1 STAFF REPORT
DATE: April 9, 2024
TO: Justin Hess, City Manager
FROM: Patrick Prescott, Community Development Department Director V IA: Simone McFarland, Asst. Director Community Development
SUBJECT: Annual Update on the City’s Five-Year (2022-2027) Homelessness Plan
RE COMMENDATION
Note and file.
BACKGROUND
Below is a detailed update on the City’s five-year (2022-2027) Homelessness Plan (Plan).
During the past year, the City saw a 5% reduction in the homeless population and w as able to house 80 people . Other successes include a 3.7% reduction in the unsheltered population, the addition of five new community partners, a 37% increase in engagement, and through the City’s 311 Application, the City received 312 service requests relating to homelessness.
On November 15, 2022, Council approved a five-year (2022-2027) Homelessness Plan that created new Burbank -centric strategies and built on the successes of the previous three-year plan. The Plan identified six core strategies to address homelessness along with one overarching goal statement. The strategies are:
1. Capacity Building
2. Advocacy
3. Access, Outreach, and Engagement
4. Shelter and Housing Accessibility
5. Health and Stabilization
6. Homelessness Prevention
Council’s approval of the new Plan aims to assist those at risk of becoming homeless with an overarching goal statement of “The City of Burbank is committed to reducing the number of Burbank’s unsheltered homeless population identified in the 2022 Los Angeles County Homeless Count by 50% by fiscal year 2027- 2028.” Since t he unsheltered
COMMUNITY
DEVELOPMENT
2 population for the Point -in-Time Homeless Count in 2022 was 18 8, the goal number to reduce Burbank’s Homeless population is 94.
DISCUSSION
Point In Time Count
Annually, the Los Angeles Homeless Services Authority (LAHSA) facilitates the Greater Los Angeles Homeless Count, a point in time census of the homeless population throughout the county. While LAHSA acknowledged last year that the 2023 Point-In-Time Homeless Count (2023 Count) is not necessarily statistically correct for the City counts, it is the best tool Burbank currently has available to measure the City’s homeless numbers and long-term progress on an annual basis. According to the 2023 Count, the number of homeless in Los Angeles County increased by 9% for a total of 75,518 people from the prior year. Burbank’s homeless population decreased by 5% from 265 people in 2022 to 252 in 2023. The unsheltered population, those homeless not living in a shelter or in their car, decreased from 188 in 2022 to 181 people in 2023.
Point-in-Time Homeless Counts: Burbank
Situation 2022 Total
Persons*
2023 Total
Persons*
Percentage
Increase /
Decrease
Sheltered 77 71 -8%
Unsheltered 188 181 -4%
Total Homeless 265 252 -5%
*The “total persons” category consists of an average number of people per unhoused situation
Most of the people who are unsheltered are individuals who have been unhoused for longer than 12-months. Being unhoused for an extended amount of time is detrimental to one’s health and well-being. Transitioning back into housing becomes increasingly more difficult as these individuals may be accustomed to their current lifestyle.
Unsheltered Population Count: Burbank
Unsheltered Type 2022 Total
Persons*
2023 Total
Persons*
Percentage
Increase /
Decrease
No Makeshift Shelter,
Tent, or Vehicle 54 57 6%
Makeshift Shelters 19 24 26%
Tents 3 3 0%
Vehicles 112 97 -13%
Total Unsheltered
Population 188 181 -4%
*The “total persons” category consists of an average number of people per unhoused situation. 3 In Fiscal Year ( FY) 2023-24, Council increased the funding allocation for homeless outreach by adding an Outreach Coordinator consultant contract. With this funding, Council requested that a new metric be added to the Plan. Metric 3.1, “Maintain and Expand Outreach and E ngagement” has been added to the Plan and is outlined in the section below.
City Strategies
Staff can address unique circumstances impacting the City’s homeless population based on the information received from the Point-In-Time Count. As a result, much of the City’s response has centered around mental health conditions, substance use, and an individual’s poor general health. Over the past year, the successfully housed 80 of Burbank’s homeless through transitional housing, rehabilitation assistance, and/or by helping them return to their loved ones. This includes 40 people assisted by Home Again Los Angeles (HALA) with programs assisted through City funding; 10 people through the StreetPlus City outreach team; and 30 people through the issuance of Emergency Housing Vouchers (EHVs).
