Desert Hot Springs City Council
January 16, 2024

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City of Desert Hot Springs
AGENDA

REGULAR MEETING OF THE CITY COUNCIL
and the City Council Serving as the Successor Agency to the Former Redevelopment Agency Board
Tuesday, January 16, 2024
4:00 PM - Closed Session
5:30 PM - Presentations
6:00 PM - Regular Session
Council Chambers/City Hall
11-999 Palm Drive
Desert Hot Springs, California, 92240

Page
CLOSED SESSION - 4:00 P.M.

CALL TO ORDER

ROLL CALL

PUBLIC COMMENTS
At this time, item(s) on the Closed Session agenda may be discussed during Public Comments. PLEASE STATE YOUR NAME FOR THE RECORD.

CLOSED SESSION:

1. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED

LITIGATION
Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: One Potential Case

2. Public Employee Complaints
(Government Code Section 54957)
RECESS
PRESENTATIONS - 5:30 P.M.

Recognition of the Desert Hot Springs High School Football Team City Employee Years of Service Recognition
REGULAR SESSION - 6:00 P.M.

CALL TO ORDER

ROLL CALL

SELECTION OF MAYOR PRO TEM

INVOCATION

PLEDGE OF ALLEGIANCE

CITY ATTORNEY REPORT ON CLOSED SESSION

APPROVAL OF AGENDA
At this time the City Council may amend the order of the agenda, approve the Consent Calendar, remove items from the Consent Calendar for separate discussion and action, and add Urgency Items.

Urgency Items ("Added Starters"): The Brown Act, which governs public meetings, permits the City Council to take action on any item that does not appear on the agenda only if 2/3 of the City Council (if all are present) or all members of the City Council (if fewer than all members are present) determine there is a need to take immediate action on the item, and the need to take immediate action came to the City Council's attention after the agenda was posted.

PUBLIC COMMENTS
At this time, pursuant to the Brown Act, any person may comment on matters of general interest within the subject matter jurisdiction of the City Council, NOT listed on the agenda. Under the Brown Act, the City Council should not take action on or discuss matters raised during Public Comment portion of the agenda that are not listed on the agenda.

Comments are limited to the first ten (10) speakers at three (3) minutes per speaker. Speakers may not yield their time to others without consent of the Mayor. All comments are to be directed to the City Council and shall be devoid of any personal attacks. Members of the public are expected to maintain a professional, courteous decorum during public comments.

Please complete and submit a "speaker card" to the City Clerk. You will be asked to STATE YOUR NAME AND CITY OF RESIDENCE FOR THE RECORD.

CITY MANAGER REPORT

MAYOR AND COUNCIL MEMBER REPORTS
ADMINISTRATIVE CALENDAR:

3. Appointment to the Public Safety Commission to Fill One (1) Vacancy for Unexpired Term
Jerryl Soriano, City Clerk
Recommendation:

Ratify Council Member Pye's appointment of Michael Rizzio to the Public Safety Commission to fill one (1) vacancy consisting of an unexpired term through January 2025.

Staff Report - SR-24-014 - Pdf
7 - 49

4. City of Desert Hot Springs Homeless Program
Noe Arechiga, Grants Manager
Recommendation:

Adopt the Riverside County Housing and Workforce Solutions Homeless Action Plan.

Staff Report - SR-24-017 - Pdf
51 - 278

5. Social Media Policy
Erick Becerril, Housing & Community Program Manager
Recommendation: Approve the Social Media Policy.

Staff Report - SR-24-007 - Pdf
279 - 284
CONSENT CALENDAR:

Matters on the "Consent Calendar" are considered routine and may be acted upon by one motion under "Approval of the Agenda." Individual items may also be removed by the City Council for separate discussion under "Approval of the Agenda." The title is deemed to be read and further reading waived on any ordinance listed on the Consent Calendar for second reading and adoption.

6. City Council Regular Meeting Minutes: December 5, 2023 Jerryl Soriano, City Clerk
Recommendation: Approve the Minutes as presented; or as corrected.

Staff Report - SR-24-018 - Pdf
285 - 293

7. Riverside County Transportation Commission Loan for Road Repairs from Storm Damage
Daniel Porras, Assistant City Manager
Recommendation:

Authorize the City Manager to develop, finalize, and execute a loan agreement between the City and Riverside County Transportation Commission for a loan amount of up to $7,500,000.00 pursuant to legal counsel review prior to execution.

Staff Report - SR-24-010 - Pdf
295 - 316

8. Reimbursement Agreement for Emergency Access Study - Coachella Valley Association of Governments (CVAG)
Nicholas Haecker, Public Works Director
Recommendation:

Authorize the City Manager to enter into a Reimbursement Agreement with the Coachella Valley Association of Governments (CVAG) for the design and engineering of an Emergency Access Study for the City of Desert Hot Springs, with Desert Hot Springs’ share of the project cost not to exceed $28,750.00 being 25% of the anticipated Local Share of the Project costs.

Staff Report - SR-24-015 - Pdf
317 - 331

9. Resolution to Approve Salary Schedules for Fiscal Years 2020-2021, 2021-2022, 2022-2023, 2023-2024
Geoffrey Buchheim, Administrative Services Director
Recommendation:

Adopt a Resolution of the City Council of the City of Desert Hot Springs approving the salary schedules for Fiscal Years 2020-2021, 2021-2022, 2022-2023, 2023-2024.

Staff Report - SR-24-016 - Pdf
333 - 387

10. Notice of Completion: ATP Cycle 5 - Palm Drive North, Phase 1 Improvements (City Project No. 3000)
Nicholas Haecker, Public Works Director
Recommendation:

Approve the work, accept the project, and direct the City Manager to file the Notice of Completion for the ATP Cycle 5 - Palm Drive North – Phase 1 Improvements, City Project No. 3000.

Staff Report - SR-24-013 - Pdf
389 - 399

11. Payment Register and City Council Expenditures for the Period of November 1, 2023 to November 30, 2023
Geoffrey Buchheim, Administrative Services Director
Recommendation: Receive and file.

Staff Report - SR-24-011 - Pdf
401 - 561

12. Payment Register and City Council Expenditures for the Period of December 1, 2023 to December 31, 2023
Geoffrey Buchheim, Administrative Services Director
Recommendation: Receive and file.

Staff Report - SR-24-012 - Pdf
563 - 707

PUBLIC COMMENTS
Opportunity is given to those members of the public who have NOT addressed the City Council on an item which is NOT on the agenda. Comments are limited to three (3) minutes per speaker. PLEASE STATE YOUR NAME AND CITY OF RESIDENCE FOR THE RECORD.

ADJOURN

UPCOMING MEETING DATES
*Please refer to the City website calendar at www.cityofdhs.org for meeting locations and the most up to date information.

January 23 Planning Commission Adjourned Regular Meeting 6:00 pm February 6 City Council Regular Meeting 6:00 pm
February 8 Public Safety Commission 6:00 pm

February 13 Planning Commission 6:00 pm
February 20 City Council Regular Meeting 6:00 pm
________________________________________________________________________________________

NOTICES
In accordance with California Government Code Section 54957.5, any writing or document that is a public record, relates to an open session agenda item, and is distributed less than 72 hours prior to a regular meeting will be made available for public inspection in the Office of the City Clerk at City Hall during normal business hours at 11999 Palm Drive, Desert Hot Springs, CA 92240.

If, however, the document or writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the meeting, as listed on this agenda at 11999 Palm Drive, Desert Hot Springs, CA 92240.

Americans with Disabilities Act
In an effort to comply with the requirements of Title 2 of the Americans with Disabilities Act of 1990, the City of Desert Hot Springs requires that any person in need of any type of special equipment, assistance, or accommodation(s) in order to communicate at a City public meeting, must inform the City Clerk a minimum of 72 hours prior to the scheduled meeting to enable the City to make reasonable arrangements.

SR-24-014
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: January 16, 2024
Department: City Clerk
Prepared by: Jerryl Soriano, City Clerk
Subject: Appointment to the Public Safety Commission to Fill One (1) Vacancy for Unexpired Term
RECOMMENDATION:

Ratify Council Member Pye's appointment of Michael Rizzio to the Public Safety Commission to fill one (1) vacancy consisting of an unexpired term through January 2025.

DISCUSSION:

On December 15, 2023, Jose Trejo resigned from the Public Safety Commission resulting in one (1) vacancy.

Appointment Process:

Pursuant to Desert Hot Springs Municipal Code (“DHSMC”) Section 2.24.030, if vacancies in any commission occur other than by expiration of term, such vacancy shall be filled by appointment of the Council Member who appointed the Commissioner being replaced, with ratification by a majority of the City Council. Accordingly, Council Member Pye is designated by the Municipal Code to appoint her replacement.

Additionally, pursuant to DHSMC Section 2.24.020, the term of the replacement appointment for an interim vacancy is for the “unexpired” term of the member replaced.

Lastly, City Council policy, provides the following:

6.3 Commissions.

Item Number: 3.

SR-24-014
In furtherance of DHSMC Sections 2.24.020(a) dealing with Commission appointments, and

2.24.030(a) dealing with Commission vacancies, all members of the City Council shall have an opportunity to review the applications of the Commission applicant(s) as follows:
a) The Councilmember who is responsible for the appointment of a Commissioner shall notify the City Clerk prior to time the agenda is posted for the meeting at which the proposed Commissioner appointment is to be made of the name of the proposed Commissioner. The City Clerk shall include the names and applications of all persons who submitted an application for the Commission in the agenda packet, including that of the proposed Commissioner. b) The proposed Commissioner, but not all applicants, shall appear at the council meeting when the appointment is being made and shall be available to answer questions from the councilmembers.
c) If an appointment to any Commission is not made within 60 days of vacancy, the Mayor, or Mayor Pro Tem in the Mayor’s absence, Meeting Guidelines and Procedures shall make the appointment, subject to ratification by a majority of the City Council present at the meeting.

Pursuant to The Maddy Act (set forth in Government Code Section 54970 et. seq.), a special vacancy notice shall be posted not earlier than 20 days before, or not earlier than 20 days after the vacancy occurs. Final appointment shall not be made for at least 10 days after the posting of the notice. The City Clerk posted the notice on December 20, 2023 (Exhibit 1).

Applicants:

The following applicants previously applied during the January 2023 Commission appointments for this current term.

Item Number: 3.

SR-24-014
One (1) new application from Stephanie Martin was received following the posting of the vacancy notice.

FISCAL IMPACT:

Pursuant to Municipal Code Section 2.32.050, Public Safety Commissioners receive a salary in the amount of $100 per any officially convened Commission meeting that they attend.

ATTACHMENTS:
1) PSC Vacancy Notice
2) Commission Application - Bea Cortes
3) Commission Application - George Kleist
4) Commission Application - James Matthews
5) Commission Application - Kaden Cross
6) Commission Application - Michael Rizzio
7) Commission Application - Mirna Flores
8) Commission Application - Robert Rowe
9) Commission Application - Stephen Kelley
10) Commission Application - Veronica Smith
11) Commission Application - Michael Valerio
12) Commission Application - Roger Gardner
13) Commission Application - Stephanie Martin
14) Commission Application - Wyllie James Vernon
Item Number: 3.

NOTICE OF UNSCHEDULED VACANCY

PUBLIC SAFETY COMMISSION
Pursuant to Section 2.24.030 of the City of Desert Hot Springs Municipal Code (“DHSMC”), notice is hereby given that one (1) vacancy exists on the Public Safety Commission.

ABOUT THE PUBLIC SAFETY COMMISSION:

Pursuant to DHSMC Chapter 2.24.020, the Public Safety Commission shall consist of five (5) members each appointed by one (1) member City Council, and ratified by a majority vote of the City Council. Members are appointed for two-year terms (current term expires January 2025).

Position Incumbent Appointed On Term Expires Appointed By Chair Kenneth Mitchell January 17, 2023 January 2025 Roger Nuñez Vice-Chair Donna Lozano January 17, 2023 January 2025 Scott Matas Commissioner Kaden Cross July 5, 2023 January 2025 Russell Betts Commissioner Martin Mitchell January 17, 2023 January 2025 Gary Gardner Commissioner Jose Trejo VACANT January 17, 2023 January 2025 Jan Pye Meetings:

Regularly scheduled meetings of the Public Safety Commission are held on the 2nd Thursday of each month at 6:00 p.m. at City Hall/Council Chamber, located at 11999 Palm Drive in Desert Hot Springs.

Purpose:

Providing citizens with public safety is one of the most important services a city can offer. The Desert Hot Springs Police Department is charged with ensuring the city is safe, drug free, crime free and gang free. The Public Safety Commission is an ongoing public forum that ensures the public is involved in the process. The Public Safety Commission serves in an advisory role to:
• Serve as liaison between the community leaders, citizens and the Desert Hot Springs Police Department
• Review budgets and proposals for greater efficiency and effectiveness in the area of public safety.

Compensation:

Each member of the Public Safety Commission shall receive a salary in the amount of $100.00 per meeting (DHSMC 2.32.050).

APPOINTMENT PROCEDURE:

Applications are available on the City’s website at www.cityofdhs.org or at City Hall. Completed Applications may be submitted to the Office of the City Clerk at 11-999 Palm Drive, Desert Hot Springs, CA 92240 or via electronic mail to [email protected].

Application Deadline
The deadline to submit a completed application is January 10, 2024. The City Council is scheduled to consider the appointment at the January 16, 2024 City Council Meeting.

This notice was duly posted as required by law. Final appointment will not be made by the City Council for at least ten working days after the posting of this notice. 11-999 PALM DRIVE • DESERT HOT SPRINGS • CA • 92240(760) 329-6411 www.cityofdhs.org

CITY OF DESERT HOT SPRINGS

OFFICE OF THE CITY CLERK
Item Number: 3.

Commission/Board Application
Y0urAppIim[imi will be I:mi5ie1£'redl7_\'t}ie Desm Hot Springs r, i 7um‘1'lpI'm'ide'dmma vacancy erisrs an a Canmi .sion Baard my\vh1'L‘Iiyauhave applied. Ifam '5 no mmncy. Q your t1pp[1L‘ati011will be kept on filefor1 year [0 be considered when an npening does :- " \\x\\\\\“‘‘“‘‘ *7
0 a fee“ .m,m.r, e ,.
1963
,
,
Residency Lengui at Residency in meCity nf Desert Hot springs (Example: 2 years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Narne* Cones
First Narne* Bea
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs Ca
Pnslal I zip Code cnnniry
92240 USA
Phone Number * -
E-naileddms R

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order of preference.
* PLANNING CDMIVJISSION
1:: Choice Zrid Choice Nat Interested
Meeis die 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

PUBLIC SAFETY COMMISSION
Isl‘ Choice 2nd Choice Not Interested
Meets the 2nd Thursday oreach month at 6:00 p.m.

