disorders are a medical concern that has a large impact on other areas of wellbeing, including mental health, employment, housing stability, etc.

Proposed activities
• Identify strategies to increase access to substance use treatment services (evaluation, counseling, medication, etc.) for individuals experiencing homelessness • Advocate for more expanded substance use disorder treatment resources provided in the City of Burbank and the San Fernando Valley
• Utilize current healthcare establishments to address substance use • Leverage regional partnerships to connect individuals experiencing homelessness to existing substance use treatment services
• Consider ways to increase the number of drop-in centers that address substance use • Ensure that all interventions provided are long-term and available when individuals choose to prioritize them

10 Los Angeles Times: Are many homeless people in L.A. mentally ill? New findings back the public’s perception

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 30 • Consider how to make both mental/behavioral health and substance use services available together
• Explore the possibility of creating homeless mobile health services that include substance use treatment
• Coordinate with partners to better understand real-time availability of resources like detox beds
Action 5.3 Employment & Income Supports
The lack of income or financial supports is one of the biggest contributors to homelessness.

When individuals try to attain housing, they are often prevented access because they lack enough financial resources to remain stable. The City of Burbank will look to expand income supports and employment resources for people experiencing housing instability and homelessness to prevent inflows into homelessness and increase successful program exits.

Proposed Activities
• Expand the reach of Burbank Employment Connection and other employment supports to connect with RRH, PSH, Voucher participation, etc. • Increase employment/income resources located at coordinated entry points • Develop strong relationships with community businesses to reduce stigma around hiring someone currently/previously experiencing homelessness

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 31 Goal 6: Homelessness Prevention
Policy Statement #5: The City of Burbank is committed to working closely with the Burbank Unified School District to address the needs of our students experiencing homelessness.

All strategies and interventions discussed so far have been to meet the needs of people experiencing homelessness. Ultimately, the way to ensure that the number of people entering the homeless response system is less than the number of people exiting is to focus on preventative measures upstream at the point of homeless inflows.

To address the new inflows into the homeless response system, the City is committed to focusing on homelessness prevention whenever possible and on providing housing focused services. This will ensure that when homelessness does occur, the experience is rare, brief, and non-recurring. Preventative approaches to homelessness result in better outcomes for individuals and families and lower costs associated with healthcare, correctional services, and emergency services. Shifting investment away from reactive, emergency solutions toward a strengthened focus on preventative strategies will be critical to reducing the flow of people becoming homeless. This includes homeless prevention programs, housing problem solving approaches, early identification tools, and cross-sector partnerships. Stakeholders highlighted increasing homelessness preventions strategies as the most critical need for the City of Burbank to address.

Action 6.1 Homelessness Prevention Programs
Homelessness prevention is crucial to decreasing the number of people experiencing homelessness in Burbank. Prevention strategies are aimed at those facing housing instability and are at-risk of homelessness without any additional supports.

Proposed activities
• Consider the creation of housing stabilization service options, targeting high-risk populations to ensure those most marginalized are being served • Develop methods of tracking individuals who reach out for homeless prevention support, including reason, outcome, etc.
• Utilize current data tracking systems to follow eviction submissions • Develop interventions targeted at individuals being taken to court for evictions, including but not limited to legal counsel, landlord/tenant mediation, etc. • Advocate for region-wide strategies and flexible funding to develop expanded homeless prevention programs
• Engage industries and sectors within the City of Burbank and the San Fernando Valley that can identify individuals at-risk of experiencing homelessness early-on, focusing on homelessness prevention, homelessness, and housing efforts

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 32 Action 6.2 Housing Problem Solving
Housing problem solving is an approach that supports homelessness prevention, diversion, and rapid exit strategies. This approach explores the numerous ways that individuals can either avoid experiencing homelessness or reduce the amount of time they experience homelessness.

Through engaging and exploratory conversations with individuals, staff can assist them in finding options they might not have been able to identify or felt comfortable enough to consider. The Homeless Response System is intended to be a system of last resort. Housing Problem Solving conversations upstream by providers, nonprofits, and cross-sector partners attempt to resolve an individual’s housing crisis by using resources outside of the typical homeless response, like personal networks, family supports, and mainstream systems. These cross-sector partners are the same as those listed in Action 1.1 (education, criminal justice, health care systems, child welfare, etc.), demonstrating the significant influence each partner has in the housing problem solving approach.

Proposed activities
• Encourage service providers, nonprofits, and cross-sector partners to be trained in housing problem solving strategies
• Ensure that service providers and nonprofits have an extensive knowledge of the mainstream resources available to complete referrals or assist • Partner with the Burbank Unified School District to ensure staff are comfortable and fluent in housing problem solving strategies

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 33 Implementation Plan
The City and its partner agencies are committed to implementing the goals and actions during the five-year planning period. These implementation goals have been developed from the needs assessment conducted for the region and extensive input from the community, partner agencies, and City departments.

The set of goals was determined as the most effective ways in addressing the challenges surrounding homelessness. A set of actions in implementing the 5-year goals will lead to delivering performance metrics. The metrics are organized using a timeframe and an annual goal. The City Departments, agencies, and partners are primarily responsible for implementing the actions.

A reporting tool to track the Actions, Metrics, and Annual Goals can be found in Appendix B.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 34 Glossary/Key Terms
Acronyms

Acronym Definition
ADA Americans with Disabilities Act
AMI Area Median Income
AHAR Annual Homeless Assessment Report
APR Annual Performance Report (for HUD homeless programs) AS Acuity Scale
BID Business Improvement District
CalAIM California Advancing and Innovating Medi-Cal
CBO Community Based Organization
CDBG Community Development Block Grant (CPD program – federal) CES Coordinated Entry System
CH Chronically Homeless
CoC Continuum of Care
CPD Community Planning and Development (HUD Office)
DHS Department of Health Services
DMH Department of Mental Health
DPSS Department of Public Social Services
ES Emergency Shelter