1 This past year, the City’s team has built on past successes . Along with the strategies outlined in the Plan, the team also:
• Monitors 15 different crucial funding sources;
• Oversees 17 homeless programs;
• Is m anaging and developing two large construction projects; and • Administers 11 Community Development Block Grant programs.
Below is an outline of the homeless activities completed during the 2023 calendar year (January 2023 – December 2023) for each strategy and the 2023 goals, metrics, and outcomes. This information as well as the metrics for 2024 are also listed in detail in Attachment 1 . The outline lists the strategy and goal s followed by highlights of accomplished action items.
2023 Homelessness Strategies, Metrics, and Outcomes
1. Capacity Building
To successfully achieve the Plan goals , the City is striving to increase its capacity to coordinate with regional and cross -sector partners, integrate data more effectively, and support provider capacity. These efforts are an integral par t of overall efforts to end homelessness and require shifts in orientation, investments in funding and time, and a commitment to strengthening existing partnerships. Increasing the City’s capacity to respond to the homelessness crisis ultimately lessens the impact to public resources and strengthens the response as shown in the chart below.
1 Note: Burbank issued 67 vouchers in total. As this was a Countywide program, applications from the entire County were accepted.
Staff pushed to have our Burbank persons be included and to be allowed to refer our homeless directly to our EHV program, whi ch was approved. The EHV program has now been closed so there will not be any new vouchers issued. 4 Action Goal 2023 Metric 2023 Outcomes
1.1 Increase Partnerships
10 New Partners 15 New Partners
1.2 Establish a Homeless Advisory
Committee
9 Members Report to City
Council mid-2024
1.3 Increase Data Input by Expanding
the Use of Homeless Management
Information Systems
5 New Users 11 New Users
Program Highlight: Goal 1.2 in the Plan is to establish a Homeless Advisory Committee.
The Homeless Advisory C ommittee will be comprised of members of the community, individuals with current or former experience being unhoused, partner institutions, and a Council liaison . Staff will provide a report to Council in Summer 2024 to review the proposed Homeless Advisory Committee in detail, including roles, responsibilities, meeting frequency, etc.
2. Advocacy
The City advocates for increased funding and legislative changes to assist people with mental health and substance use disorders receive the clinical support and care they need. The City understands the important role it plays as a regional leader in supporting the access, service s, and housing needs of people who are unhoused. T hrough consistent collaboration and communication with regional, state, and federal partners, the City will continue to support legislation and funding that will help reduce homelessness.
Action Goal 2023 Metric 2023 Outcomes
2.1 Advocate for Funding and Increased
Services on a R egional, State, and
Federal Level, A long With Making
Changes in the Laws and Public
Policy
Requests for
Support - 6
Requests for
Support - 7
2.2 Participate in Meetings at the
Regional Level
20 Meetings 14 Meetings
Program Highlight: In March 2023, Council approved an Allocation Plan to receive $1.8 million in HOME Investment Partnership - American Rescue Plan funds to address homelessness. These funds will be used as part of a comprehensive strategy to create housing access in collaboration with Burbank Housing Corporation, which will be presented to Council in 2024. In FY 2023-24, the City received $373,536 from the County for the Local Solutions Fund. This Fund helps with various needs when trying to locate housing such as security deposits, holding fees, motel vouchers, etc.
5 3. Access, Outreach, and Engagement
Various challenges exist for people experiencing unsheltered homelessness, including meeting physiological, shelter, safety, and psychological needs. The City 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 the number of people in housing placements, the City continues to implement proactive, coordinated, and human- centered responses. The City will expand on the successes of The Safe ( storage facility and navigation site), consider the implementation of innovative homeless solutions, and effectively engage and educate the community on the health, safety, and service needs of people experiencing unsheltered homelessness. Recent outcomes for this action item are noted in the chart below.
Action Goal 2023 Metric 2023 Outcomes
3.1 Maintain and Expand Outreach and
Engagement
240
Engagements
381 Engagements
3.2 Creation of the Dynamic Community
Program
5 Members In Progress
3.3 Expand Services Offered at the
SAFE Homeless Storage Site
120 participants Shower
Participants: 540
Storage and
Baggage Visits:
948
3.4 Increase Homeless Reporting
Capabilities via 311App
75 Homeless
Service
Requests
312 Service
Requests
Received
Program Highlight: With the FY 2023-24 budget approval of new positions related to homelessness efforts, CDD onboarded two analysts and a Homeless Outreach Coordinator. The Homeless Outreach Coordinator is crucial in implementing the Plan strategies that are tailored to the community and the needs of unsheltered individuals.