QUESTIONS
The iollowmg intormation consists nf some nf the iactors used by the city Council, and/or subcommittee tlmmnf to select iinal applicants: 1) Eacltground, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
Grand Terrace City Council Member, Former
V.P. San Bernardino Associated Governments (SANBAG), Former Sub—Regiona| Appointee, Southern California Association of Governments, Former Lobbyist. David Turch &Associates, Washington DC, Former Field Representative, CA State Senate. Former
Field Representative, CA State Assembly. Former
occupation and Employer (If retired, mdicate last occupation/employer) Assistant Property Manager KtSales Manager
Date Palm Country Club, Cathedral City. CA
Education / -iraining
B. of A., Business
Real Estate License
Life Insurance License
Have you served on a city Cnlnlnissitln/Board in the city orDesert Hot Springs or any other City?
ND yes (Ifyes, please describe below)
V.P. Commissioner, Riverside County Asset Leasing Corporation (CORAL) Board.

Former
Commissioner, Rancho Mirage Emergency Preparedness Commission, Former Have you ever attended a city council meeting?
No Yes
Have you ever attended a city commission meeting?
ND yes (Ifyes, list which Commissions below)
Grand Terrace Planning Commission
Desert Hot Springs via (YouTube)
Rancho Mirage Emergency Preparedness Commission
CORAL Commission
Item Number: 3.

File upload (optional)
Describe your knowledge of tire iunctions, regulalinns and procedures of the commission/board (your 1st cltoice) on wbicb you would like to serve. !. To serve the City Council as a advisor on a commission . To prepare and make presentations
. To provide input and guidance to the city council and the city . To assist in shaping the future for the community
. To review and evaluate land use and development
. To excuse yourself from any actions where a conflict of interest could be . To respect the opinion of everyone
What specitic skills, attitudes, and experience do you tltink you ltave that will enbance tbe work ortlte Cnmlnissinn/Board
Former City Council Member
Former VP of SANBAG
Former appointee of SCAG
Certified in Cannabis Management from College of Desert. 2018 Bachelor Of Arts, Business
What specitic issues or problems face tbe Commissionlllnard? Do you ltave suggestions to address tltese issues or problems?
Issues:

Different of opinions
Addressing citizens‘ issues
Suggestions:

Commissioners are citizens to assist the city council members in making ?nal decisions to improve the city and the region
Commissioners should try to answer the public's questions when possible or direct to staff
DHS_P|anningComm_6_22_Pg1.pdf 162.25KB
DHS_P|anningComm_6_22_Pg2.pdf 35.33KB
Re_BiLeasCns|t_PM&REagent_22.pdf 41.05KB
DHS_P|anningComm_SRMmbr'19.pdf 166.34KB
DHS_P|anningComm_VetFR'15.pdf 133.54KB
Please feel free tn inclllrle a resume, letter(s) of recommendation, etc.

Appointed commissioners may be required to submit a Fair Political Practices commission (FPPC), statement of Ecnnnmic Interests Fnrm (Form 700) pursuant to CA Gnvernmenl cnde § B7200 and/or Desert Hot Springs Municipal code § 2.20.050.

As an appointed commissioner or boardrnentber, state law requires twn ltours nf training in general etltical principles and etbics laws every two years. More intormation will be provided upon appninunent. some or all ortlte content contained in tltis application and its attacltments may be subject to disclosure pursuant tn tbe California Public Records Act (CA Government code § 6250, El seq.)
signature *
I certiiy tltat tbe above statements are true and correct tn tbe best ormy knowledge Kmaeomd
Item Number: 3.

Commission/Board Application
Y0iirAppIim[ian mu be I:m15ie1£'r'edb_\'t}ie Desen Hot Springs r, i mnrii pmi'ide'd that a mrsancy edsrs an a Camm .sian Beard mywhich you have applied. Ifam '5 no mmnry. your applicatian will be kept on filemy1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residenry in meCity nf Desert Hot springs 9 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Name* Kleisl
First Narne* George
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
en....eNumber * 2
Em-iiedims T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis dre 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

* PUBLIC SAFETY COMMISSION
15: Choice 2nd Choice Nat lmereszed
Meets die 2nd 'I'hI|rsday oreach mouurat 6:00 11.11].

QUESTIONS
The rollowmg infnrlnation consists nf some nf die Iactnrs used by the City Council, and/or subcomminee thereof to select ?nal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversiry in commission membership; and 3) attendance at commission meetings prior to consideration Background / Work Experience I civic Involvement
I'm a Hispanic father of a 10—year—o|dboyl Worked in Real estate and mortgage from 1994, and then become a Realtor from 2000—2012l mongage underwriter from 2004— 2013, I worked as an El llityTechn an for the County of Riverside for just over 6 years 2015—2022 helping fam lies in our communities with Cash Aid, homeless assistance, food stamps, medical.and child care sub
Occupation and Employer (If retired, indicate last occtlpationlelnployer) Student — Southwestern College, San Diego, CA (Jan 2022 —present) Presidentlfounder. Americas Community Outreach Programs Inc (Dec 2021— present)
County of Riverside Depanment of Pubilc Social Services (may 2015—Jan 2022) Education I 'IYai||i|Ig
Los Angeles Valley College 30 units in general ed (19954996) Southwestern College (Jan 2022 — seeking an A.S. Community. Economic.and Urban Development anticipated graduation Spring 2023)
Have you served on a City Cnlnlnissiolt/Board in the City orDesert Hot springs or any other City?
ND yes (If yes, please describe below)
Have ylm ever mended a City council meeting?
N17 Yes
Have ylm ever mended a City cnmnussiou meeting?
ND yes (Ifyes, list which Commissions below)
nescribe your knowledge of usefunctions, regulations and procedures of the commission/nonrd (your 1st clioice) on which yon would like to serve.

The planning commission helps interpret and spark the development of business and residential areas in our community. Based on a prior session I've reviewed online the city planning department and city attorney help outline the legalities of planned developments and any entitlements that need to be made and discussion with board members about voting the application or adopting variances to the applicant's request as needed while taking into consideration what's best for the city and its citizens.

Item Number: 3.

File Uplnad (optional)
wlrat specific skills, attitudes, and experience do you t.l|i||k you bave tbat will enbance tbe work ormeColnlnissioll/Board
My experience as a former mortgage underwriting and County welfare worker has provided me with eh ability to interpret the law, ask questions when in doubt of procedure or law, or request for variances to law using common industry examples or when dialoguing with fellow team members and bringing their wisdom to the forefront or asking expens in the field when needed. I'llbring a since of teamwork, and I'm always open to hearing any party and their concerns and take great enjoyment in seeing things through and ?nding ways to achieve the most equitable solotion to any problem. I have a positive personality. with strong ethical and moral values, and believe the Board, its team members, and community partners when working together by applying best practices can bring an environment of growth for our community. I look fonlvard to the opportunity to serve. wlrat specific issues or problems raceareColnlnissionlllnard? no you bave suggestions to address tbese issues or problems?
Diversified retail growth and community involvement are issues that I see the planning commission can work on. Over the past few years sparking Cannibus business—re|ated growth has been at the forefront, but we also need to engage other industries for our city to sustain a level of growth and create an environment where people feel safe walking at night and enjoying a day at the park with an event to gather our community together. I think we have a lot of work to do. but ifwe plan early in a decade the city can be better than downtown palm springs. and really be the gem it's meant to be for tourists and our core blue color families that live and work here. I think meeting with community leaders. business owners and pitching our town to companies to spark growth by involving church leaders and nonprofits, and other government agencies in a round table meeting to see what we can do to help foster growth is key. At his time we don't have a Community Development Company like other major cities to help link all the players together this is where we the city have to do some of the heavy lifting and put this key player in the same room to discuss problems and offer solutions in my opinion.

Please feel free In include a resume, letter(s) of recommendation, etc.

Appointed commissioners may be required to subnrit a Fair political l>ractices commission (FPPC), statement of Econnmic Interests Fnrln (Form 790) pursuant to CA Gnvernment cnde § B7200 and/or Desert Hot Springs Mmticipal code § 2.20.059.

As an appointed conmussinner nr boardrnember, state law requires two bnurs nf training in general etlrical principles and etbies laws every two years. More illforlnation will be provided upon appninnnent. some or all ormecontent contained in tlris application and its attacbments may be subject to disclosure pursuant to arecalirornia Public Records Act (CA Government code § 6250, El seq.)
signature *
l certify tbat tbe above statements are true and correct In arebest ormy knowledge Gm/L9»: g;i%;4c
Item Number: 3.

Commission/Board Application
Y0urAppIim[imi win he I:m15ie1£'redl7_\'t}ie Desen Hot Springs r, i mnrii pm\'ide'd mma mrsancy e'\'isr5 an a cmnni .sznnBaard for\vhz'cIiyou have applied. Ifam '5 no mmncy. your app[1L‘ati0nwill be kept on filefor1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residency in meCity nf Desert Hot springs 1 (Example: 2 years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Name Mathews
First Narne* James (Jim)
Address* Street Address
Address Line 2
25 City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
ennneNumber * -
-2-mi1Adims R

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis me2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Nat Interested
Meets the 2nd Thursday oreach month at 6:00 p.m.

QUESTIONS
The following intormation consists nf some nf the iactors used by the city Council, and/or subcommittee tlmmnf to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
Firefighter/EMS —20yrs
Director of Maintenance — 8yrs
City of Jefferson Budget Committee— lyr
Albany ?mber Carnival President— 5 yrs
occupation and Employer (If retired, ntdicate last occupation/employer) Sandy Palms Apts — Building Engineer
Education / Iraining
Firefighter. EMT Intermediate.Arson Investigation, CPO
Have you served on a city Cnlnlnissinn/Board in the city of Desert Hot Springs or any other City?
No yes (If yes, please describe below)
Have you ever attended a city council meeting?
No Yes
Have you ever attended a city commission meeting?
No yes (Ifyes, list which Commissions below)
Describe your knowledge of the lunctions, regulations and procedures orthe commission/laoard (your 1st choice) on which you would like to serve.

Planning Commission is a vital pan of any city. It set the feel and future of the city and it's planned growth in away that spurs economic growth, yet make sure city services are not over burdened.
what speciiic skins, attitudes, and experience do you t.hink you have that will enhance the work orthe Cnlnlnissitln/Board
As a well rounded person with a diverse background of professional and personal experiences. I come with the ability to make a educated and common sense decision in serving the community.

Item Number: 3.

What specitic issues or problems racemeCommissionlllnard? Do you ltave suggestions to address tltese issues or problems?
Growth is a ongoing challenge, not just internal, hilt having to compete with neighboring communities.

I believe with a common sense and good planning. Desen Hot Springs can continue to grow. expand on community services and enrichment programs. Allwhile staying within budgets and not taxing City services and utilities.

File Upl-rad (Optional) please reel tree to include a resume, letter(s) orrecommendation, etc.

Appointed commissioners may be required to subnnt a Fair political practices commission (FPPC), statement orEcnnnmic Interests Fnrm (Form 700) pursuant to CA Government code § B7200 and/or Desert Hot Springs Municipal code § 2.20.050.

As an appointed commissioner or boardruember, state law requires twn lmurs nf training in general etbical principles and etbics laws every two years. More intormation will be provided upon appointment. some or all ortlte content contained in tbis application and its attacltments may be subject to disclosure pursuant tn the calitornia public Records Act (CA Government code § 6250, El seq.)
signamre *
I certiiy tltat tbe above statements are true and correct tn the best ormy knowledge Item Number: 3.

Commission/Board Application
Y0iirAppIim[ian mu be mnndered by meDesen Hot Springs r, i mm‘z'1pmi'ide'drhata mrsancy edsrs an a Camm .sian Beard my\vhz'cIiyou have applied. Ifam '5 no mmnry. your nppnrmian will be kept on filemy1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residency in meCity nf Desert Hot springs Ten Years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Narne* Cross
First Narne* Kaden
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
Plume Number * -
Emei1A«wms T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis dre 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

PUBLIC SAFETY COMMISSION
Isl‘ Choice 2nd Choice Not interested
Meets the 2nd 'I'hI|rsday oreach moutlr at 6:00 11.11].

QUESTIONS
The following infnrlnation consists nf some nf tire iactnrs used by tire city Council, and/or subcommittee tnerenr to select ?nal applicants: 1) nncltground, education, experience to demonstrate sound judgement; 2) Diversity in commission membership; and 3) attendance at commission meetings prior to consideration Background / Work Experience I civic involvement
I recently ran for aseat on the PSUSD Board of Education and, although I did not win the election.I was able to engage with the public about the issues they are facing and build a network of |ike—minded individuals through my campaign.

Panicipating in civic discourse with other community members is one of my favorite pastimes, and I have frequently attended or watched local council and school board meetings.

Occupation and Employer (If retired, indicate last occupation/ernployer) I am a Tour Guide for the historic Sunnylands Estate and Gardens. In this role. I help educate the public and host free community events. I also staff and facilitate high— level retreats on the estate that focus on furthering global cooperation. boosting civic and democratic engagement. and promoting global health and food security.

Education I 'IYai||i|Ig
I am a recent graduate of Desert Hot Springs High School and am currently attending College of the Desen for Computer Science.

Have you served on a city Cnlnlnission/Board in the city of Desert Hot springs or any other City?
No yes (If yes, please describe below)
Have you ever attended a City council meeting?
N17 Yes
Have you ever attended a City cnmnussiou meeting?
No yes (Ifyes, list which Commissions below)
oescrine your knowledge of useiunctious, reglllalinns and procedures of tire commission/nonrd (your 1st choice) on which yon would like to serve.

The Desert Hot Springs Public Safety Commission reviews and analyzes budgets related to public safety and the Desert Hot Springs Police Department. provides a forum for community members to share their concerns or ideas related to public safety, advises community leaders and the city on public safety policies and procedures, collaborates with community organizations to promote community involvement in public safety in ives, and follows established regulations related to meetings, record—keeping. and decIsion—making.