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 35 ESG Emergency Solutions Grant (CPD – federal program) FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants) GR General Relief
HCD Housing and Community Development (State office)
HCV Housing Choice Voucher
HIC Housing Inventory Count
HF Housing First
HMIS Homeless Management Information System
HOME Home Investment Partnerships (CPD program)
HUD U.S. Department of Housing and Urban Development (federal) NOFA Notice of Funding Availability
PHA Public Housing Authority
PIT Count Point in Time Count
PH Permanent Housing
PSH Permanent Supportive Housing
RRH Rapid Rehousing
SH Supportive Housing
SMI Severe Mental Illness
SO Street Outreach
SOAR SSI/SSDI Outreach, Access, and Recovery (SSI/SSDI Application program)

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 36 SRO Single-Room Occupancy housing units
SSDI Social Security Disability Insurance
SSI Supplemental Security Income
SUD Substance Use Disorder
TAY Transition Age Youth (usually ages 16-24)
TH Transitional Housing
VA Veteran Affairs (U.S. Department of)
WIC Women, Infants, and Children Program

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 37 Definitions
3-1-1 Burbank: The City of Burbank launched a 3-1-1 application for residents to submit requests for services related to street sanitation, bulky items, public safety, homelessness, and more. The goal is to provide a proactive response system to key issues concerning residents of Burbank.

Acuity Scale: Acuity scale is a best practice approach to right matching of services. Case managers can use the scale to assess numbers and severity of issues for their clients.

At Risk of Homelessness: Individual or family who will imminently lose their primary nighttime residence.

The Department of Housing and Urban Development has a formal definition of this. Please see page 42 of the Emergency Solutions Grant Program Interim Regulations for the full definition. https://www.govinfo.gov/content/pkg/FR-2011-12-05/pdf/2011-30938.pdf Bed Utilization: Bed utilization rates—or bed occupancy rates—represent the percentage of beds or units that are occupied on a given night or on an average night during a period of time. The average daily utilization rate is calculated by taking the average number of people served during a given time period divided by the total number of beds.

Bridge Housing: Provides a safe, low-barrier and supportive twenty-four (24) hour residence to participants experiencing homelessness, while they are assisted as quickly as possible into safe and supportive housing which includes permanent housing for all populations and transitional housing for youth and families fleeing domestic violence and intimate partner violence. Bridge Housing programs must work in collaboration with LAHSA and the Coordinated Entry System in Los Angeles County. CES Bridge Housing should fit seamlessly with the other CES Program components.

Case Conferencing: Case conferencing is a formal, planned, and structured meeting in which providers coordinate assignments, client level updates, and coordination of services.

Case Management: Case management is defined by the Case Management Society of America as “a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and advocacy for options and services” to meet individual needs. Case Management in the contact of CES should be voluntary and client centered, with the goal of identifying strengths and client directed goals, while promoting “health, recognition, and well-being” (USICH, 2016). Case Managers in CES should ultimately focus on safety first, linking the client to a permanent housing resource and providing the necessary services needed to promote housing stability.

Chronically Homeless: People who are chronically homeless have experienced homelessness for at least a year – or repeatedly – while struggling with a disabling condition such as a serious mental illness, substance use disorder, or physical disability. The Department of Housing and Urban Development has a formal definition of this. Please see page 11 of the Emergency Solutions Grant Program Interim Regulations for the full definition.
https://www.govinfo.gov/content/pkg/FR-2011-12-05/pdf/2011- 30938.pdf

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 38 Continuum of Care (CoC) Program [HUD]: The Continuum of Care (CoC) Program is designed to promote communitywide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and State and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effect utilization of mainstream programs by homeless individuals and families; and optimize self-sufficiency among individuals and families experiencing homelessness.

Coordinated Care Group: The Coordinated Care Group is a working group from Providence Saint Joseph Medical Center.

Coordinated Entry System: The Coordinated Entry System (CES) is a HUD mandated activity for all communities across the country that seeks to ensure that any individual or family who is at-risk of homelessness or is currently experiencing homelessness has efficient access to the homeless crisis response system. CES also ensures that the community has an agreed upon assessment process to determine the needs of each household, that there is an approved prioritization process for resource allocation based on need, and that there is a streamlined process and method for referring people to those resources
Crisis Housing: Crisis housing is an emergency shelter in the homeless Coordinated Entry System.

Disability: An individual with one or more of a physical, mental, developmental, or emotional impairment, including those caused by alcohol, drug abuse, post-traumatic stress disorder, or brain injury.

Diversion or Housing Problem Solving: Diversion, also known as Housing Problem Solving assists households to identify their strengths, support networks, and link to community resources to find housing. It is not necessarily a program but rather an approach or technique that uses a conversation between skilled staff members to explore options that the household may not have been able to identify or felt comfortable enough to explore on their own.

Domestic Violence: Domestic Violence (also called intimate partner violence [IPV], domestic abuse or relationship abuse) is a pattern of behaviors used by one partner to maintain power and control over another partner in an intimate relationship. Domestic violence includes behaviors that cause or threaten physical harm, arouse fear, prevent a partner from doing what they wish or force them to behave in ways they do not want. It includes the use of or a threat of the use of physical and sexual violence, threats and intimidation, emotional abuse, and economic deprivation. Many of these different forms of domestic violence/abuse can be occurring at any one time within the same intimate relationship and/or may occur with varied frequency within a relationship (National DV Hotline definition).

Domestic Violence Program: Domestic Violence Programs provide shelter, assistance, and specialized resources to domestic violence survivors.

Emergency Housing Vouchers (EHVs): EHVs are tenant-based rental assistance under the Housing Choice Voucher Program. Access will be facilitated through the Coordinated Entry System (CES) for Los Angeles County.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 39 Emergency Shelter: Emergency Shelter programs generally provide a low-barrier safe place for people to stay while awaiting housing placement.

Family: Households consisting of one more minor children (17 or under) in the legal custody of one or two adults who are living together and working collaboratively to care for the children. This includes 2- parent and 1-parent families, including those with same sex partners, families with intergenerational or extended family members, unmarried couples with children, families that contain adults who are not minor children, in which mother is in her second trimester of pregnancy, or mothers who have been medically diagnosed as having a “high risk” pregnancy shall qualify as a family.

Harm Reduction: Harm reduction is an aspect of a program’s or system’s design established by a set of policies resulting procedures and practices whose objectives is to reduce the negative consequences of continued use of drugs and/or alcohol or failure to be medication compliant. In housing settings, harm reduction is intended to prevent a participant’s loss of housing and/or termination from the program based solely on his or her inability to stop using drugs or alcohol or failure to take prescribed medications.