The role includes supervising, guiding, and training staff on service assessments, case management, motivational interviewing, resource navigation, and other topics.
Additionally, the presence of the coordinator provides an additional frontline field resource and builds a stronger community relationship alongside the additional staff.
4. Sh elter and Housing Accessibility
Burbank does not have shelters or interim housing options within city limits. Therefore , people in need of these services are required to relocate to options outside of Burbank.
The City is exploring all possible options to increase interim housing by impl ementing a shelter first approach as we develop permanent supportive housing (PSH) solutions. By 6 adding interim and permanent shelter and housing options, the City can make significant strides in reducing inflows into homelessness and increasing successful outcomes.
Stakeholders have highlighted the critical importance for cities to develop these resources in their community. Burbank’s current outcomes for this action item are noted below.
Action Goal 2023 Metric 2023 Outcomes
4.1 Number of Interim Housing Beds in
Burbank
50 Beds In Progress
4.2 Number of People Assisted Through
the Rapid Rehousing Program
40 Persons /
Families
40 Persons /
Families
4.3 Motel Voucher Program for Families
(# of placements)
25 Families 3 Families
Note: Program started in
November 2023
4.4 New Housing Vouchers for Homeless
(# of turnovers)
4 EHV program
ended in
September 2023.
Regulations do
not allow a re-
issuance of a
voucher.
Note: If a voucher is
terminated, it is not
reissued. Homeless may
still use Section 8
programs.
4.5 Create a Safe Parking Program for
Homeless Vehicle Dwellers
25 Spaces In Progress
4.6 Housing Stabilization and Aftercare
for Voucher Holders
20 People 17 People Served
Program Highlight: Staff will present a report to Council on April 9, 2024, requesting direction on the development of a Homeless Solutions Center located at 323-333 S. Front Street and 10 Verdugo Avenue. The report will also include a request to declare a Shelter Emergency and if approved, the Shelter Emergency Declaration would streamline the entitlement and construction process for building interim shelters within Burbank.
The development of a Homeless Solutions Center at this site would include tiny homes and safe parking which would meet two of the Plan’s goals and assist with the overarching goal to shelter the City’s homeless. More importantly , this will provide a place where Burbank’s homeless population can receive assistance to support their basic needs in a safe place.
Program Highlight: The lack of available affordable hous ing in Burbank remains a challenge. The City is now offering housing navigation to EHV and PSH Voucher recipients using administration funds. This has been found to be beneficial as HALA is the City’s service provider and acts as a representative for the voucher recipient in these 7 cases. EHV holders also receive after care assistance that is supplied by Hope the Mission.
5. Health and Stabilization
Mental health illness and substance abuse are prevalent throughout the homeless community. There are two areas of focus that must be tackled to improve access to mental health and substance abuse treatment. The first is addressed in Action 2 – Advocacy, where funding and legislative changes need to occur. Secondly, the City will need to look to expand services, partnerships, or staffing to provide a continuum of services to the community, reaching all individuals, including youth and families. During the past year , many s ervices offered included health assessments, mental health substance use disorder referrals, prevention and education, and housing stabilization to people who are exiting homelessness.
Action Goal 2023 Metric 2023 Outcomes
5.1 Hiring a n Additional MHET Team
Member
1 FTE Funded and
Actively
Recruiting
5.2 Number of Appointments/
Assessments Conducted With the
Homeless
25 Persons 102 Persons
5.3 Partner With Mental Health,
Substance Abuse and Physical Health
Providers to D eliver On-Site Services
(i.e., shelter facility)
In Progress
5.4 Creation of Treatment and Education
Programs for Substance-Use Disorder
2 Programs 2 Programs –
Opioid Education
/ Counselling and
Treatment
5.5 Mental Health Services to Homeless
Persons With a Housing Voucher
20 Households
20 Households
Program highlight: The City of Burbank was part of an Opioid class-action lawsuit that provided an opportunity to directly accept settlement funds or have them go towards County funding. The City opted to accept the funds to provide a community benefit. The will receive approximately $100,000 per year for 20 years (approximately $280,000 has already been received).