Item Number: 3.

File uplnad (optional)
wlrat spetirrc skills, attitudes, and experience do you think you have tbat will enbance tlre work ortlre Conlnlission/Board
I am always looking to serve my community in every way I can and am driven by a strong sense of civic duty. I would be fully committed to serving our community as a Public Safety Commissioner. Also as an eighteen year old and a recent graduate of Desert Hot Springs High School I would be be able to offer insights and perspectives that are different from those of other commission members and provide a voice to those who are not frequently involved or engaged in local politics. I would also be able to encourage political discourse. civic engagement. and stronger relationships with local police among my generation. This would be useful in helping to improve community relations and build trust between law enforcement and the community.
wlrat spetirrc issues or problems racetlre Colnlnissionlllnard? no you have suggestions to address these issues or problems?
The Public Safety Commission faces several issues that must be addressed in order to our community. These issues include:

1. High crime rates: We can address this issue by implementing community policing initiatives and working with community organizations and schools to address the root causes of crime through education.

2. Drug abuse and addiction: Drug abuse and addiction pose significant risks to the health and safety of our community. To address this issue, we can panner with local organizations that provide substance abuse treatment. support groups, and other services to individuals struggling with addiction. We can also support harm reduction efforts.such as encouraging education about overdose prevention medication and the use of fentanyl test strips.

3. Community relations: Bui g trust and cooperation between the Police Department and the community is crucial for improving public safety. This is true now more than ever given the current discourse and attitudes towards the police.

We can improve community relations through community policing initiatives, promoting transparency and accountability by engaging with the community and providing information about public safety policies and procedures, and by actively listening to and addressing the concerns of community members.

Please feel free In include a resume, lelter(s) of recommendation, etc.

Appointed commissioners may be required to submit a Fair political l>ractices commission (FPPC), statement of Econnlnic Interests Fnrln (Form 790) pursuant to cA Gnvernment cnde § B7200 and/or Desert Hot Springs Mtuticipal code § 2.20.059.

As an appointed conmussinner nr boardrnember, state law requires two lrnurs nf training in general etlrical principles and etbies laws every two years. More infornlation will be provided upon appninnnent. some or all ortlre content contained in tlris application and its attacltments may be subject to disclosure pursuant tn tlre California Public Records Act (CA Govemment code § 5250, El seq.)
signature *
I certify that meabove statements are true and correct In tlre best ormy knowledge ?rm C?/wad
Item Number: 3.

Commission/Board Application
Y0urAppIim[imi will be I:mi5ie1£'redl7_\'t}ie Desm Hot Springs r, i 7um‘1'lpm\'ide'dmma vacancy erisrs an a Canmi .sion Baard my\vh1'L‘Iiyauhave applied. Ifam '5 no mmncy. Q your t1pp[1L‘ati011will be kept on filefor1 year [0 be considered when an opening does :- " \\x\\\\\“‘‘“‘‘ *7
0 a fee“ .m,m.n, e ,.
1963
,
,
Residency Lengui at Residency in meCity nf Desert Hot springs 22 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
No

GENERAL INFORMATION
Last Narne* Rizzio
First Narne* Michael
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs ca
Postal / zip Code cnuniry
92240 usa
Plume Number * -
E-mead-ess T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order of preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis die 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

* PUBLIC SAFETY COMMISSION
1st‘Choice Zrld Choice Nat Interested
Meets the 2nd Thursday oreach month at 9:00 p.m.

QUESTIONS
The iollowntg intormation consists nf some nf the iactors used hy the city Council, and/or suhcommittee thereof to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
Retired military.
occupation and Employer (If retired, ntdicate last occupation/employer) Retired Service connected BA
Education / Iraining
Associates degree. Formal training in leadership management and training Have you served on a city Cnlnlnissinn/Board in the city nf Desert Hot Springs or any other City?
No Yes (Ifyes, please describe below)
Have you ever attended a city council meeting?
No Yes
Have you ever attended a city commission meeting?
No Yes (Ifyes, list which Commissions below)
Describe your knowledge of the iunctions, regulations and procedures of the commission/laoard (your 1st choice) on which you would like to serve.

Public Safety
what speciiic skills, attitudes, and experience do you think you have that will enhance the work orthe Cnlnlnissinn/Board
Experience and trained as a leader in construction planning and public safety.

Certified NAVOSH.
what speciiic issues or problems racethe Commissionlllnarrl? Do you have suggestions to address these issues or problems?
I would like to contribute my knowledge and expertise in public safety and possibly the city planning commission ifthere is a spot.

File Upl-rad (Optional) please reel tree to include a resume, letter(s) nf recommendation, etc.

Appointed commissioners may he required to submit a Eair political practices commission (FPPC), statement nf Economic Interests Eorm (Form 700) pursuant to CA Government code § B7200 and/or Desert Hot sprirtgs Municipal code § 2.20.050.

As an appointed commissioner or hoardrnemher, state law requires twn hours nf training in general ethical principles and Item Number: 3.

elhics laws every two years. More infnrma?nn will he provided upnll appninunenl. some or an«I Ille content contained in this application and its attachments may be subject Io disclosure pursuant to the California Public Records Act (CA Goverument code § 6250, El seq.)
signature * 1 certify that I112above statements are true and correct to the best ol my knowledge Item Number: 3.

Commission/Board Application
Y0urAppIimtimi mu be mnndered by meDesen Hot Springs r, i mm‘z'1pmi'ide'drhata mrsancy edsrs an a Camm .sian Beard my\vhz'cIiyou have applied. Ifam '5 no mmnry. your nppnrmian will be kept on filemy1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residency in meCity nf Desert Hot springs 45 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Narne* Flores
First Name * Mirna
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 USA
Plume Number * -
E-«aiiAdri-es T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis dre 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

* PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Nat Interested
Meets the 2nd Thursday oi each month at 6:00 p.m.

QUESTIONS
The iollowmg intormation consists nf some nf the iactors used by the city Council, and/or subcommittee tlmmnf to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
I have over 30 years of experience as a director for an adult vocational school. Also. have been involved in different community events. Chaired the lndio Relay for life for about 3 years also volunteered with the American Cancer Society for 14 years.

Currently on Coachella Chamber and Childrens' Learning Center Board. occupation and Employer (If retired, ntdicate last occupation/employer) Planning Advisor with Forest Lawn Morturary.

Education / -iraining
High school graduate. Non—profitcertificate from UCR.

Have you served on a city Cnlnlnissitln/Board in the city of Desert Hot Springs or any other City?
No yes (If yes, please describe below)
City of Coachella Chamber Board
Have you ever attended a city council meeting?
N17 Yes
Have you ever attended a city commission meeting?
No yes (Ifyes, list which Commissions below)
Describe your knowledge of the iunctions, regulations and procedures of the commission/laoard (your 1st choice) on which you would like to serve.

Don't have enough knowledge at this point, but willing to learn. what speciiic skins, attitudes, and experience do you think you have that will enhance the work oi the Cnlnlnissinn/Board
I'm a team player and willing to work with a team to make the city of Desert Hot Springs a better place for our residents.
what speciiic issues or problems racethe Commissionlllnarrl? Do you have suggestions to address these issues or problems?
No comment at this time.

Item Number: 3.

File U111-lad(ulnionall Mirna Resume 2o22.docx 13.88KB
Please feel free In inclllrle a resume, leller(s) of recommendation, etc.

Appointed commissioners may be required to submit a Fair political l>ractices Commission (FPPC), statement of Econnmic Interests Fnrln (Form 790) pursuant to CA Gnvernment cnde § B7200 and/oc Desert Hot springs Mtnticipal code § 2.20.059.

As an appointed conmrissinner nc boardrnembec, state law requires two bnurs nf training in general etlrical pcinciples and etbits laws every two years. More i||forlnm1'o|| will be provided upon appninnnent. some or all of tbe content contained in tlris application and its attacbments may be subject to disclosure pucsuant to useCalifornia Public Records Act (ca Government code § 6250, El seq.)
signature “‘ l certify tbat tbe above statements are true and correct to usebest cl my knowledge Offyum (3 Qmeo
Item Number: 3.

Commission/Board Application
Y0urAppIim[imi win he I:m15ie1£'redl7_\'t}ie Desen Hot Springs r, i mnrii pm\'ide'd mma mrsancy e'\'isr5 an a cmnni .sznnBaard for\vhz'cIiyou have applied. Ifam '5 no mmncy. your app[1L‘ati0nwill be kept on filefor1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residenry in meCity nf Desert Hot springs 5 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Narne* Rowe
First Narne* Robert
Address* Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
ennneNumber * -
E-m-“Adams R

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis me2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

PUBLIC SAFETY COMMISSION
Isl‘ Choice 2nd Choice Not interested
Meets tire 2nd 'I'l|||rsday oi each montir at 6:00 11.11].

QUESTIONS
The following infnrlnation consists nf some nf tire iactnrs nseti by usecity Council, and/or snbcommittee tnerenr to select ?nal applicants: 1) Background, education, experience to demonstrate sound jlldgelnent; 2) Diversity in commission membership; and 3) attendance at commission meetings prior to consideration Background I Work Experience I civic involvement
I have 35+ years of experience in the financial services industry. My strengths are in relationship building, budget and cost control.?nancial reporting and auditing. I have panicipated in community clean up projects within the city.

Occupation and Employer (If retired, indicate last occupation/ernployer) Registered Client Service Associate — Truist Investment Services, Inc. (see attached resume for more detailed description)
Education I 'IYai||i|Ig
BS in Business Administration — Old Dominion University — Norfolk.VA Investment Licenses — Series 6. 7. 9, 10, 63 & 65 I CA Health & Life Ins Licenses Completed Courses in Analyzing Business Financial Statements and Preparing Pro?t and Loss Statements
Annual Compliance and Continuing Education Training for Securities Licenses Have ynn served on a city Cnlnlnission/Board in tire city orDesert Hot springs or any other City?
No yes (If yes, please describe below)
Have ynn ever attended a City council meeting?
N17 Yes
Have ynn ever attended a city cnmmission meeting?
No Yes (Ifyes, list which Commissions below)
Planning Commission
oescrine yonr icnowietige oruseinnctions, regulations and prncetinres of tire commission/nonrrl (yonr 1st choice) on which yon would like to serve.

The functions of the planning commission are to review and act on matters related to planning and development. This includes new development applications, design review of new developments and business applications. The board must also consider how the business or development will impact the community. In approving an application does this improve economic development and quality of life? Does the approval protect property values and reduce environmental damage and conserve resources? How willthe approval affect traf?c flovlf? The commission must also adhere to all current laws and act in the best interest of all residents (not just a select few). The commission will review the facts and vote on the application.

Item Number: 3.

File Uplnad (optional)
wlrat spetirrc skills, attitudes, and experience do you t.l|ink you have tbat will enbance tlre work ortlre Colnnlissioll/Board
I have many years of experience in relationship building and work well in a team environment. My background is in auditing and budgeting so I am a very detailed individual. The facts are carefully reviewed before making a dec n or recommendation. I am very pro business and would like to see the city grow economically and expand and modernize. I would like to serve on the planning commission so that I can help move the city fonlvard.
wlrat spetirrc issues or problems racetlre Colnlnissiolllllnard? no you have suggestions to address tlrese issues or problems?
One issue that may face the commission in the future is rapid growth and an increase in applications. We are the one city in the valley that has the most growth potential due to the amount of land available. An increase in applications may result in longer meetings or the need to develop a streamlined process without affecting the integrity of the approval process.

ROWE — Resume (1).pdf 791.9BKB
Please feel free In include a resume, letter(s) of recommendation, etc.

Appointed commissioners may be required to submit a Fair political l>ractices commission (FPPC), statement orEconnlnic Interests Fnrln (Form 700) pursuant to CA Gnvernment cnde § B7200 and/oc Desert Hot springs Municipal code § 2.20.050.

As an appointed conmnssinner nc boardrnembec, state law requires two lrnurs nf training in general etlncal principles and etbies laws every two years. More infornlation will be provided upon appninnnent. some or all ortlre content contained in tlns application and its attaclrments may be subject to disclosure pucsuant tn tlre California Public Records Act (CA Government code § 6250, El seq.)
signature *
I certify that meabove statements are true and correct In tlre best ormy knowledge ?mcr?m
Item Number: 3.

Commission/Board Application
Y0iirAppIim[imi win he mnndered by the Desen Hot Springs r, i 7unL‘i1pmi'ide'drhata mrsancy edsrs an a Canmi .sian Beard mywhirl: you have applied. Ifam '5 no mmnry. your nppnrmian will be kept on filemy1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residenry in meCity nf Desert Hot springs 38 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City of Desert Hol Springs? Yes
No

GENERAL INFORMATION
Last Narne* Kelley
First Narne* Stephen
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA. I Riverside Cu
Pnslal I zip Code cnuniry
92240 US
vi--m«~«m»er* T
E-m-i1Adims R

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nrprererenre.
* PLANNING CDMIVIISSION
1:: Choice 2nd Choice Nat Interested
Meeis me2nd Tuesday nf earnllmnlh at 6:00 p.m.

Item Number: 3.

PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Nat Interested
Meets the 2nd Thursday oreach month at 6:00 p.m.

QUESTIONS
The iollownrg intormation consists nf some nf the iactors used by the city Council, and/or subcommittee tlmmnf to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
Fire service Captain, paramedic and varied public service. San Bernardino Sheriff reserve and San Bernardino county sanitation district. I have much volunteer experience and helping the needy
occupation and Employer (If retired, ntdicate last occupation/employer) Cal fire, State of Calif.Riverside County Fire Captain —ret Education / Iraining
4 year BA
Have you served on a city Cnlnlnissitln/Board in the city orDesert Hot Springs or any other City?
ND yes (If yes, please describe below)
Served with the city of Desert Hot Springs .Pubic Safety and Architectural and landscape review commissions
Have you ever attended a city council meeting?
No Yes
Have you ever attended a city commission meeting?
ND yes (Ifyes, list which Commissions below)
Architectural building and landscape commission and Public Safety commission for DHS
Describe your knowledge of the iunctions, regulations and procedures of the commission/laoard (your 1st choice) on which you would like to serve.