Programs incorporating a harm reduction model must utilize all interventions possible, short of termination from the program to enable the participant to reduce or minimize their risky behaviors, while at the same time assisting them to move into and become stabilized in permanent housing. Harm reduction is not intended to prevent termination of a participant whose actions or behavior constitute a threat to the safety of other participants and staff. Organizations must develop a set of policies and procedures to be implemented in the event of such behavior on the part of the participant.

Homeless Outreach and Mobile Engagement (HOME Team): The Homeless Outreach & Mobile Engagement (HOME) program provides field-based outreach, engagement, support, and treatment to individuals with severe and persistent mental illness who are experiencing unsheltered homelessness.

Services are provided by addressing basic needs, conducting clinical assessments, providing street psychiatry, and providing linkage to appropriate services (including mental health services substance abuse treatment and housing).

Homeless Management Information System (HMIS): A Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness Homeless: Individual or family who lacks a fixed, regular, and adequate nighttime residence Homeless Prevention: Homelessness Prevention programs are targeted to individuals and families who are in their own home but who are at-risk of losing that home and who have no other housing options and are facing homelessness. The goal of homelessness prevention is to help the individual or family remain in their current housing or move to another permanent housing setting while avoiding homelessness.

Household (HUD definition): A household includes all the people who occupy a housing unit. The household includes the related family members as well as the unrelated people, if any, such as lodgers, foster children, wards, or employees who share the housing unit. A person living alone in a housing unit,

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 40 or a group of unrelated people sharing a housing unit such as partner or roomers, is also counted as a household.

Housing Choice Voucher: Also known as “Section 8,” the housing choice voucher program is a federally funded rent subsidy program for low-income households.

Housing First: Housing First is a homeless assistance approach that prioritizes providing permanent housing to people experiencing homelessness, thus ending their homelessness and serving as a platform from which they can pursue personal goals and improve their quality of life.

Housing Navigation: The process by which homeless clients that have entered the CES system are provided ongoing engagement, document collection, and case management to facilitate a match to an appropriate housing resource.

Housing Navigator(s): The client’s primary point of contact in CES, often a social worker, case manager, outreach worker, or volunteer.

HUD VA Supportive Housing (VASH) Vouchers: The HUD-Veterans Affairs Supportive Housing (HUD-VASH) program combines Housing Choice Voucher (HCV) rental assistance for homeless Veterans with case management and clinical services provided by the Department of Veterans Affairs (VA). VA provides these services for participating Veterans at VA medical centers (VAMCs) and community-based outreach clinics.

Interim Housing: Interim housing is a housing situation where a chronically homeless person has applied for permanent housing, has been accepted, a unit/voucher for permanent housing has been reserved for them, but for which there is some other situation that prevents them from moving immediately into housing (e.g. apartment getting painted, old tenant moving out, has a voucher but is looking for the unit, etc.).

Los Angeles Homeless Services Authority: In December of 1993, the Los Angeles County Board of Supervisors and the Los Angeles Mayor and City Council created the Los Angeles Homeless Services Authority (LAHSA) as an independent, Joint Powers Authority. LAHSA's primary role is to coordinate the effective and efficient utilization of Federal and local funding in providing services to homeless people throughout Los Angeles City and County. LAHSA is the lead agency in the Los Angeles Continuum of Care, which is the regional planning body that coordinates housing and services for homeless families and individuals in Los Angeles County. LAHSA coordinates and manages over $243 million annually in Federal, State, County and City funds for programs that provide shelter, housing, and services to homeless persons in Los Angeles City and County.

Low Barrier: Low barrier shelters remove the most common obstacles to homeless individuals seeking housing, like the “no pets rule”, drug tests, curfews, etc. Low barrier shelters accept individuals that high barrier shelters would reject.

Matched: The process by which an individual in CES is determined to be eligible or initially eligible for a housing resource.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 41 Measure H: In March 2017, voters resoundingly approved Measure H, the landmark ¼ percent increase to the County’s sales tax to provide an ongoing revenue stream—an estimated $355 million per year for ten years—to fund services, rental subsidies, and housing. It is designed to fund a comprehensive regional approach, encompassing 21 interconnected strategies in six areas to combat homelessness:
• Prevent homelessness
• Subsidize housing
• Increase income
• Provide case management and services
• Create a coordinated system
• Increase affordable housing/homeless housing
Proposition HHH: a $1.2 billion bond to more than triple Los Angeles’ annual production of supportive housing and help build approximately 10,000 units for homeless Angelenos across the city.

Permanent Housing: Permanent housing (PH) is defined as community-based housing without a designated length of stay in which formerly homeless individuals and families live as independently as possible.

Permanent Supportive Housing: Permanent Supportive Housing (PSH) is a permanent housing program that provides subsidized housing either in a designated PSH unit within a single location or in a scattered site model within the existing rental market. In addition to the housing, PSH provides voluntary intensive wrap-around supportive services including case management, mental health, and substance use disorder services.

Point-In-Time Count: A Point-in-time count is an unduplicated count on a single night of the people in a community who are experiencing homelessness that includes both sheltered and unsheltered populations.

Rapid Rehousing: Rapid Re-Housing programs are a permanent housing program that provides housing search assistance, time-limited rental assistance for units in the private rental market, and wraparound case management to promote housing stability and increasing income for taking over of the rent.

Regional Coordination: Oversight of SPA-wide partnerships across public and private entities that ensures homeless persons are fully supported and connected to housing and services within their respective communities.

Safe Parking: Safe Parking Programs allow organizations and businesses to open their parking lots to homeless individuals at night who normally sleep in their car or RV.

Service Planning Areas: Los Angeles County is divided into eight "Service Planning Areas" (SPA's) for health care planning purposes.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 42 Sheltered: The Department of Housing and Urban Development defines (HUD) defines sheltered homeless persons as adults, children, and unaccompanied children who, on the night of the count, are living in shelters for the homeless.

Street Outreach programs: Street outreach is a homeless services intervention that focuses primarily on supporting individuals with accessing permanent or temporary housing by building trusting relationships and ongoing rapport. The primary and ultimate goal of street outreach is to find affordable housing for each individual, with access to voluntary wraparound services needed to stay healthy; including employment, substance use treatment and mental health care.