The settlement funds are required to be utilized for Opioid education and prevention, therefore staff elected to create a working group of non- profit organizations and City departments to determine the most effecti ve use of the funds. The working group consisted of the Burbank YMCA, Boys and Girls Club, LILA (the French private school in Burbank), Family Service Agency, and City departments (Fire, Police, Library, Parks and Recreation, City Attorney, and Community Development). Burbank Unified School District was also invited but elected not participate.
8 Together, the working group created the following programs that are now in various stages of implementation:
1) Boys and Girls Club will provide wo rkshops as part of after school programs with other non- profit organizations, Parks and Recreation, and LILA. These will be offered to junior high and high school students participating in after school park programs.
2) Boys and Girls Club will also hold a parent’s meeting where parents will be informed about how to look for Opioid use and what they can do to address Opioid use within their families.
3) Family Service Agency will create a program that provides counseling and referrals for treatment. The initial program is for 12-months.
6. Homelessness Prevention
To address new cases of homelessness, the City is committed to focusing on prevention techniques whenever possible and on providing housing focused services. The activities below will move the City toward ensuring that when homelessness does occur, the experience is rare, brief, and non-recurring.
Action Goal 2023 Metric 2023 Outcomes
6.1 Provide Personal Navigational
Assistance by the Library Social
Worker
140 810
6.2 Establish a Lead Agency to Support
High Risk Populations
1 Agency 1 Agency
6.3 Support Problem-Solving
Techniques and One-Time Financial
Assistance
10 Households New program –
will be reported on
in the 2
nd year
(2025)
6.4 Provide Educational and
Tenant/Landlord Mediations
200 Assisted 223 Assisted
6.5 Create Financial Stabilization and
Literacy Programs (i.e., Lifting
People Up)
80 Residents 878 Residents
Program highlight: In November 2022, Council selected HALA as the non- profit organization to enter into lease negotiations with for the Buena Vista property. In December 2022, staff met with HALA to create a scope of services and to obtain a floor plan and design for 2244 Buena Vista Street as a Homeless Access Center for families.
The Access Center will include four tiny homes for families. The City also conducted Phase I and Phase II studies along with soil testing. Staff will request Council approval of a contract for Architectural and Engineering in May 2024; this will begin the design and entitlement process. During this time, extensive outreach will occur within the community.
COMMUNITY OUTREACH
Significant community engagement occurred during the development stages of the Homelessness Plan. Outreach will continue using social media, outreach teams , and 9 communication facilitated through staff. Additionally, in Summer 2024, staff will be presenting a report to Council to discuss the proposed Homeless Advisory Committee, including the roles, responsibilities, meeting frequency, etc. along with the creation of the Dynamic Community , where volunteers can work with staff to assist the homeless .
Following the presentation, the City will increase community outreach efforts to raise awareness on how to become involved with both groups. The dates and times will be coordinated through the City’s Public Information Office and include various types of notices announcing the Committee recruitment.
ENVIRONMENTAL REVIEW
The annual homeless update or related activities do not have the potential to cause a significant effect on the environment and does not qualify as a “project” under the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.
FISCAL IMPACT
There is no fiscal impact by providing this update; this report is for informational purposes.
Should any new homeless services be proposed with a potential fiscal impact , staff will bring the proposal to Council for consideration.
CONCLUSION
Through the Homelessness Plan strategies, the City intends to provide a struct ure to programs (availability of mental health services, substance use programs, housing, and problem-solving) to increase service response to those in need . These actions suppor t the capacity to address the essential human needs of those who are most vulnerable in our community. T he Homeless Services team along with our community partners are committed to continue helping the community by continuing to implement the strategies approved by Council, and those strategies outlined in the Homeless Plan (Attachment 1).
During the next year, we can expect more challenges and successes as we continue to implement the Plan. Staff expects that when the 2024 Point-in-Time Counts are released, we will see our numbers increase, particularly for those living within their vehicles . This will make building our own transitional shelter more critical as demand continues to increase within Burbank and the County as a whole. Further, increased mental health services along with substance abuse counseling will be imperative to address the rising demand. In terms of successes, Council will be providing input on two possible projects for transitional housing this year: one at 323 S. Front Street and the other at 2244 N.
Buena Vista with Home Again LA , n ew staff will enable us to better monitor existing contracts and look for new opportunities, and our outreach will continually improve while striving for results.
ATTACHMENT
Attachment 1 – Homeless Plan Goals, Metrics, and Outcomes