I am very familiar with the Uniform Building codes and all its sections and public safety
what speciiic skins, attitudes, and experience do you t.hink you have that will enhance the work orthe Cnlnlnissinn/Board
As a long time residence Since 1985 I have seen amazed growth and I want to be pan of it. In 1985 the city had 3 stop signs and look at it now. I have a good background and experiences and attitude to contribute and give back Item Number: 3.

wlrat spetitic issues or problems raceareColnlnissionlllnard? no you liave suggestions to address tliese issues or problems?
The city has many issue and it is an excited time. I want to use my experience and knowledge to
help direct future city growth in a positive way
File U111-rad(Optional) please feel tree to include a resume, letter(s) of recommendation, etc.

Appointed commissioners may be required to submit a Fair political Practices commission (FPPC), statement of Econnmic Interests Fnrln (Form 790) pursuant to CA Government code § B7200 and/or Desert Hot Springs Mtnticipal code § 2.20.059.

As an appointed coomtissiooer or boardrnember, state law requires two liours ortraining in general etlrical principles and etbits laws every two years. More illformmion will be provided upon appoiunneot. some or all ol the content contained in tlris application and its attaclimeuts may be subject to disclosure pursuant to tire California Public Records Act (CA Government code § 6250, El seq.)
signature *
l certify that the above statements are true and correct to arebest cl my knowledge Item Number: 3.

Commission/Board Application
Y7urAppIimumi win he I:m15ie1£'redl7_\'t}ie Desen Hot Springs r, i mnrii pm\'ide'd mma mrsancy e'\'isr5 an a Canmi .5i0n Baard forwhich you have applied. Ifrim '5 no mmncy. your app[iL‘ati0nwill be kept on filefor1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residenry in meCity nf Desert Hot springs 3 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
No

GENERAL INFORMATION
Last Name * Smith
First Name * Veronica
Address* Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
ennneNumber * -
E-mi1Adims j

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis me2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

* PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Nat Interested
Meets the 2nd Thursday oreach month at 6:00 p.m.

QUESTIONS
The rollownig intormation consists nf some nf the iactors used by the city Council, and/or subcommittee thereof to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
I run an Airbnb and also invest in real estate.
occupation and Employer (If retired, ntdicate last occupation/employer) Im a director of marketing for Alta Hospitals. I work from home.

Education / -iraining
2 year college degree. 30 years work experience. I recently took the civics class with Emily Pierson
Have you served on a city Cnlnlnissitln/Board in the city orDesert Hot Springs or any other City?
ND yes (If yes, please describe below)
Have you ever attended a city council meeting?
N17 Yes
Have you ever attended a city commission meeting?
ND yes (Ifyes, list which Commissions below)
Describe your knowledge orthe lunctions, regulations and procedures of the commission/laoard (your 1st choice) on which you would like to serve.

In civics class I learned about how the spas are run down and need to be upgraded.

Also how Airbnb‘s are being regulated and finally the cannabis industry and the many codes and regulations they need to meet.
what speciiic skills, attitudes, and experience do you think you have that will enhance the work orthe Cnlnlnissinn/Board
I have a strong passion for the city and its need to progress and grow into its full potential.
what speciiic issues or problems racethe Commissionlllnarrl? Do you have suggestions to address these issues or problems?
Like in many cities the lack of community involvement is lacking. I believe it's because of the demographics of the city and also the lack of information that our community is less involved.

File U111-rad(Optional) please reel free tn include a resume, letter(s) orrecommendation, etc.

Item Number: 3.

Appointed commissioners may he required to submit a Fair political l>ractices Commission (FPPC), statement orEconnmic Interests Fnrln (Form 790) pursuant to CA Gnvernment cnde § B7200 and/oc Desert Hot springs Mmticipal code § 2.20.059.

As an appointed conmrissinner nc lmardmemlmr, state law requires two lnmrs nf training in general etlrical principles and ethics laws every two years. More iI|forImm'o|| will be provided npnn appnilmnenl. some or all oi the content contained in tlris application and its attachments may be snbject to disclosnre pncsnant tn tlre California Public Records Act (CA Government code § 6250, El seq.)
signatnre “‘ l certify tlrat useabove statements are true and correct tn arebest oi my knowledge CVmuza,cS’mme
Item Number: 3.

Commission/Board Application
Y0iirAppIim[ian mu be mnndered by meDesen Hot Springs r, i mm‘z'1pmi'ide'drhata mrsancy edsrs an a Camm .sian Beard my\vhz'cIiyou have applied. Ifam '5 no mmnry. your nppnrmian will be kept on filemy1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residenry in meCity nf Desert Hot springs 8 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
No

GENERAL INFORMATION
Last Narne* Valerio
First Narne* Michael
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
Plume Number * -
Emaiieddms T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis dre 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

* PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Nat Interested
Meets the 2nd Thursday oreach month at 6:00 p.m.

QUESTIONS
The following intormation consists nf some nf the iactors used by the city Council, and/or subcommittee thereof to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
My background is financial services. currently a member of the leadership council for California Association of Realtors. running this year for director chair on that council.
occupation and Employer (If retired, ntdicate last occupation/employer) Realtor — Homesmart
Education / -iraining
Bachelor's of Science in Business Management
Have you served on a city Cnlnlnissitln/Board in the city of Desert Hot Springs or any other City?
ND yes (If yes, please describe below)
Have you ever attended a city council meeting?
N17 Yes
Have you ever attended a city commission meeting?
ND yes (Ifyes, list which Commissions below)
Describe your knowledge of the iunctions, regulations and procedures of the commission/laoard (your 1st choice) on which you would like to serve.

Current city issues are discussed. voted on. legislation gets passed I approved or denied.
what speciiic skins, attitudes, and experience do you think you have that will enhance the work orthe Cnlnlnissinn/Board
I have a business degree. a good understanding of our community. I bring a fresh voice and non—bias opinion on current topics. and can help improve the cities image. what speciiic issues or problems racethe Commissionlllnarrl? Do you have suggestions to address these issues or problems?
Budget issues, economic.social. physical deterioration, negative public image! stigma perception. etc. I would suggest community engagement. create task forces to address current issues. fundraising, clean up crews. volunteers from local associations.

Item Number: 3.

File U111-rad(ulnionall please feel tree in inclnde a resnme, leller(s) of reeommendaiion, eie.

Appointed commissioners may he required to submit a Fair Political Practices Commission (FPPC), Statement orEconnmic Inieresis Fnrln (Form 790) plnsllam to CA Gnvernlnenl Cnde § B7200 and/or nesen Hot Springs Municipal code § 2.20.059.

As an appointed eonmiissiimer nr lmardmemlmr, Slate law requires twn lmnrs nf iraining in general euiieal prineiples and euiies laws every two years. More illforlnmion will be provided Ilpnn appninnnem. some or all oi uie cnnlem eoniained in diis application and its anaelimenis may be snbjeci to diselosnre pursuant In die California Public neeords Act (CA Government code § 6250, El seq.)
signamre “‘ I certify that die above slalemelns are me and correct In mebest oi my knowledge 071210561/aam
Item Number: 3.

Commission/Board Application
Y0urAppIimtimi win he mnndered by the Desen Hot Springs r, i 7unL‘i1pmi'ide'drhata mrsancy edsrs an a Canmi .5i0n Beard mywhirl: you have applied. Ifam '5 no mmnry. your nppnrmian will be kept on filemy1 year [0 be rnnszde.-ed when an opening does 0 Residency Lengm at Residency in meCity nf Desert Hot springs IIOIIS
(Example: 2 years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Narne* Gardner
First Narne* Roger
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 Riverside
Plume Number * -
meiiAdi-ess T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order nf preference.
* PLANNING CDMIVIISSION
1:: Choice 2nd Choice Nat Interested
Meeis dre 2nd Tuesday nf earnllmnlh at 6:00 p.rn.

Item Number: 3.

QUESTIONS

PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Nat Interested
Meels the 2nd Thursday oreach month at 6:00 p.m.

The following intormation consists nf some nf the iactors used by the city Council, and/or subcommittee thexenf to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Eile upload (optional)
Background / work Experience / civic involvement
I worked with developers and builders in Snohomish County Washington state for more than 15 years. Istarted my career in Real Estate in 1997 selling residential, Commercial. and business opportunities. I found my nitch in developing and building a career working very close to one of the biggest developers in Washing State. I have written and closed a number of contracts for said company. I also developed land for myself and my family. I look forward to working in this industry here in Desert Hot Springs.
occupation and Employer (If retired, ntdicate last occupation/employer) See Resume
Education / -iraining
See Resume
Have you served on a city Cnlmnissinn/Board in the city of Desert Hot Springs or any other City?
ND yes (If yes, please describe below)
Have you ever attended a city council meeting?
No Yes
Have you ever attended a city commission meeting?
ND yes (Ifyes, list which Commissions below)
Describe your knowledge of Ike iunctions, regulatinns and procedures of the commission/laoard (your 1st choice) on which you would like to serve. what speciiic skins, attitudes, and experience do you think you have that will enhance the work orthe Cnmlnissinn/Board
what speciiic issues or problems face the Commissionlllnarrl? Do you have suggestions to address these issues or problems?
Updated Resume 1 9 2023.docx 14.76KB
Please feel free In include a resume, letter(s) of recommendation, etc.

Item Number: 3.

Appointed commissioners may he required to submit a Fair political l>ractices Commission (FPPC), statement orEconnmic Interests Fnrln (Form 790) pursuant to CA Gnvernment cnde § B7200 and/oc Desert Hot springs Mmticipal code § 2.20.059.

As an appointed conmrissinner nc lmardmemlmr, state law requires two lnmrs nf training in general etlrical principles and ethics laws every two years. More iI|forImm'o|| will be provided npnn appnilmnenl. some or all oi the content contained in tlris application and its attachments may be snbject to disclosnre pncsnant tn tlre California Public Records Act (CA Government code § 6250, El seq.)
signatnre “‘ l certify tlrat useabove statements are true and correct tn arebest oi my knowledge F/39v/LC322/umezt.

Item Number: 3.

Commission/Board Application
Y0urAppIim[imi win he I,‘mi5ie1£'redl7_\'t}ie Desen Hot Springs r, i mm‘z'1prm'ide'drhata vacancy exisrs an a Canmi .si'on Beard my\\'}]fCI!}'U[1have applied. Ifam '5 no mmncy. Q your nppnrmian will be kept on filemy1 year [0 be considered when an opening does 5:
0 57 \“\" \§e"°
Residency Lengm at Residency in meCity nf Desert Hot springs 2 years
(Example: 2 Years)
Registered Voter Are yen in negisiered vmer in the City nf Desert Hol Springs? Yes
N0

GENERAL INFORMATION
Last Name * Marlin
First Name * Stephanie
Address * Street Address
Address Line 2
City Slale / Province / Region
Desert Hot Springs CA
Postal / zip Code cnuniry
92240 United States
Plume Number * -
E-«aiiAdi-es T

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order of preference.
* PLANNING CDMIVJISSION
1:: Choice 2nd Choice Nat Interested
Meeis die 2nd Tuesday nf earnllmnlh at 6:00 p.m.

Item Number: 3.

* PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Not Interested
Meets the 2nd Thursday oreach month at 6:00 p.m.

QUESTIONS
The following intormation consists nf some nf the iactors used by the city Council, and/or subcommittee tlmmllf to select iinal applicants: 1) Background, education, experience to demonstrate sound judgement; 2) niversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / work Experience / civic involvement
I am a member of D.A.R and DHS Women's Club: recently participated in the City parade 2023. My background is I was born in Riverside, CA and raised in OK. I believe it is imponant to stay informed of civics.locally, regionally. at the state and federal levels. as well as world civics.
occupation and Employer (If retired, ntdicate last occupation/employer) Independent Consultant: Self employed: Director of Quantum Consultations Education / -training
Bachelor degree with Honors in Communication with a minor in Sociology 2015 CSUSM
Have you served on a city Clllnlnissitln/Board in the city of Desert Hot Springs or any other City?
ND yes (If yes, please describe below)
Have you ever attended a city council meeting?
No Yes
Have you ever attended a city commission meeting?
ND Yes (lfyes, list which Commissions below)
Public Safety Commission and Planning Commission virtually.

Describe your knowledge of the iunctions, regulations and procedures of the commission/laoard (your 1st choice) on which you would like to serve.

Discussing, hearing and receiving the monthly repons from the public safety services. including the police. fire chief. animal control and care, and code compliance.
what speciiic skins, attitudes, and experience do you think you have that will enhance the work orthe Cnlnlnissinn/Board
I have a productive and professional attitude which includes being fair, objective, neutral, and unbiased when communicating with others especially in public.

Item Number: 3.

wlrat specific issues or problems raceareColnlnissionlllnard? no you navesuggestions to address these issues or problems?
There is a lack of involvement from the public. I would suggest that the commission should talk about the agenda coming up in the course of inviting others to the meetings.

File U111-rad(Optional) please feel tree to include a resume, letter(s) of recommendation, etc.

Appointed commissioners may be required to submit a Fair political l>ractices commission (FPPC), statement orEconnmic Interests Fnrln (Form 790) pursuant to CA Government cnde § B7200 and/or Desert Hot Springs Mtuticipal code § 2.20.059.

As an appointed conmtissinner or lmardmemlmr, state law requires two lmurs ortraining in general etlrical principles and ethics laws every two years. More illformmion will be provided upon appnilmllenl. some or all ol the content contained in tlris application audits attaclimeuts may be subject to disclosure pursuant to tire California Public Records Act (CA Government code § 6250, El seq.)
signature *
l certify mat the above statements are true and correct to arebest cl my knowledge ersptwisc. MA1Ln'»1
Item Number: 3.

Commission/Board Application
Your Application will be considered by the Desert Hot Springs City Council provided that a vacancy exists on a Commission/Board for which you have applied. If there is no vacancy, your application will be kept on file for 1 year to be considered when an opening does occur.

Residency
Registered Voter
Last Name*
First Name*
Address*
Phone Number*
Email Address
*
Length of Residency in the City of Desert Hot Springs
6 (Example: 2 Years)
Are you a Registered Voter in the City of Desert Hot Springs? Yes
No

GENERAL INFORMATION
Vernon
WyllieJames
City
Desert Hot Springs
State / Province / Region
CA
Postal / Zip Code
92240
Country
Usa
Street Address
Address Line 2

WHICH COMMISSION/BOARD ARE YOU INTERESTED IN SERVING
Number in order of preference.

PLANNING COMMISSION
1st Choice 2nd Choice Not Interested
Meets the 2nd Tuesday of each month at 6:00 p.m.