Subsidized Housing: Subsidized housing is government sponsored economic assistance aimed towards alleviating housing costs and expenses for impoverished people with low to moderate incomes.

Supportive Services: Services that may assist homeless participants in the transition from the streets or shelters into permanent housing.

Transition Age Youth (TAY): An individual between the ages of 18 and 24 years. Please note that while the Youth Coordinated Entry System serves youth and young adults, ages 16-24, for the purposes for Rapid Rehousing, youth must be at least 18 years old to sign a lease. Therefore, for the program area of Rapid Rehousing, TAY are defined as youth ages 18-24.

Trauma-Informed Care: Trauma-Informed Care requires that every part of the program’s design and operation be approached with an understanding of trauma and the impact it has on those receiving services. Traumatic experiences can impact how clients receive services provided and the environment in which those services are delivered.

Temporary Shelter: Temporary Housing is a housing situation is intended to be very short- term or temporary (30, 60, or 90 days or less). Examples of this are bridge housing and emergency shelter.

Transitional Housing: Transitional Housing programs provide temporary shelter with more support services and a longer length of stay that may be up to two years. Programs are focused on addressing barriers that individuals and families may have that could include employment, mental health, substance use, and other barriers prior to accessing permanent housing.

Unsheltered or unhoused: An unsheltered homeless person resides in a place not meant for human habitation, such as cars, parks, sidewalks, or abandoned buildings.

Veterans: Veterans are adults that have served on active duty in the Armed Forces of the United States.

Volunteer and Faith-Based Partners: Volunteer and Faith-Based Partners are community-based or religious groups that offer their resources to the effort to end homelessness, including volunteering at shelters, raising money, offering their buildings as shelters, providing rehabilitative services, etc.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 43 Appendices
Appendix A: Acknowledgements
Mayor and City Council
Jess Talamantes, Mayor
Konstantine Anthony, Vice Mayor
Bob Frutos, Councilmember
Sharon Springer, Councilmember
Nick Schultz, Councilmember
City Manager’s Office
Justin Hess, City Manager
Judie Wilke, Assistant City Manager
Lead City Staff
Patrick Prescott, Community
Development Director
Simone McFarland, Assistant
Community Development Director
Maribel Leyland, Housing Authority
Manager
Marcos Gonzalez, Housing
Development Manager
Melania Kuredjian, Support Staff
Robert Newman, Administrative
Analyst
Non-Profits and Stakeholders
Armenian Relief Society
Burbank Temporary Aid Center
Burbank Unified School District
City of Los Angeles
Family Services Agency
Hope of the Valley
Providence Holy Cross
Providence Saint Joseph Medical
Center
Westminster Presbyterian Church
Burbank Internal Homelessness Working
Group
Burbank Water and Power
City Attorney’s Office
City Manager’s Office
Community Development Department
Library Services
Mental Health Evaluation Team
(MHET)
Parks and Recreation
Police and Fire Department
Public Works Department
Streetplus
Family Promise of the Verdugos
Providence St. Joseph Medical Center
Special Thanks: Thank you to all the
community members who provided input
during this process and helped inform the
City’s five-year Homelessness Plan.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 44 Appendix B: Reporting Tool
5 Year Plan- Goal 1: Capacity Building

Develop internal capacity to track 75% of data related to Goals and Actions listed throughout Homelessness Plan

Actions Metrics Annual Goal

1.1 Regional Coordination Number of regional coordination meetings

Facilitate 12 external/internal collaborative meetings to implement the City’s homeless efforts

1.2 Data Integration & Coordinated Access Number of referrals to entry points such as navigation centers, shelters, and outreach
Enter or update 50 homeless adults into the Homeless
Management Information System (HMIS)
5 Year Plan- Goal 2: Advocacy

Inform the community of the City’s current efforts to address homelessness and our progress

Actions Metrics Annual Goal

2.1 Funding & Policies Number of solicitations to homeless service organizations, public/private entities, and faith-based groups
Recommend at least 25% of CDBG entitlement funds are
used for homeless activities

2.2 Lived Experience /Lived Experience Create a peer advocate program to support the City’s community efforts
40 engagements by a peer advocate with lived experience 5 Year Plan- Goal 3: Access, Outreach, & Engagement

Reduce the number of Burbank’s unsheltered homeless population by 50%

Actions Metrics Annual Goal

3.1 Street Outreach & Engagement Number of homeless street outreach engagements by Streetplus, Wrap-Around Case Management, MHET

100 engagements by our City-wide Outreach Teams

Connect 50 unsheltered adults living in encampments
to resources and housing to mitigate future clean-ups

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 45 Number of people experiencing unsheltered
homelessness living in unsafe or uninhabitable
conditions

Number of homeless engagements with people
deemed to have chronic health conditions
40 people connected to the telemedicine team

3.2 Storage Facilities & Access Sites Number of people experiencing homelessness utilizing SAFE storage site

Establish ongoing partnerships with housing,
supportive service, public health, legal, and
community organizations
Assist 40-65 unduplicated adults with safe storage

Host 12 supportive service events at the SAFE

3.3 Community Education/Engagement Develop community education and engagement strategy
Post a quarterly public facing progress report on the
City’s homelessness page
5 Year Plan- Goal 4: Shelter & Housing Accessibility

Expand the number of units/beds available to people experiencing homelessness through a combination of Goal 3 actions

Actions Metrics Annual Goal

4.1 Interim Housing/Emergency Shelter Number of people experiencing unsheltered homelessness
Place or unify 40 unsheltered adults into housing (10%
of the unsheltered count) over the course of the
planning period

4.2 Housing Supports/Rental Assistance/Subsidies Number of applications received for a housing voucher
Process 100% of eligible application to achieve a 1:1
match (person/voucher)

4.3 Affordable & Permanent Supportive Housing Number of new affordable and Permanent Supportive Housing (PSH) units
Continuous: work toward our Regional Housing Need
Allocation of 8,772 units by 2029
5 Year Plan- Goal 5: Health & Stabilization

Increase mental/behavioral health, substance use, and employment services available to individuals experiencing homelessness

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 46 Actions Metrics Annual Goal

5.1 Mental & Behavioral Health Number of successful referrals to mental health and behavioral health partners
30% of street outreach engagement referred for
mental health/substance use programs or case
management 5.2 Substance Use Disorder Treatment Number of successful referrals to substance use disorder treatment partners