Item Number: 3.

*
File Upload (Optional)

PUBLIC SAFETY COMMISSION
1st Choice 2nd Choice Not Interested
Meets the 2nd Thursday of each month at 6:00 p.m.

QUESTIONS
The following information consists of some of the factors used by the City Council, and/or subcommittee thereof to select final applicants: 1) Background, education, experience to demonstrate sound judgement; 2) Diversity in commission membership; and 3) attendance at commission meetings prior to consideration.

Background / Work Experience / Civic Involvement
Board Member of Federally registered non profit, small local business owner, local, home owner, church involvement
CCW
Occupation and Employer (If retired, indicate last occupation/employer) Certified electrician and small business owner
Education / Training
Electrical degree
Have you served on a City Commission/Board in the City of Desert Hot Springs or any other City?
No Yes (If yes, please describe below)
Have you ever attended a City Council meeting?
No Yes
Have you ever attended a City Commission meeting?
No Yes (If yes, list which Commissions below)
Describe your knowledge of the functions, regulations and procedures of the Commission/Board (your 1st choice) on which you would like to serve.

Listen, work together as a team, Provide views and input on the planning infrastructure of desert hot springs.

What specific skills, attitudes, and experience do you think you have that will enhance the work of the Commission/Board
The working man’s, view, homeowner. & business owner
What specific issues or problems face the Commission/Board? Do you have suggestions to address these issues or problems?
Please feel free to include a resume, letter(s) of recommendation, etc.

Appointed Commissioners may be required to submit a Fair Political Practices Commission (FPPC), Statement of Economic Interests Form (Form 700) pursuant to CA Government Code § 87200 and/or Desert Hot Springs Municipal Code § 2.20.050.

Item Number: 3.

Signature*
As an appointed commissioner or boardmember, State law requires two hours of training in general ethical principles and ethics laws every two years. More information will be provided upon appointment. Some or all of the content contained in this application and its attachments may be subject to disclosure pursuant to the California Public Records Act (CA Government Code § 6250, Et Seq.)
I certify that the above statements are true and correct to the best of my knowledge Item Number: 3.

SR-24-017
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: January 16, 2024
Department: City Manager
Prepared by: Noe Arechiga, Grants Manager
Subject: City of Desert Hot Springs Homeless Program
RECOMMENDATION:

Adopt the Riverside County Housing and Workforce Solutions Homeless Action Plan.

BACKGROUND:

On October 2023, the City of Desert Hot Springs opened the doors to a city owned emergency homeless facility, The HUB. Martha’s Village and Kitchen is currently operating the facility under a 90- day agreement, approved by City Council. This emergency facility was enacted to provide essential services to our unhoused community and centralize resources.

The HUB Homeless Services
Access Hub Services (Daytime):
- Cooling/Inclement Weather Shelter
- Lunch Distribution
- Shower Services
- Case Management
- Employment Services
- Street outreach & Wrap Around Services
- Monday to Sunday 8:00am-4:00pm
Overnight Services:
- Capacity: 26 Clients
- Dinner Service
- Breakfast Service
- Pet Kennel
- Monday to Sunday 4:00pm-7:00am
In efforts to make the operation successful, City staff have made every attempt to reach out to industry professionals to gain insightful knowledge and establish best practices. This approach has eventually shaped our homelessness program, gatekeeping services only to City of Desert Hot Springs residents. Building a strong network of collaborators has been an objective for City staff, we have fostered localized group efforts and collaborated with various community agencies. An example Item Number: 4.

SR-24-017
of this is the monthly Mobile Health Clinic that is held onsite. These events provide our unhoused population, comprehensive medical care, and essentials such as clothing, self-care products, haircuts, mobile showers, and meals. All while attempting to link individuals to additional services.

These efforts are supported by partnerships with organizations like Desert Health Care District/DMG Health, Bridge to Better, Jewish Family Service, Overflow 9:12, and many local volunteers.

On November 28, 2023, the City published a Request For Proposal for a longer-term agreement to operate The HUB, the City received only one proposal at the closing of the RFP December 22, 2023.

The RFP was published on the City’s website, distributed through the Riverside County’s Continuum of Care email system, and sent to key agency directors that serve the unhoused. In the City’s best interest, the RFP was extended for an additional two weeks; January 8 — January 22, 2024. To allow continuation of services, the agreement with Martha’s Village and Kitchen has been extended from January 18th — February 18th, 2024.

DISCUSSION:

The HUB's current operation model, funded by City General Funds, has been exclusively servicing residents of Desert Hot Springs. A priority for staff has been to find other funding sources to leverage the costs of this operation. As a result, on December 14, 2023 The County of Riverside Housing and Workforce Solutions (HWS); Homeless Housing, Assistance, and Prevention (HHAP) Program, conditionally awarded the City $416,219 through their Continuum of Care (CoC) Governance Board.

By accepting these funds, the City can no longer operate the facility exclusively for residents of Desert Hot Springs. This agreement mandates serving a broader population, participating in the Homeless Management Information System (HMIS) and Coordinated Entry Systems (CES). HWSCoC will be requesting the Riverside County Board of Supervisors to award the agreement on January 30, 2024. If approved, it will be presented to City Council early February subsequent to the Riverside County Board of Supervisors meeting.

As an alternative to our current operation model, the City of Desert Hot Springs could adopt a subregional approach. If the City decides to do so, we will opt into participating in the HMIS and CES systems. This shift, while requiring adjustments, could potentially mean a lower fiscal risk and liability for the city. A subregional approach, backed by Riverside County CoC, would mean that the City would have shared risk and responsibility with neighboring cities. In addition to positioning the City at an advantage for future funding opportunities.

FISCAL IMPACT:

If HHAP funding is approved by the Board of Supervisors, the City of Desert Hot Springs will be allocated $416,219; to be expended by June 30, 2024.

ATTACHMENTS:
1) MVK Invoice 1
2) MVK Invoice 2
3) MVK Invoice 3
4) MVK Invoice 4
5) Greg Rodriguez - Presentation
6) County of Riverside Homeless Action Plan
7) City of Corona Homeless Strategic Plan
Item Number: 4.

RE: BillingMartha's Village & KitchenServicesConsult
Attached for your review and approval is a summ
ary
expen The from incurred of 9/1-10/17/2023.
ses
total of $49,462.54 relates to costs incurred to pr
o
vi
d
e
for Springs the unhoused servic Desert Hot in
es population.

Ifyou have any questions, please feel free to pho
ne
(760) 347 Ext.145. me at 4741
Sincerely,
)1///mm0/11/17I
V.P. of Finance
City of Dese
rt
HSpring
sot 11999 Palm
Desert Hot CA92240
Attn: City M
art
ha
Villag &|(760) www.MarthasVI|lage 5rgtchen 92201] 83-791 Indio 347 Date Ave, KCA4741 e
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Attached for your review and approval the month ofur spending for of October 2023. asu mm
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The total of $34,969.84 relates to costs during services Desert Hot the month prvide into Springs for the unhoused population.

Ifyou have any questions, please feel fr
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(760) Ext.145. me 347 toat phone 4741
Sincerely,
(7(///r11o’(/ OW?»/'
VP. of Finance
City of Dese
rt
Spring H
ot s 11999 Palm
Desert Hot CA92240
Attn: City M
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s
2023. the month Nvember ofur spending for of asu
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Ifyou have any questions, please feel fr
ee
(760) Ext.145. me 347-4741 at phon to
e
Sincerely,
7/1/m}u(I 0/(I//‘I’/’
V.P. of Finance
City of Dese
rt
Spring H
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Desert Hot CA92240
Attn: City M
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Ifyou have any questions, please feel fr
ee
(760) Ext.145. phon me 347 4741 toat
e
Sincerely,
(7 (lIIfh’rJ(I P/
V.P. of Finance
City of Dese
rt
HSprings
ot 11999 Pal
m Desert Hot CA92240
Attn: City M
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Auh: 2.am~.- Item Number: 4. Page 68 of 707
Housing and Workforce Solutions:

Homeless Strategic Plan
Board of Supervisors
May 2, 2023
Item Number: 4.

Process Overview
5 Year
Countywide
Strategic Action
Plan
Gaps Analysis
Need for new
comprehensive
plan
Formation of
New Department
Item Number: 4.

Gaps Analysis
Weekly Stakeholder Input
● Weekly planning meetings with BoG leadership.
● Two facilitated retreats with BoG, a half-day
retreat on December 19, 2019 and a full-day
retreat on February 26, 2020.
● A review of the following documents the Board
of Governance Charter, the County of Riverside
plan titled Ending Homelessness in Riverside
County, the CoC Written Standards, and the CoC
● Coordinated Entry Policies and Procedures.
● Stakeholder engagement that included an online
survey that was sent to the CoC listserv, one on
one interviews with key informants and two
focus group sessions.

Item Number: 4.

System Strengths
Creation
of the Housing and Workforce Solutions
Department.

Prevention
Program that targets the right populations
and has strong positive outcomes
Implementation
Of the new Homeless Management
Information System (HMIS)
Strong Response
to the COVID-19 Pandemic
Integration
Of the Coordinated Entry System (CES)
with the new HMIS.
05 01
02 03
04 Item Number: 4.

Challenge 1
A regionalized and
fragmented system
with underdeveloped
services and
infrastructure in
various parts of the
county.

Challenge 2
Differing approaches
to providing services
to persons
experiencing
homelessness that
make the system
difficult to access.

Challenge 3
Insufficient affordable
housing to the
extremely low-income
population.

Challenge 5
A need to provide
more services to key
populations like
chronically homeless,
individuals with mental
health and substance
use issues, older
adults/seniors, and
Traditional Aged Youth
(TAY).

Challenge 4
Insufficient Permanent
Supportive and Rapid
Rehousing
opportunities.

System Challenges
Item Number: 4.

Challenge 6
Significant barriers to
entry for people
experiencing
homelessness to
obtain housing in the
private rental market.

Challenge 7
Fragmented approach
to landlord outreach,
engagement, and
retention.

Challenge 8
The lack of flex funds
and funding for movein expenses.

Challenge 10
System flow where
entries into the system
outpace successful
exits leading to a net
gain in homeless.

Challenge 9
Ineffective crosssector integration and
alignment to address
the inflows to
homelessness.

System Challenges
Item Number: 4.

The Strategic
Action Plan
Guiding Principles ● System Level ● Uplifting Lived Experience ● Equity Centered ● Housing First ● Housing As A Human Right ● Person-Centered ● Moving Towards Functional Zero ● Outcome Focused Item Number: 4.

The Strategic
Action Plan
Goals
• Promote the development of 21,000 units
affordable to extremely low-income
population
• Increase the number (unit count) of
Permanent Housing Units by 75% from
baseline year (including Permanent
Supportive Housing [PSH] and Rapid ReHousing [RRH])
• Increase the number of clients that
successfully exit housing interventions,
including PSH and RRH by 25%
• Increase the number of clients that
successfully retain housing, including PSH
and RRH by 25%
• Over 50% of new housing placements
occur in opportunity neighborhoods/zip
codes with high social determinants
of health
• 100% of programs adhering to Riverside
CoC Policies and Procedures for PSH and
RRH
Item Number: 4.

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Prevent People from Experiencing 05 the Crisis of Homelessness ● Homelessness Prevention, Institutions/
Discharge Planning, Economic Instability, Race
Equity.

Expand and Ensure Equitable
Access to Permanent Housing in
Our Communities
04 ● Subpopulations, Lack of Sufficient Housing
Supports, Insufficient Affordable and
Homeless Housing, Housing Access.

Expand Communities Capacity to
Provide Safe and Effective
Sheltering and Interim Housing
03 ● Lack of low-barrier shelter and interim housing.

Equitably Address the Health,
Safety, and Services Needs of
People Experiencing Unsheltered
Homelessness
02 ● Differing outreach approaches and
underserved regions.

Strengthen System to Better 01 Prevent and End Homelessness ● Regionalization, Administrative Infrastructure,
Cross Sector Alliance, Data Integration and
Management, Service Provider Capacity.

The 5 Action Areas
Item Number: 4.

Action Area
Strategies
Item Number: 4.

1. Strengthen Leadership and Departmental Capacity

2. Improve County’s Ability to Track, Leverage, and
Manage Data

3. Implement Prioritization Framework to Address
System Flow

4. Utilize Funding Principles Informed by the
Prioritization Framework, Provider, City, and
Regional Government Performance, and Regional
Deficiencies and Needs

5. Strengthen Coordinated Access

6. Enhance Provider, City, and Regional Government’s
Capacity and System Infrastructure

7. Support Regional, Cross-Sector Alignment and
Partnership

8. Refine Communications Efforts Around
Homelessness in Riverside County

9. Expand Accountability to Clients

10. Develop Lived Experience Knowledge, Leadership,
and Decision-Making

11. Center Race Equity in Homeless Response
Strengthen
System to
Better Prevent
and End
Item Number: 4.

Homelessness

Equitably
Address the
Health, Safety,
and Services
Needs of People
Experiencing
Unsheltered
Homelessness

12. Increase Regional Capacity of Homeless Street
Outreach

13. Support the Health of People Experiencing
Unsheltered Homelessness through CrossDepartmental/Cross-Sector Supports

14. Improve Access for People Experiencing
Homelessness

15. Develop Countywide Encampment Management
Protocols

16. Support the Decriminalization of Homelessness

17. Develop Training for First Responders

18. Establish Key Resources for Special Populations
Experiencing Unsheltered Homelessness
Item Number: 4.

Expand Communities
Capacity to Provide
Safe and Effective
Sheltering and
Interim Housing

19. Increase the Number of Crisis Housing
Beds Regionally

20. Refine Crisis Housing Policies and
Procedures
Item Number: 4.

Expand and
Ensure
Equitable
Access to
Permanent
Housing in Our
Communities

21. Advocate for the Increased Production of Affordable Housing

22. Increase Permanent Supportive Housing Units and Capacity

23. Increase Rapid Rehousing Housing Units and Capacity

24. Develop Centralized Landlord Outreach, Engagement, and Retention Strategies

25. Innovate Approaches to Expand Existing Housing Stock

26. Increase Flexible Housing Funds

27. Address Housing Needs of Unique Subpopulations

28. Develop Strategies to Reduce Barriers for People
Experiencing Homelessness in Obtaining Housing and to
Increase the Speed of Lease-Up Process

29. Expand Housing Access to High Opportunity
Neighborhoods, With a Focus on Those with High Social
Determinants Of Health

30. Strengthen Approaches to Case Management

31. Leverage Housing Authority Division Resources for People Experiencing Homelessness

32. Continue to Advocate for Legislation Protecting Against Housing Discrimination in Housing Search Item Number: 4. Page 82 of 707

33. Increase Homelessness Prevention, Diversion, and
Mediation Services

34. Address Inflows of Homelessness Through CrossSector Collaboration, Discharge Planning, and Early Identification

35. Expand Opportunities to Achieve Financial
Stability/Economic Mobility Through Employment,
Education, Income Supports, and Wealth Generation
Programs and Services.

36. Reduce Reentries into Homeless Response System

37. Preserve Vulnerable Housing and Prevent Community
Displacement

38. Expand Protections for Renter/Tenants

39. Advocate for the Expansion of a Social Safety Net
Strengthen
System to
Better Prevent
and End
Homelessness
Prevent People
From
Experiencing
the Crisis of
Item Number: 4.

Keys to Success
1 Data Analysis and Performance
Measures
❖
System Performance Measures
❖
Housing Inventory Measures
❖
Process Measures
❖
Comprehensive Goals
2 Policy and Resources
❖
Legislation/Regulations
❖
Sustainable and scalable funding for
services, infrastructure and housing
3 Community Engagement
❖
Public Sector
❖
Private Sector
❖
CBO’s
❖
Communities
4 Reporting Out
❖
Ongoing Real-Time Dashboards
❖
Quarterly Board Reports
❖
Tell Our Story
Item Number: 4.

Alignment With
ATHOME
Accountability
Transparency
Housing
Outreach
Mitigation
Economic
Opportunity
Item Number: 4.

Questions?
Item Number: 4.

COUNTY OF RIVERSIDE

DEPARTMENT OF HOUSING

AND WORKFORCE

SOLUTIONS AND

CONTINUUM OF CARE

HOMELESS ACTION PLAN
HWS
E N GAG E . E N CO U RAG E . EQ U I P.

HOUSING AND

WORKFORCE

SOLUTIONS
Prepared by
January 2022
Item Number: 4.

2 / HOMELESS ACTION PLAN
Acknowledgments 3
Executive Summary 4
Letter From the Housing and Workforce Solutions Director 5 Letter From the CoC and Board of Goverance Chairs and Vice Chairs 5 Introduction 6
Guiding Principles 7
System Level 7
Uplifting Lived Experience 7
Equity Centered 7
Housing First 7
Housing as a Human Right 8
Person-Centered 8
Outcomes Focused 8
Moving Towards Functional Zero 8
Homelessness in County of Riverside 8
Findings from Gaps Analysis 10
System Strengths 10
System Challenges 10
Alignment with Existing Frameworks and Plans 11
Overview of Action Areas, Strategies, and Goals 12
Action Areas and Strategies 12
Five Year Regional Goals 13
Future State 13
Action Area 1: Strengthen System to Better Prevent and End Homelessness 14 Current Response 14
Proposed Strategies 14
Strategy 1: Strengthen Leadership and Departmental Capacity 14 Strategy 2: Improve County’s Ability to Track, Leverage, and Manage Data 15 Strategy 3: Implement Prioritization Framework to Address System Flow 15 Strategy 4: Utilize Funding Principles Informed by the Prioritization Framework, Provider, City, and Regional Government Performance, and Regional Deficiencies and Needs 16
Strategy 5: Strengthen Coordinated Access 16
Strategy 6: Enhance Provider, City and Regional Government’s Capacity and System Infrastructure 16
Strategy 7: Support Regional, Cross-Sector Alignment and Partnership 17 Strategy 8: Refine Communications Efforts Around Homelessness in Riverside County 18
Strategy 9: Expand Accountability to Clients 18
Strategy 10: Develop Lived Experience Knowledge, Leadership, and Decision-Making 19
Strategy 11: Center Race Equity in Homeless Response 19 Performance Metrics 20
Five Year Goals 21
Funding Principles 22
Action Area 2: Equitably Address the Health, Safety, and Services Needs of People Experiencing Unsheltered Homelessness 22
Current Response 22
Proposed Strategies 23
Strategy 12: Increase Regional Capacity of Homeless Street Outreach 23 Strategy 13: Support the Health of People Experiencing Unsheltered Homelessness through Cross-Departmental/Cross-Sector Supports 23 Strategy 14: Improve Access for People Experiencing Homelessness 24 Strategy 15: Develop Countywide Encampment Management Protocols 24 Strategy 16: Support the Decriminalization of Homelessness 25 Strategy 17: Develop Training for First Responders 25
Strategy 18: Establish Key Resources for Special Populations Experiencing Unsheltered Homelessness 25
Performance Metrics 26
Five Year Goals 27
Funding Principles 27
Action Area 3: Expand Communities Capacity to Provide Safe and Effective Shelter and Interim Housing 27
Current Response 27
Proposed Strategies 27
Strategy 19: Increase the Number of Crisis Housing Beds Regionally 27 Strategy 20: Refine Crisis Housing Policies and Procedures 28 Performance Metrics 29
Five Year Goals 30
Funding Principles 30
Action Area 4: Expand and Ensure Equitable Access to Permanent Housing in Our Communities 30
Current Response 30
Proposed Strategies 31
Strategy 21: Advocate for the Increased Production of Affordable Housing 31 Strategy 22: Increase Permanent Supportive Housing Units and Capacity 31 Strategy 23: Increase Rapid Rehousing Housing Units and Capacity 32 Strategy 24: Develop Centralized Landlord Outreach, Engagement, and Retention Strategies 32
Strategy 25: Innovate Approaches to Expand Existing Housing Stock 33 Strategy 26: Increase Flexible Housing Funds 33
Strategy 27: Address Housing Needs of Unique Subpopulations 33 Strategy 28: Develop Strategies to Reduce Barriers for People Experiencing Homelessness in Obtaining Housing and to Increase the Speed of Lease-Up Process 33
Strategy 29: Expand Housing Access to High Opportunity Neighborhoods, With a Focus on Those with High Social Determinants Of Health (SDOH) 34 Strategy 30: Strengthen Approaches to Case Management 34 Strategy 31: Leverage Housing Authority Division Resources for People Experiencing Homelessness 34
Strategy 32: Continue to Advocate for Legislation Protecting Against Housing Discrimination in Housing Search 34
Performance Metrics 35
Five Year Goals 36
Funding Principles 37
Action Area 5: Prevent People from Experiencing the Crisis of Homelessness 37 Current Response 37
Proposed Strategies 38
Strategy 33: Increase Homelessness Prevention, Diversion, and Mediation Services 38
Strategy 34: Address Inflows of Homelessness Through Cross-Sector Collaboration, Discharge Planning, and Early Identification 38 Strategy 35: Expand Opportunities to Achieve Financial Stability/Economic Mobility Through Employment, Educational, Income Supports, and Wealth Generation Programs and Services. 40
Strategy 36: Reduce Reentries into Homeless Response System 40 Strategy 37: Preserve Vulnerable Housing and Prevent Community Displacement 40 Strategy 38: Expand Protections for Renter/Tenants 40
Strategy 39: Advocate for the Expansion of a Social Safety Net 41 Performance Metrics 41
Five Year Goals 42
Funding Principles 43
Funding Sources 44
Collaborating Agencies/Departments 51
Partner Cities in County of Riverside Continuum of Care 52 Glossary 53
Exhibit A: Tabulated Riverside County Homeless Action Plan 54 Exhibit B: Transitional Aged Youth (TAY) Homeless Action Summary 73 Exhibit C: Family Homeless Action Summary 73
Exhibit D: Encampment Homeless Action Summary 74
Exhibit E: Veteran Homeless Action Summary 74
Exhibit F: Domestic Violence Homeless Action Summary 74 Exhibit G: Racial Equity Homeless Action Summary 74
Exhibit H: LGBTQIA+ Homeless Action Summary 75
Exhibit I: Older Adults/Seniors Homeless Action Summary 75 Exhibit J: Other Special Populations Homeless Action Summary 76

TABLE OF CONTENTS
Item Number: 4.

3 / HOMELESS ACTION PLAN

ACKNOWLEDGMENT
This Homeless Action Plan represents
the road map for the County of
Riverside, our partner cities, and
provider agencies to use as we move
to address the crisis of homelessness
in Riverside County. The development
of this plan, like the work being done
and that will be done to address
homelessness, has been an effort by
people and organizations across the
county. This plan could not have been
developed without the wholehearted
commitment of the those who
provided information for this plan, who
met with our consulting team, and who
provided the support for the plan.

We would like to take this opportunity
to thank all the people and
organizations that have helped to
create this Action plan. First and
foremost, I would like to thank the
leadership of the County of Riverside,
the leadership of the Continuum of
Care and the Board of Governance,
the incredible non-profit partners,
and the dedicated hardworking staff
of Housing Workforce Solutions
Department.

County of Riverside Board of
Supervisors:

Kevin Jeffries, District 1
Karen Spiegel, District 2
Chuck Washington, District 3
V. Manuel Perez, District 4
Jeff Hewitt, District 5
County of Riverside:

Jeffrey Van Wagenen, CEO
County of Riverside Continuum of
Care (CoC):

Greg Rodriguez, Chair
Karen Roper, Vice Chair
County of Riverside CoC Board of
Governance:

Tammy Marine, Chair
Leticia De Lara, Vice Chair
Department of Housing and
Workforce Solutions:

Heidi Marshall, Director
Carrie Harmon, Assistant Director
Michael Walsh, Deputy Director
Tanya Torno, Deputy Director
All Staff Members of the Department
of Housing and Workforce Solutions
All Cities and Local Governments in
the County of Riverside
All County of Riverside Continuum of
Care Members and Partners
Woven throughout this Homeless
Action Plan is the concept that ending
homelessness – a mission that can
only be carried out when all levels of
government, businesses, non-profit
organizations, faith-based community,
and the community at large in every
part of the County join together behind
a common vision. We hope that as we
read this Action Plan, we will all be
inspired to renew our commitment to
help in this important effort.

Item Number: 4.

4 / HOMELESS ACTION PLAN

EXECUTIVE

SUMMARY
The County of Riverside Continuum
of Care (CoC) has, over the past
few years, worked very hard to
recognize, quantify, and address
system needs and gaps. This work
is best highlighted by the creation
of the Housing and Workforce
Solutions Department (HWS). This
new department was formed with
the recognition that addressing
homelessness requires a systems
level approach, one that addresses
the myriad of factors that contribute
to homelessness.

The department continued its work
to recognize, quantify, and address
system needs and gaps by engaging
LeSar Development Consultants
(LDC) to add to the work they
had done in helping the Board of
Governance to develop a strategic
plan. As the first stage in the new
engagement, LDC produced a
Performance Assessment and Gaps
Analysis. That document looked at
the performance of the CoC through
both a qualitative and a quantitative
lens. The Performance Assessment
identified a number of system
challenges and strengths.

The second phase of the work for
LDC in the new engagement was to
produce a Homeless Action Plan that
enumerates actionable steps that
the CoC, the County, and its partners
can take to end homelessness
in Riverside County. The Plan is
based on the following five action
areas that are the basis for the
California Homeless Coordinating
and Financing Council’s Action
Plan for Preventing and Ending
Homelessness in California.

1. Strengthen System to
Better Prevent and End
Homelessness

2. Equitably Address the
Health, Safety, and
Service Needs of People
Experiencing Unsheltered
Homelessness

3. Expand Communities
Capacity to Provide Safe
and Effective Shelter and
Interim Housing

4. Expand and Ensure
Equitable Access to
Permanent Housing in Our
Communities

5. Prevent People from
Experiencing the Crisis of
Homelessness
Each action area has strategies
that, when implemented, will help
to achieve the goal of the action
area. In turn, each of the strategies
has goals and performance metrics
against which progress will be
measured. Taken together, the
plan has the pieces needed to help
shape, over the next five years,
the homelessness and supportive
housing response system in
Riverside County to make it possible
to end homelessness, by reaching
functional zero in Riverside County.

The plan is an ambitious one. It is
deliberately designed to address
one of the main themes that came
up in the performance assessment
– that the system reflects degrees
of disunity in the approach to
ending homelessness across the
region. This was characterized by
differing approaches to addressing
homelessness and disconnected
services, most notably in the
differing responses to outreach and
engagement. As the performance
assessment notes, this results in
a system that could be difficult to
navigate for people experiencing
homelessness and that may not be
as effective as it could be.

In order to impact this system
fragmentation, the CoC and
Riverside County will need
to address each action area
simultaneously. Changes in one
part of the system, like addressing
the availability of services in under
resourced areas, will require
changes in another part of the
system, such as the approach to
funding. Although the CoC could
decide to implement the plan in a
linear fashion, efforts will be much
more effective if they are done in
parallel across the five action areas.

LDC staff has had the opportunity
over the past two years to work
closely with the BoG, the leadership
of the CoC, and the staff of the newly
formed Department Housing and
Workforce Solutions. In that time,
we have seen the capacity of the
system grow enormously. Although
the Action Plan is ambitious, it is the
opinion of LDC that the Riverside
County Continuum of Care and its’
partners have the ability, the will, and
the capacity to implement it.

Item Number: 4.

5 / HOMELESS ACTION PLAN

LETTER FROM THE HOUSING AND

WORKFORCE SOLUTIONS DIRECTOR
Homelessness is one of the most
challenging and complex social issues
that we face today. To meet this
challenge, we must move forward
collectively, with a strong private-public
partnership committed to a shared
mission and vision. We must also
move forward with clear strategies and
goals that deliver the result we are all
looking for – an end to homelessness
within Riverside County.

As the Director of the Housing and
Workforce Solutions Department of
the County of Riverside, I am pleased
to share our most recent Homeless
Action Plan which will guide our work
onward. This plan is the culmination
of two years of comprehensive
planning led by LeSar Development
Consultants, the Board of Governance
and the Continuum of Care.

In this Homeless Action Plan, we
commit our energies to five action
areas which will define our focus
and programming. We believe that
these action areas will enhance the
homeless system of care, increase
shelter capacity and permanent
supportive housing units and will
significantly improve outcomes. I look
forward to working with all of you to
achieve these goals and to provide a
home for all of our homeless residents
in Riverside County.