5.3 Employment & Income Supports Number of successful referrals to employment and income supports partners
Link 25 at-risk households to city-wide employment,
training, and economic development programs
5 Year Plan- Goal 6: Homelessness Prevention

Through early identification/housing problem solving/homeless prevention strategies and tools, divert people from the homeless response system

Actions Metrics Annual Goal

6.1 Homelessness Prevention Programs Number of people at risk of homelessness prevented from entering interim housing
40 households served through Rapid Rehousing or
prevention

6.2 Housing Problem Solving Number of people referred to supportive service programs and diverted from homeless response
system
40 households referred to diversion or mainstream
programs

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 47 Appendix C: Community Feedback
Burbank Community Meetings (November 4 and 10, 2021)
Questions and Answers
Engagement
Q: What's being done to help those who are unsheltered? How can the community help? A: There are many efforts toward helping individuals experiencing unsheltered homelessness in Burbank. The City has specific street outreach services that usually do the first interface with homeless persons within our community. Outreach services are provided by StreetPlus, and they can be reached at 818-397-3798. Additionally, we have community partners that assist with housing and homeless services in a variety of ways.

The City is at the end of a three-year Homelessness Plan and is in the process of creating and implementing a new five-year plan that focuses on the root causes of homelessness and how Burbank can address those causes.

To learn more about our efforts and how the
community can help, please visit us here.

Q: At this time, in Burbank, do we have to turn anyone away who is actively looking for shelter? If so, what happens in that situation?
A: When a person in need seeks shelter, Burbank navigates the Los Angeles County’s Coordinated Entry System to gain access to available interim housing units/beds serving our area. The lack of available units/beds will sometimes prolong a person’s unhoused status until a unit/bed is available. However, since 2019, the City has successfully housed or re-united 131 individuals and families.

The City is often confronted with individuals who have likely been experiencing homelessness for a long time. These individuals may be service resistant, meaning that they might have developed a distrust of service providers/entities for a number of reasons and, therefore, do not want to interact with them in a significant way. With those persons, its building rapport, meeting the individual where they are at; it’s guiding the individual along through the stages of change with hope that they will accept services/shelter rather than having to turn them away.

Q: How does Burbank work with other cities/LA county to deal with homelessness since many individuals who are homeless are nomadic?
A: The City recognizes that homelessness cannot be solved by one entity.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 48 Through strategic partnerships, collaborations, and extensive communication with Los Angeles County, cities in the region, and stakeholders, the City has made significant strides in delivering services and housing to the homeless while protecting neighborhoods from public health and safety concerns.

The City also uses the Coordinated Entry System (CES) and Homeless Management Information System (HMIS) databases that collect client-level data. HMIS tracks services provided, contacts with clients, the number of times someone touches homeless services, etc., and this information allows for better cross-collaboration between organizations and even other jurisdictions.

Q: As someone who occasionally interacts with homeless individuals, I would like to have a handout or information I can give to someone to access homeless services.

A: There are many resources/information available to the general community on the City’s homelessness website under the “Homeless Resources” tab. In addition, if you come across someone experiencing homelessness or in need of assistance, you should call the StreetPlus Hotline number: 818-397-3798.

In the first quarter of next year, the City will debut a 311 app for smart phones. As part of the release, one of the first created segments will be a “Report a person in need of help” option within the app.

There is also a
video that goes into detail about connecting with people experiencing homelessness within the community; the City encourages all to watch and to share with colleagues, friends, and family.

Q: Is there a way to get metrics on the various interventions undertaken in the last 3 years? A: In 2018, the City of Burbank (City) began implementing its three-year (2018-2021) Homelessness Plan that was adopted by City Council in December of 2017. The Plan covers three calendar years, 2018 to 2021, and includes seven strategies in addressing homelessness.

1. Developing Storage Facilities and Transportation

2. Enhancing the Quality of Life, Mental Health and Healthcare Awareness

3. Building Temporary Housing

4. Creating Affordable Housing

5. Continuing Outreach, Coordinated Care System and Community Awareness

6. Increased Homeless Prevention and Rapid Re-housing

7. Enforcing Public Health & Safety and Ordinances

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 49 Many of the goals achieved in the last three years were a result of Council’s ongoing support and staff’s dedication to addressing homelessness. Below are just a few of our achievements.
• Completing the “Burbank Safe” Storage and Help Center, which opened in September 2021.
• Expanding our award-winning Street Outreach Program by hiring an analyst to coordinate our homeless efforts and adding a Homeless Services Liaison specialist to the outreach team.
• Placing and/or re-uniting more than 131 homeless persons with their family, in interim housing, shelters, and Project Room/Home Key.
• Adopting a City Nuisance Ordinance that established a legal and defensible process to address homeless encampments in a safe and humane manner. • Releasing a public information video on homelessness
.
• Receiving multiple grant awards for homeless services.

Q: In what ways are people with lived experience included in this planning process? A: In November 2021, the City began the planning process for a new five-year plan. Those that were invited to participate in the community and stakeholder meetings included people with lived experience. Our next step in the planning process is to work closely together with people having lived experience by developing a peer advocate program that will support our outreach efforts and help develop innovative solutions to addressing homelessness.

Q: What specific things is Burbank doing for preventative measures? What are the ideas, or are we starting anything new?
A: The City works with many community partners that provide emergency assistance, counseling, and diversion: Family Promise of the Verdugos, Burbank Temporary Aid Center, etc. We’ve also implemented a new social worker with the Library (all three branches) and Parks & Rec (both senior centers) to build relationships with those who rely on public spaces for shelter and support.

For more information, visit the Burbank
Homelessness resource page.

Q: In addition to building some sort of housing, a community education component could be useful. Similarly, if someone in the family/friends is potentially losing their home or is not sure where they can go to help, we should be able to have solutions. It should be a partnership between not just organizations but also with the community members.

A: The City is continuing to educate the community through engagement and outreach using social platforms, our website, community outreach and media.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 50 There is also a video that goes into detail about connecting with people experiencing homelessness within the community; the City encourages all to watch and to share with colleagues, friends, and family.

In the first quarter of next year, the City is also hoping to debut a 3-1-1 app for smart phones. As part of the release, one of the first created segments will be a “Report a person in need of help” option within the app.