Heidi Marshall
Director
Housing and Workforce Solutions

LETTER FROM THE CONTINUUM OF CARE &

BOARD OF GOVERNANCE CHAIRS & VICE CHAIRS
We are very pleased to be able to
present this Homeless Action Plan
to you. This Plan represents the
culmination of two years of work
with our dedicated homeless service
providers, county agencies, cities,
and regional governments. The
work to develop this plan has helped
the Board of Governance and the
Continuum of Care to continue their
evolution to become more guided by
data and focused on best practices
and outcomes.

We too would like to thank everyone
who has helped to create this Action
Plan, with a special acknowledgment
to the County of Riverside Board
of Supervisors for their support in
creating overarching systems to
address the crisis of homelessness
in the county. Additionally, this plan
would not have been possible without
the work of our incredible Housing and
Workforce Solutions management and
staff as well as the team from LeSar
Development Consultants.

Writing the Action Plan is just the
beginning. The real work comes with
the implementation of the goals and
strategies in the plan. This is a living
document, and we will only accomplish
the goals and objectives within this
plan through a collaborative approach
amongst public, private, and non-profit
organizations.

We are excited to start this work and
hope that you will join us in our efforts
to make this Action Plan a reality as,
without your help, we would never
be able to solve the homeless and
housing crisis we face. Together we
will make a difference and meaningful
impact on people’s lives in Riverside
County.

Greg Rodriguez
Chair
Continuum of Care
Karen Roper
Vice Chair
Continuum of Care
Tammy Marine
Chair
Board of Governance
Leticia De Lara
Vice Chair
Board of Governance
Item Number: 4.

6 / HOMELESS ACTION PLAN
The Riverside County CoC Homeless Action Plan
is designed to provide an actionable strategy
to preventing and ending homelessness within
Riverside County. This plan lays out the guiding
principles, action areas, performance metrics,
goals, funding sources, and collaborating
agencies necessary to achieving this goal. This
plan promotes evidence-based, person-centered
approaches to tailor and right-size the homeless
response to address the inflow, service delivery, and
outflow relevant to ending homelessness. The plan’s
regional approach will require ongoing partnership
with service providers, cities, regional governments,
and Riverside County.

Item Number: 4.

7 / HOMELESS ACTION PLAN

GUIDING PRINCIPLES
The County of Riverside’s homeless responses system is
driven by the following guiding principles. These guiding principles inform our understanding of, and guide our
response to, all aspects of our work. They are the foundation of our efforts to preventing and ending homelessness.

SYSTEM LEVEL
Ending homelessness in the County requires coordinated
efforts from multiple systems and sectors. We recognize that an effective homeless response prioritizes multisystem, cross-sector regional collaboration to address the inflows, service delivery, and outflows relevant to ending homelessness. Doing this requires key community
leaders to develop capacity and infrastructure around
county-level governance, strategic planning, and systems change to support the work toward the articulated goals.

UPLIFTING LIVED EXPERIENCE
The experiences of clients and people with lived
experience are legitimate and important primary data
sources, and their voices need to be included in the
planning and system design. We strive to move away
from a paternalistic system that assumes we know what
is best for individuals, families, and communities but
instead opens the dialogue for regular feedback and
partnership in planning and decision-making. Through
the development of systematized feedback mechanisms
that integrate the daily lived experiences of clients and their perspectives, we will begin to shift the normative culture to one that prioritizes clients’ perspectives as key data points on which to measure the quality and success of systems. By designing with the end-user in mind,
centering client experiences as important primary data
sources, including those most overrepresented in the
system, and increasing client agency in decisions, we can build a more effective, person-centered response. We, as a system, must be accountable for this input because it is a key to our success.

EQUITY CENTERED
Centering a homeless response system on the needs of
those most vulnerable and overrepresented within the
homeless population builds the capacity of the system to better respond to the needs of all people experiencing
homelessness. Black, Indigenous, and People of Color
(BIPOC) are significantly overrepresented in the homeless population, a legacy of historical and contemporary
structural racism. We will continue to center race
equity in our homeless response, disaggregate data
to better develop solutions, and look upstream at the
inflows and structural roots of homelessness. Alongside these strategies, we will apply a targeted universalism approach, which will set universal goals pursued by
targeted processes for specific groups to achieve those goals. Through these strategies, we will rebuild our
homeless response system to be anti-racist, ensuring
that our outcomes begin to dismantle these historical and contemporary legacies.

HOUSING FIRST
Housing ends homelessness. The Housing First Model
is an evidenced-based practice that prioritizes rapid
placement and stabilization in permanent housing without service participation requirements or preconditions for entry (such as sobriety, minimum income requirements,
criminal record, completion of treatment, participation in services or other conditions that create barriers to entry). Supportive services are offered to maximize
housing stability and prevent returns to homelessness.

Participation in these services is voluntary and based on the needs and desires of each person. We adhere to and
promote the Housing First philosophy in our work to end homelessness. We believe that housing should never be
preconditioned, and that, ultimately, a person is no longer homeless when they have a home.

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8 / HOMELESS ACTION PLAN

HOUSING AS A HUMAN RIGHT
We will continue to push for the goal that every person has a safe, stable, and affordable place to call home.

Our approach to housing is one that merges with a
human-rights based approach, which strives for equal
opportunity of all residents to adequate housing and
to healthy and sustainable communities. We support
proposals that move toward a rights-based approach
to housing, such as housing as an entitlement, and the
expansion of universal housing vouchers, both of which
could significantly move the needle towards addressing
housing instability and homelessness.

PERSON-CENTERED
We believe that all people deserve to be treated with
respect regardless of their housed status. Throughout
this document, we refer to “people experiencing
homelessness” and “clients” interchangeably. Demeaning
language like “the homeless” or “homeless people”,
attaches an individual, family, or community to their
situational housed status without acknowledging
their ability to change. We hope to position people
experiencing homelessness as individuals with agency,
decision-making, and dignity within a system that
provides services to them. We believe in the strengths
of people experiencing homelessness and will adopt
person-centered approaches that account for past
trauma, personal strengths, client confidentiality, and individual choice.

OUTCOMES FOCUSED
We embrace the value of creatively looking for solutions that expand on current best practices and personcentered approaches. We will measure our success not on our intentions, but on our outcomes to preventing and ending homelessness and creating healthy and equitable
communities for all.

MOVING TOWARDS FUNCTIONAL ZERO
Functional Zero recognizes that as long as there is
poverty, there will always be people who experience
homelessness or who are at risk of experiencing
homelessness. The functional zero approach describes
the situation in a community where homelessness
has become manageable — where the availability of
services and resources match or exceed the demand
for them from the target population. In a system that
has achieved functional zero, the inflow, the number of persons experiencing homelessness for the first time,
does not exceed the outflow, the number of persons
who gain access to permanent housing. When this
balance is achieved, the rate of persons experiencing
homelessness will be effectively or functionally zero.

HOMELESSNESS IN

COUNTY OF RIVERSIDE
According to the 2020 Point-in-Time (PIT) count, there
were 2,884 individuals experiencing homelessness
in Riverside County, a 3% increase from 2019 and

16.8% increase from 2015. About 75% of the individuals
counted in 2020 were unsheltered — sleeping in cars,
outdoors, or in other places not intended for human
habitation. From 2019 to 2020, there was a 5% increase
in unsheltered homelessness and a 5% decrease
in sheltered homelessness. There was also a 19.4%
decrease in chronic homelessness. Within the chronically homeless population, there was a 29% decrease
in the unsheltered population and a 68% increase
in the sheltered population. The overall increase in
homelessness from 2019 to 2020 may be due to the 13%
increase in the number of volunteers for the PIT count, in addition to increased engagement from leadership in
Riverside County.

Some residents of Riverside County are precariously
housed, doubled-up or living with friends or family, and are therefore vulnerable to falling into homelessness.

Although estimating the number of persons who are
precariously housed is difficult given current data, some signals are available. In Riverside County, 3.9% of the households are made up of non-relatives, and 12.1% are
made up of non-spouse, non-child family members. In
addition, 8.3% of occupied housing units in Riverside
County are occupied by more than one person. These
are indicators of households that are doubled up and are potentially precariously housed.

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9 / HOMELESS ACTION PLAN
The Riverside-San BernardinoOntario metropolitan area has one of the most severe shortages of
affordable homes in the country,
with only 18 affordable and
available homes per 100 renter
households. 58.6% of Riverside
County renters are considered
rent burdened by HUD, paying
more than 30% of household
income on rent.

The population of persons experiencing homelessness
in Riverside County includes families with children
and school-aged children, some of whom are going
unsheltered. 22,002 total public-school students, or

5.1% of the public-school system’s student population,
experienced homelessness in 2020. School districts
count children as experiencing homelessness when
they doubled up. There were 256 youth experiencing
unsheltered homelessness, a 41% increase from 2019.

This shift was accompanied by a 65% decrease in the
count of sheltered youth experiencing homelessness.

The population of persons experiencing homelessness
in Riverside County is disproportionately male, Hispanic, Black, and Native American. Males are overrepresented
in the population of persons experiencing homelessness
at 63%. 55% of the population of persons experiencing
homelessness in the PIT Count was classified as
Hispanic, compared to 48.9% in 2019 Riverside
County’s overall population. 18% were classified as
Black, compared to 7.8% in Riverside County’s overall
population. 2.5% of the homeless population was
classified as Native American, compared to 1.8% of
Riverside County’s overall population. 58% of the
homeless population were classified as White, compared
to 59.9% in Riverside County’s overall population.

Homelessness in Riverside County must be understood
in context of Riverside County’s overall lack of
affordable housing. The Riverside-San BernardinoOntario metropolitan area has one of the most severe shortages of affordable homes in the country, with
only 18 affordable and available homes per 100 renter
households. 58.6% of Riverside County renters are
considered rent burdened by HUD, paying more than
30% of household income on rent. This is higher than
state and national averages as, in the same year, 49.6% of American renters and 54.8% of Californian renters
were considered rent burdened.

Riverside County’s housing stock is mostly composed
of single family detached homes, which make up 68.3%
of the housing stock. Only 17.4% of the county’s housing stock is in a complex with 2 or more units, compared
to 31.4% at the state level and 26.3% at the national
level. Riverside County also has a rental vacancy rate of

4.8% and a homeowner vacancy rate of 1.9% compared
to state vacancy rates of 3.6% for rentals and 1.1% for homeowners.

Homelessness in Riverside County should also be viewed
in relation to poverty, economic inequality, and overall social vulnerability. The median household income in
Riverside County was $67,005, lower than the statelevel median household income of $75,235. 13.7% of all people in Riverside County had an income below the
federal poverty level. This percentage had been steadily decreasing for at least the past five years, falling from 2015’s 16.8%. Despite decreases in poverty, Riverside
County also had a 7.5% unemployment rate, higher than
the national’s 5.3% and the state’s 6.1%. In addition, the Agency for Toxic Substances and Disease Registry ranks
Riverside County as an area of high social vulnerability.

Calculating based off risk factors such as poverty,
income, minority status, language, age, and crowding,
the agency concluded Riverside County had a social
vulnerability index (SVI) score of .7939, with a score of 1 representing the highest possible social vulnerability.

The Southern California Association of Governments
allocated 167,351 total units to Riverside County in the 6th cycle Regional Housing Needs Assessment (RHNA).

Of these units, 41,995 were for very low-income, 26,473 were for low income, 29,167 were for moderate income,
and 69,716 were for above moderate income.

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10 / HOMELESS ACTION PLAN

FINDINGS FROM GAPS ANALYSIS
In preparation for the Homeless Plan, LDC conducted a Needs Assessment and Gaps Analysis of the County of Riverside (see appendix). The findings reflected below informed the County of Riverside’s Homeless Action Plan.

SYSTEM STRENGTHS
• Creation of the Housing and Workforce Solutions
Department
• A Prevention Program that targets the right
populations and has strong positive outcomes
• Implementation of a new Homeless Management
Information System (HMIS)
• Starting the integration of the Coordinated Entry
System (CES) with the new HMIS
• Strong response to the COVID-19 pandemic

SYSTEM CHALLENGES
• A regionalized and fragmented system with
underdeveloped services and infrastructure in
various parts of the county
• Differing approaches to providing services to
persons experiencing homelessness that make the
system difficult to access
• Insufficient housing affordable to the extremely lowincome population • Insufficient Permanent Supportive and Rapid
Rehousing opportunities
• A need to provide more services to key subpopulations, like Chronically Homeless, Individuals with Mental Illness, Individuals with Substance Use
Disorders, Older Adults/Seniors, and Transitional
Aged Youth (TAY)
• Significant barriers to entry for people experiencing homelessness to obtain housing in the private
rental market
• Fragmented approach to landlord outreach,
engagement, and retention
• The lack of flex funds and funding for move-in
assistance
• Ineffective cross-sector integration and alignment
to address the inflows into homelessness
• System flow where entries into the system outpace
successful exits, leading to a net gain of persons in
the homeless response system
Item Number: 4.

11 / HOMELESS ACTION PLAN

ALIGNMENT

WITH EXISTING

FRAMEWORKS

AND PLANS
In developing the Homeless Action
Plan, the Riverside County CoC
ensured alignment with existing
frameworks and plans at the
national, state, and regional level.

The Riverside County CoC Homeless
Action plan builds upon and expands
on these strategies and efforts.

The national framework set forth by
the United States Interagency Council
on Homelessness (USICH)- Home
Together: The Federal Strategic Plan
to Prevent and End Homelessness
is focused on strategies that will
support communities to make
homelessness a rare, brief, and
one-time experience. The Home
Together plan outlines key objectives,
like strengthening system capacity,
improving access to low barrier
shelter, streamlining coordinated
entry, rapidly moving people into
permanent housing, and preventing
returns to homelessness through
homelessness prevention and
targeting systems.

To achieve success, the Home
Together plan outlines that every
community must be able to:
• Quickly identify and engage
people at risk of and
experiencing homelessness
• Intervene to prevent people
from losing their housing and
divert people from entering the
homelessness services system
• Provide people with immediate
access to shelter and crisis
services without barriers to entry
if homelessness does occur
• Quickly connect people
experiencing homelessness to
housing assistance and services
tailored to their unique needs and
strengths to help them achieve
and maintain stable housing
In the development of the Riverside
County CoC Homeless Action
Plan, we have ensured that core
strategies and objectives outlined
in the Home Together plan were
included in our plan.