For a person who is potentially losing their home or at risk of eviction, there are many resources that can be found on the City’s Housing website .

Housing
Q: Can we have a tiny house village in an unused area and not degrade good neighborhoods? A: Developing transitional housing is in our current 2018-2021 Homelessness Plan. City staff has been actively looking for sites that could provide interim housing including industrial buildings, hotels that could be converted into housing, and vacant land that could accommodate tiny homes. Other communities are building temporary housing solutions; Burbank must also do its part to help Burbank’s homeless by creating interim housing for our unhoused neighbors. Tiny Home Villages and the success of its residents are dependent upon services to prepare the homeless for living “off the streets.” Typically, interim housing lasts 90 days but can be extended if the homeless person is continuing to work toward a permanent housing solution.

Q: Other than visits to existing Tiny Home villages...what is Burbank's intent for future homeless housing?
A: The City of Burbank is currently updating its Homelessness Plan. The updated Plan will extend actions and strategies implemented from the 2018-2021 Burbank Homelessness Plan and will be the framework for the next five (5) years. As City staff develops and updates the City’s Homelessness Plan, City Council has created and approved seven policy statements that will serve as the guiding principles and will be embodied in the Plan. City Council will consider approving the updated Plan in early 2022. Policy Statement #3 states, “Burbank supports a variety of pathways to housing for people experiencing homelessness, including shelters, transitional housing, and motel vouchers, along with navigation centers and permanent supportive housing.” The City is also looking at a tiny homes project proposal coming to City Council by early next year.

Q: Do we have any project room key hotels in Burbank?

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 51 A: While the City itself does not have Project Room Key hotels, we are still able to place many individuals experiencing homelessness into short term housing. Since April of 2019, we have worked together to provide 131 people from Burbank into short-term housing, including Project Room Key and Home Key, Bridge Home facilities, reunification, etc.

The City is open to innovative and creative ideas, and Project Homekey is included in those.

Q: Are there any plans to look for another motel/hotel conversion opportunity for transitional housing? If so, do you happen to know what percentage of people requesting shelter are turned away?
A: Burbank supports a variety of pathways to housing for people experiencing homelessness including shelters, transitional housing, and motel vouchers, along with navigation centers and permanent supportive housing. The City is open to all options that make sense for the community, including Project Home/Room key.

The City is often confronted with individuals who have likely been experiencing homelessness for a long time. These individuals may be service resistant, meaning that they might have developed a distrust of service providers/entities for a number of reasons, and therefore, do not want to interact with them in a significant way. With those persons, the City works to build rapport, meeting the individual where they are at; it’s guiding the individual along through the stages of change with hope that they will accept services/shelter rather than having to turn them away.

Q: Can the new deed restricted units in our upcoming large developments be utilized for those who are facing homelessness?
A: Any new Permanent Supportive Housing or interim housing constructed by a for profit/nonprofit developers would require a deed restriction as homeless housing.

However, there is a housing to jobs imbalance throughout the region, which requires more development of housing in general. The City supports new legislation and programs that assist in providing housing at all income levels, including extremely-low and very-low income households within mixed-income residential developments in the city, along with the supportive services necessary for households to sustain their housing. Sometimes housing vouchers provided to the homeless can be used in tandem with these units.

Q: Is it possible to partner with local hotels to use a small percentage of their rooms as temporary or transitional housing?
A: Nonprofit social service agencies, in partnership with local hotels and churches, can provide homeless families with a hotel voucher or temporary shelter while permanent or

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 52 interim housing is secured. In addition, since 2019, homeless outreach teams have worked together to help 131 people from Burbank into short-term housing, including Project Room Key and Home Key, Bridge Home facilities, reunification, etc. The City is open to all options that make sense for the community, including motel/hotel conversion. The City has explored purchasing motels or industrial sites in the past—it is open to innovative and creative ideas.

Q: Once someone is placed in housing, what follow-ups are done to ensure their ability to re- start?
A: Once individuals have been placed in temporary housing, the City moves to the next stage-- getting them into permanent housing through the use of emergency housing vouchers, permanent supportive housing, or Veteran Affairs Supportive Housing, just to name a few. Temporary housing can be an access point for the delivery of care and coordination of services. Most importantly, it transitions people experiencing homelessness from the streets or places not meant for human habitation into long-term housing.

Q: Is there a representative from LAHSA, and if so, what is the current status of the Shallow Subsidy Prevention for 62+ first presented by the Salvation Army funded by Measure H? A: There were no representatives from LAHSA in attendance. However, the current status of the Shallow Subsidy Prevention for 62+ is provided in the link .

Q: Why has the City of Burbank not created a homeless shelter or centralized area where people can go? We’ve had several homeless people that have simply disappeared—where did they go? Why do we not have at least a temporary shelter?
A: The City opened the “Burbank Safe” Storage and Help Center located at 401 S. Front Street in September 2021. The SAFE is an accessible navigation center for the homeless providing case management, linkages to services, and a place to store personal belongings. In addition,
Burbank navigates the Los Angeles County’s Coordinated Entry System to gain access to available interim housing units/beds serving our area. The lack of available units/beds is a consistent issue not only for Burbank but throughout the region. However, since 2019, the City has successfully housed or re-united 131 individuals and families. The City is also looking at a tiny homes project proposal coming to City Council by early next year.

Delivery Systems

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 53 Q: It's discouraging to know that of the $20M collected for Measure H in Burbank, we've received back only $800K. How can I/our community lobby for a larger percentage? A: Approved by almost 70 percent of Los Angeles County voters on March 7, 2017, Measure H is a ¼-cent sales tax to raise a projected $3.5 billion over 10 years for preventing and combatting homelessness. Burbank contributes an estimated $9 million annually to Measure H.

The Measure H Funding recommendations are developed and overseen by the Los Angeles County Homeless Initiative. The City of Burbank encourages all Burbank residents to advocate for a direct formulaic return and new funding that supports Burbank’s homeless strategies. Residents are invited to participate in the inclusive funding recommendation process. For more questions, please
contact: [email protected].

Q: Is there a homelessness coordinator on staff in Burbank? A: Yes. The City of Burbank has two positions working directly on homelessness, an analyst (outreach coordinator) and a program manager.

Q: How are we partnering with faith communities?
A: The City of Burbank utilizes an all-inclusive approach in implementing the City’s homeless efforts, which involves health and social service faith communities. Many of the City’s strongest supporters and formation of local nonprofits were created by faith-based communities.

Q: What are new sources of funding for our programs that we can pursue? Will the Build Back Better legislation on the Federal level provide additional funds to support and expand the programs we have in place?
A: As part of the homelessness planning process, the City will explore funding available to the City of Burbank that can support strategies to end and prevent homelessness. This will include existing and new funding from regional, state, and federal funding sources.

There are additional funds in the State budget this year and staff is reviewing the options to see if any align with Burbank’s needs.

Q: Is there any plan to put something like functional zero as the goal? A: Functional zero is that point when a community’s homeless services is able to prevent homelessness whenever possible and ensure that when homelessness does occur, it is rare, brief, and one-time. All communities in LA County strive to achieve this goal.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 54 However, reaching functional zero requires reducing the number of people entering homelessness, creating permanent housing, and making an investment in rental subsidies and supportive services. The City’s updated homelessness plan will include several strategies that support key investments and solutions in these areas.

Q: How is the SAFE Storage site going?
A: On September 2021, the SAFE and Help Center opened its doors to the public. For more information about the program, please click here. We have been promoting its use and are gradually seeing our participation numbers increase.

Demographics
Q: What percentage of the increase in homeless is comprised of seniors/over 55? A: According to the 2020 Point in Time count, the City of Burbank had 9 out of 290 people over the age of 55 experiencing homelessness, or 3% of the total. Throughout Service Planning Area 2 (San Fernando Valley), there were 1,651 older adults entering homelessness in 2021 according to the Coordinated Entry System assessments. This is a 1% decrease from 2020, which had a total of 1,658 older adults.

Learn more about this
here.

Q: How does the City of Burbank define and identify individuals who are at risk of becoming homeless?
A: The City of Burbank follows the definitions of homeless according to those set by the Department of Housing and Urban Development (HUD). HUD defines homelessness based on criteria and divides it into four categories:

1. Literally homeless: individual or family who lacks a fixed, regular, and adequate nighttime residence; unsheltered, living in places not fit for human habitation

2. Imminent risk of homelessness: individual or family who will imminently lose their primary nighttime residence within 14 days with no subsequent residences identified and no additional resources to secure permanent housing

3. Homeless under other federal statues: Unaccompanied youth under the age of 25, or families with children and youth, who do not otherwise qualify as homeless but qualify under other federal statues, have not had a lease/occupancy agreement, have experienced persistent instability (two or more moves within the last 60 days), and can be expected to continue in these patterns if assistance is not given

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 55 4. Fleeing/attempting to flee domestic violence: any individual or family who is fleeing or is attempting to flee domestic violence, has no other residences, and lacks the resources/supports necessary to secure permanent housing Q: For the Burbank homeless counts, is there any data on what percentage of folks without shelter lived in Burbank, or lived in other communities before losing their place to live? A: During the annual Point-In-Time Homeless Count, the data collected does not track a person’s community of origin or suggest where they were living prior to being unsheltered.

Q: What percentage of homelessness is impacting children in the city? A: According to the 2020 Point in Time Count, there are approximately 2,300 homeless family members in SPA 2. A family includes households with at least one child under 18 and one adult over 18.

Q: Is anyone tracking where the homeless community in Burbank originated (per person)? A: There is a Coordinated Entry System (CES) that uses the Homeless Management Information System (HMIS), a local technology system that collects client-level data and tracks services provided, contacts with clients, etc. This system is used throughout Burbank, making it easier for cross-care collaboration between organizations, even in different locations, interacting with the same participant. Currently, the City does not have consistent reporting from LAHSA to track where people experiencing homelessness in the City of Burbank originated from. As data sharing and tracking becomes more robust, it could expand opportunities to better understand trends and utilize data for decision making.

Q: It was mentioned that BIPOC (Black, Indigenous, People of Color) were more likely to experience homelessness—whatever the case is in Burbank, do we have the data on folks that are more likely to be impacted? And are we going to have services that target these populations?
A: Based on the numbers from 2019, individuals who identify as Black/African American experience homelessness at a rate almost 10x higher than their population in Burbank.

This is something the City takes very seriously, and it is looking at all the intersecting factors to determine how to best serve the populations most marginalized in our community. It will require more than just housing to rectify this disparity, including strategies that address systemic poverty and racism.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 56 Q: Is anyone tracking the people who have been listed as homeless in the city of Burbank? Are they being followed so that we’re able to provide the services they need and/or to see if the City’s plans are being effective?
A: There is a Coordinated Entry System that uses the Homeless Management Information System (HMIS), a local technology system that collects client-level data and tracks services provided, contacts with clients, etc. This system is used throughout Burbank, making it easier for cross-care collaboration between organizations, even in different locations, interacting with the same participant. The City is also developing more of the interdisciplinary teams, working with the high-utilizers of public services; our goal is to bring on a wrap-around case manager to work with them to track the needs and link them to housing as well as programs that will improve their health.

As far as effectiveness of the current services are concerned, the City is constantly collecting and analyzing data through each service provider to see what other gaps exist and how those can be filled.

Community Feedback and Poll Results
The mentally ill—there’s nowhere for them to go or for the police to take them. So that’s a serious problem; there’s no mental hospitals anymore, and even the ones that are there don’t take people, or they don’t keep people.

Thinking of the tiny villages that have been built in North Hollywood—they build them in areas where it’s a completely unused property, where it’s not interfering with any other neighborhoods, and it’s bringing value to that property. So I suggest we have one in that kind of an area.

Domestic Violence—there are statistics that say many women who become homeless do so because of domestic violence—those needs need to be addressed. Also, there is a database that is run by services to place people in the first available housing, and the problem is that it’s based on the length of time someone has been homeless, which means that someone who just became homeless (say because of DV) would be at a disadvantage because others who have been homeless longer would be prioritized.

Veterans are uniquely at risk of homelessness, mental health, addictions, etc. so it would be good if they were specifically included in the homeless plan.

It’s important to use people first language throughout the city services. Removing “transient” and other “othering” language is especially important.

The Burbank Homelessness Plan- Community Meeting

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 57 November 4 & 10, 2021
Poll Questions

39%
15%
46%
Of these areas, in your opinion, which is the most important in addressing homelessness?
Diagnosing & treating mental
health
Treating substance use
disorders
Increase low barrier housing
opportunities
77%
10%
19%
How likely are you to support interim housing for people unhoused in Burbank?
Support
Do not support
Undecided

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 58 10%
85%
5%
Do you believe your LA County Measure H tax dollars (1% sales tax) have made a notable difference in the homeless crisis? Yes
No
N/A

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 59 Appendix D: Stakeholder List of Service Providers
Nonprofit & Stakeholders
Armenian Relief Society
Burbank Temporary Aid Center
Burbank Unified School District
City of Los Angeles
Family Services Agency
Hope of the Valley
Providence Holy Cross
Providence Saint Joseph Medical Center
Westminster Presbyterian Church
Internal Homelessness Group
Burbank Library
Burbank Mental Health Evaluation Team
Burbank Parks and Recreation
Burbank Police and Fire Department
Burbank Water and Power
City Attorney’s Office
City Manager’s Office
Community Development Department
Family Promise of the Verdugos
Providence St. Joseph Medical Center
Public Works Department
Streetplus

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 60 Appendix E: Methodology and Planning
Three Subsets of Community Stakeholders
LDC collected feedback from the three subsets of stakeholders below to inform the qualitative component of the gaps analysis.
• City Staff
• Regional Stakeholders: homeless service providers, healthcare providers, government entities, and social service providers
• Community Members
Timeline
The process to develop a new Homelessness Plan began in September 2021 with direction from the Internal Homelessness Plan Working Group/City Staff. After engaging LeSar Development Consultants (LDC) to provide consulting services to support the homelessness plan development, LDC conducted an analysis of quantitative data in September 2021 and commenced the qualitative analysis in October 2021. This qualitative feedback included surveys, stakeholder interviews, group meetings, and community meetings. Based on feedback received, LDC began drafting the Homelessness Plan in December 2021. LDC developed drafts that incorporated edits and feedback from the Internal Homelessness Plan Working Group/City Staff. City Staff took the final draft to City Council for consideration on April 5, 2022.

Obtaining Qualitative Data
• Survey Responses: An 11-question survey was sent to a variety of community stakeholders, and a 10-question survey was sent to City of Burbank staff, which included the following departments: Parks and Recreation, Public Library, City

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 61 Attorney, Community Development, Fire Department, Police Department, Management Services, and Public Works.
• Stakeholder Interviews: Individual 30-minute interviews were conducted with community stakeholders identified with the support of the City of Burbank.  Community Meetings: LDC facilitated four sets of meetings  One meeting with City of Burbank staff
 One meeting with nonprofits, including homeless service providers among others  Two community meetings open to the public

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 62 Appendix F: Stakeholder Identified Strengths & Challenges To have an in-depth understanding of the City of Burbank, and to ensure that the Homelessness Plan aligns with community feedback, LDC assessed the strengths and challenges of the current homelessness response. The findings reflected below informed the City of Burbank’s Homelessness Plan.

Strengths
• Creation of the City’s homeless storage facility, where people experiencing homelessness can store items, along with the onsite case management • Creation of position stationed at libraries/senior centers to offer support/wraparound services
• Outreach teams providing ongoing wellness checks
• Frequent homeless engagements by the Burbank Police Mental Health Evaluation Team
• Addition of a mobile wrap-around case management
• Maintaining existing transitional housing with Burbank Housing Corporation, facilitating Bridge Housing partnerships, and supporting the development of tiny homes
• Continued prioritization of homelessness issues for the City and regionally  City’s focus on inclusionary housing and density bonuses, accessory dwelling units, and private/public partnerships
• Continuation of Streetplus program for outreach and engagement, with the expansion of outreach services
• Focus on reducing the length of time people experience homelessness through Emergency Rental Assistance (ERA), Rapid Rehousing (RRH), and Emergency Housing Vouchers (EHV)
• Adoption of a “City Nuisance Ordinance,” keeping streets/spaces clean and safe, while continuing to deploy homeless intervention services  Recognition that criminalization of those experiencing homelessness is not a solution
 Street Outreach expansion with the hiring of an analyst to coordinate homeless efforts
Challenges
• The number of people becoming homeless regionally outpaces the number of people placed into housing
• Lack of affordable and permanent supportive housing

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 63 • More than 70% of those experiencing homelessness are unhoused regionally • Overrepresentation of Black, Indigenous, and People of Color (BIPOC) • Economic challenges/insufficient social support services • Insufficient mental health and substance use disorder resources • Lack of funding for homelessness prevention
When asked, the City staff highlighted the following as the most immediate challenges:

1. A lack of substance use treatment and mental health services

2. A gap in housing (shelter, transitional, and permanent) When asked, Homeless Service Providers and Nonprofits highlighted the following as the most immediate challenges:

1. A need to expand homelessness prevention services

2. A need to increase the availability of affordable housing, permanent supportive housing, and other housing supports
When creating this Homelessness Plan, we have taken into consideration all feedback and have made recommendations based both on what the community feels needs to be prioritized as well as best practices in addressing and ending homelessness.

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 64 Appendix G: HMIS Data- Service Planning Area 2, 2019-2021

147 24
5,366
1,534
4,974
0 1000
2000
3000
4000
5000
6000
Transitional Housing Safe Haven PH - Rapid Re-Housing PH - Permanent Supportive Housing
(disability required)
Emergency Shelter
SPA 2 Program Type Enrollment 2020

404 Euclid Ave, Suite 212, San Diego, CA 92114 www.lesardevelopment.com 65 Appendix H: HMIS Data- Burbank, 2019-2021

25%
44%
13%
11%
4%
2% 1%
Burbank Individuals Experiencing
Homelessness by Age 2020
0 to 17
18 to 24
25 to 34
35 to 44
45 to 54
55 to 64
65 or Above
23%
22%
1%
38%
13%
3%
Burbank Total Disability by Types 2020
Chronic Health Disability
Developmental Disability
HIV/AIDS Disability
Mental Health Disability
Physical Disability
Total by Substance Abuse

Burbank City CouncilApril 5, 2022

Burbank City Council
April 5, 2022