At the state level, the California
Homeless Coordinating and
Financing Council’s Action
Plan for Preventing and Ending
Homelessness in California
guides the State’s response to
homelessness to ensure it is rare,
brief, and one-time. The Action
Plan outlines key principles and
practices that include race equity,
lived experience, Housing First,
and balancing crisis response and
permanent housing solutions.

The Action Plan is divided into five
key action areas.

1. Strengthening Our System
to Better Prevent and End
Homelessness in California The
Action Plan focuses on racial
equity, including people with
lived experience, strengthening
interjurisdictional coordination,
and leveraging cross-sector
partnerships.

2. Equitably Addressing the Health,
Safety, and Services Needs
of Californians Experiencing
Unsheltered Homelessness To
address the needs of people
experiencing unsheltered
homelessness, the Action Plan
focuses on addressing health
and safety needs and increasing
access to State supported
services and supports.

3. Expanding Communities’
Capacity to Provide Safe and
Effective Shelter and Interim
Housing The Action Plan looks
to expand the availability of
housing-placement focused
shelter and interim housing.

4. Expanding and Ensuring
Equitable Access to Permanent
Housing in Our Communities
Using Housing First approaches,
development strategies, and
rental assistance programs, the
State will expand permanent
housing opportunities.

5. Preventing Californians from
Experiencing the Crisis of
Homelessness The Action Plan
will focus on reducing entries into
homelessness through institutional
alignment and providing targeted
homelessness prevention and
diversion services.

In developing the Riverside County
Homeless Action Plan, we oriented
the structure to directly align with the
California Homeless Coordinating
and Financing Council to ensure
that, as new initiatives come down
from the state, the County of
Riverside is well-positioned and
aligned in focus and strategies. Many
of the sub-strategies outlined in the
State’s Action Plan are expanded on
and made more relevant to the local
context within Riverside County.

To ensure effective alignment
regionally, the Riverside County
CoC has also incorporated existing
frameworks and plans from the
Riverside County CoC Board of
Governance (BoG) Strategic Plan,
plans from neighboring Counties
(San Diego and Los Angeles), and
local city plans.

The goals outlined in the Board of
Governance Strategic Plan have
been merged and incorporated
into the strategies of the Riverside
County Homeless Action Plan. The
BoG strategic goals include:
• Increase CoC participation
• Improve regional coordination and
collaborative efforts
• Streamline CoC structure and
committees
• Create a CoC Action Plan
• Create a Core Leadership Working
Body focused on Action Orientation
• Plan for the future
• Build capacity among providers,
cities, and regional governments
• Launch PR efforts around
homelessness, housing, and the CoC
• Use data more effectively
• Evaluate performance consistently
Many of these strategic goals are
directly included in Action Area 1:

Strengthen System to Better Prevent
and End Homelessness.

Item Number: 4.

12 / HOMELESS ACTION PLAN

OVERVIEW OF ACTION

AREAS, STRATEGIES,

AND GOALS
The vision of homelessness of the Riverside County CoC
Homeless Action Plan is to build toward a functional
zero system where homelessness is rare, brief, and nonrecurring.

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
available 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
their housing.

ACTION AREAS AND STRATEGIES
As described above, the Riverside County Homeless
Action Plan is aligned with the framework of the California Homeless Coordinating and Financing Council’s Action
Plan to Prevent and End Homelessness. The Homeless
Action Plan also incorporates the strategies of the County of Riverside CoC Board of Governance Strategic Plan
adopted in March 2020. The five action areas below
comprise the actions necessary to prevent and end
homelessness in Riverside County and move towards a
functional zero system.

1. Strengthen System to Better Prevent and End
Homelessness
• Strategy 1: Strengthen Leadership and
Departmental Capacity
• Strategy 2: Improve County’s Ability to Track,
Leverage, and Manage Data
• Strategy 3: Implement Prioritization Framework to
Address System Flow
• Strategy 4: Utilize Funding Principles Informed by
the Prioritization Framework, Provider, City, and
Regional Government Performance, and Regional
Deficiencies and Needs
• Strategy 5: Strengthen Coordinated Access
• Strategy 6: Enhance Provider, City, and Regional
Government’s Capacity and System Infrastructure
• Strategy 7: Support Regional, Cross-Sector
Alignment and Partnership
• Strategy 8: Refine Communications Efforts Around
Homelessness in Riverside County
• Strategy 9: Expand Accountability to Clients
• Strategy 10: Develop Lived Experience Knowledge,
Leadership, and Decision-Making
• Strategy 11: Center Race Equity in Homeless
Response

2. Equitably Address the Health, Safety, and Service
Needs of People Experiencing Unsheltered
Homelessness
• Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
• Strategy 13: Support the Health of People
Experiencing Unsheltered Homelessness through
Cross-Departmental/Cross-Sector Supports
• Strategy 14: Improve Access for People
Experiencing Homelessness
• Strategy 15: Develop Countywide Encampment
Management Protocols
• Strategy 16: Support the Decriminalization of
Homelessness
• Strategy 17: Develop Training for First Responders
• Strategy 18: Establish Key Resources for
Special Populations Experiencing Unsheltered
Homelessness

3. Expand Communities Capacity to Provide Safe and
Effective Shelter and Interim Housing
• Strategy 19: Increase the Number of Crisis Housing
Beds Regionally
• Strategy 20: Refine Crisis Housing Policies and
Procedures
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13 / HOMELESS ACTION PLAN

4. Expand and Ensure Equitable Access to Permanent
Housing in Our Communities
• Strategy 21: Advocate for the Increased Production
of Affordable Housing
• Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
• Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
• Strategy 24: Develop Centralized Landlord
Outreach, Engagement, and Retention Strategies
• Strategy 25: Innovate Approaches to Expand
Existing Housing Stock
• Strategy 26: Increase Flexible Housing Funds
• Strategy 27: Address Housing Needs of Unique
Subpopulations
• Strategy 28: Develop Strategies to Reduce
Barriers for People Experiencing Homelessness in
Obtaining Housing and to Increase the Speed of
Lease-Up Process
• Strategy 29: Expand Housing Access to High
Opportunity Neighborhoods, With a Focus on
Those with High Social Determinants Of Health
• Strategy 30: Strengthen Approaches to Case
Management
• Strategy 31: Leverage Housing Authority Division
Resources for People Experiencing Homelessness
• Strategy 32: Continue to Advocate for Legislation
Protecting Against Housing Discrimination in
Housing Search

5. Prevent People from Experiencing the Crisis of
Homelessness
• Strategy 33: Increase Homelessness Prevention,
Diversion, and Mediation Services
• Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
• Strategy 35: Expand Opportunities to Achieve
Financial Stability/Economic Mobility Through
Employment, Education, Income Supports, and
Wealth Generation Programs and Services.
• Strategy 36: Reduce Reentries into Homeless
Response System
• Strategy 37: Preserve Vulnerable Housing and
Prevent Community Displacement
• Strategy 38: Expand Protections for Renter/Tenants
• Strategy 39: Advocate for the Expansion of a
Social Safety Net

FIVE YEAR REGIONAL GOALS
The following goals are some of the key goals
highlighted throughout the remainder of the plan.

ACTION AREA
1 Total number of people
successfully exiting to housing
each month/year exceeds the
people entering homelessness
each month/year.

ACTION AREA
1 & 2
50% reduction in the length of
stay for people experiencing
homelessness on the streets
and in shelters, such as Street
Outreach (SO), Emergency
Shelter (ES), Safe Haven (SH), and
Transitional Housing (TH).

ACTION AREA
2, 3, & 5
75% reduction in the number of
people experiencing unsheltered
and sheltered homelessness
discharged from institutions or
re-entering from the homeless
response system.

ACTION AREA
3 25% increase in the number of
crisis housing beds (ES, SH, TH)
in the system, geographically
distributed.

ACTION AREA
4 Increase the number (unit count)
of Permanent Housing Units by
75% from baseline year (including
Permanent Supportive Housing
[PSH] and Rapid Rehousing
[RRH]).

ACTION AREA
5 75% reduction in the number
of people experiencing
homelessness for first time.

FUTURE STATE
As the Riverside County CoC continues to move toward
the goals outlined in this plan, it aims to right-size the homeless response system to ensure that homelessness
in Riverside County truly is rare, brief, and nonrecurring.

By consolidating leadership, supporting coordination,
and addressing regional gaps in services and
infrastructure, it will strengthen the system as a whole and build the capacity to better serve the population.

Services, resources, and infrastructure will be uniformly administered and distributed equitably across the region so that each subregion has the capacity to address
homelessness within their community to help meet larger regional goals.

A robust system of cross-sector alignment will open
new opportunities for collaboration and integration that will significantly increase the impact of the homeless
response system. Cross-sector initiatives will curb the inflows into homelessness, with targeted measures for
Item Number: 4.

14 / HOMELESS ACTION PLAN
early identification, effective discharge planning, and rapid supports when someone faces housing instability.

With advances in data integration and management, a
new cross-sector data system, anchored around a unique
identifier, could unlock new opportunities for equity
analysis, client choice, service utilization, automated connections, and preventative supports.

With new funding frameworks, Riverside County CoC
will right-size the homeless response to address the
system flow gap by decreasing inflows and increasing
successful outflows. By focusing on these strategies in tandem, it will also serve to strengthen the capacity of the system to respond to the housing and shelter needs
of the people experiencing homelessness. Increases
in prevention strategies, like preservation of vulnerable housing, tenant protections, economic stability supports, and the expansion of social safety net programs, will
effectively reduce the number of individuals, families, and communities from falling into homelessness.

By strengthening system capacity, it will significantly reduce the number of people experiencing unsheltered
homelessness. As crisis housing options become
radically accessible, it will eventually reduce some of the needs for homeless street outreach. Outreach services,
when necessary, will be focused on person-centered
engagement strategies focused on rapidly ending a
person’s housing crisis. If an individual does experience homelessness, there will be effective housing supports
in rapid rehousing, permanent supportive housing, and
other housing interventions to ensure that they can
quickly move into safe, decent, and affordable housing
in neighborhoods of their choosing. Through leadership, targeted strategies, and vital advocacy, the system can develop enough affordable units to both prevent and end homelessness.

ACTION AREA 1:

STRENGTHEN SYSTEM TO

BETTER PREVENT AND

END HOMELESSNESS

CURRENT RESPONSE
During the analysis of the system structure, stakeholders highlighted challenges in the regionalized and
fragmented nature of the system. This was characterized by contradicting approaches to homelessness,
geographic challenges, and the inconsistent
administration of direct services across each sub-region.

This fragmented approach produces challenges for
navigating people experiencing homelessness to access
consistent services and supports across the county.

Feedback from stakeholders often characterized access
to resources as being geographically siloed, with certain regions having critically underdeveloped resources in
outreach, shelter, and housing supports.

The inequitable development of services and
infrastructure across the system can be attributed in part to certain localities not funding homeless services or
housing solutions in their cities. Paired with the increases in people experiencing homelessness, this has led to
underdeveloped provider networks and system capacity,
placing an inequitable burden on those cities who had
invested in such programs or provider networks. The
plan’s regional approach will require ongoing partnership with service providers, cities, regional governments, and the County of Riverside.

Stakeholders highlighted that data integration and
management is underdeveloped and inconsistently
applied across the County of Riverside, creating system challenges for administrators to leverage data and
difficulties for clients navigating the system.

The creation of the Housing and Workforce Solutions
Department (HWS) has started the process to provide
the necessary leadership and structure to coalesce these fragmented approaches into a more unified framework
and to develop and uphold community-wide standards.

The consolidated department is now better positioned
to address other system challenges, like cross-sector
alignment, data integration and management, service
provider, city, regional government capacity, and regional advocacy.

PROPOSED STRATEGIES
Strategy 1: Strengthen Leadership and Departmental
Capacity
Leadership by the Housing and Workforce Solutions
Department (HWS) around the five focus areas, and
corresponding strategies will be important in achieving many of the goals outlined in this plan. To respond to the massive influxes of new funding from state and federal
programs, the CoC will continue to develop service
provider, city, and regional government capacity. HWS
will further develop its own administrative capacity
to support initiatives of the CoC. As leaders of the
system, HWS will be responsible for addressing system
capacity, evaluation, accountability, and advocacy. A key component of this leadership lies within the alignment of the goals and strategies of the CoC and BoG.
• Instill shared values into CoC culture and work to
increase CoC participation
• Gain deeper insight into CoC performance and adopt
a continuous improvement framework through the use
of data
• Develop system for monitoring progress of Homeless
Action Plan and other actions of the CoC
Item Number: 4.

15 / HOMELESS ACTION PLAN
• Continue to streamline the CoC structure &
committees in alignment with goals outlined in this
Homeless Action Plan
• Leverage political will of regional stakeholders over the adoption of priorities and goals outlined in this
Homeless Action Plan
• Develop internal operational capacity to support the
influx of new spending related activities like RFP
responses, HUD technical assistance, etc.
• Lead cross-sector initiatives around data-sharing and discharge planning
• Lead system mapping and regional coordination
• Spearhead the initiative to transform the county’s data capacity
• Lead in the development of new funding opportunities
with private, philanthropic, and public sources,
including cross-sector braiding of funding with
housing/homeless system resources
• Develop Riverside County CoC Policy Agenda
to address items like tenant protections,
decriminalization, etc.
• Refine and develop program specific guidance,
policies, procedures, and trainings to develop capacity regionally
• Support the enhancement/development of subregional infrastructure, specifically in subregions without developed infrastructure, to implement
Homeless Action Plan strategies
• Engage cities and tribal lands to implement goals
outlined in the Homeless Action Plan
Strategy 2: Improve County’s Ability to Track, Leverage, and Manage Data
Building a complete picture of a client’s movement within the homeless response system will require eliminating
data silos. This necessitates greater usage of HMIS/CES across the region and cross-department data sharing with the HWS division. Riverside County CoC will continue to establish processes that allow the CoC to govern and
improve data collection practices and evaluation system wide. Data-driven decision-making and strategic use of
resources will be essential for transforming our homeless services system.
• Increase the use of HMIS data for evaluating and
reporting on program and system outcomes
• Expand system and program level reporting to inform
funding and policy decisions
• Ensure that all contracts that fund services to address homelessness require participation in HMIS protocol,
trainings, monitoring, and procedures
• Expand services and programs in HMIS so that HMIS
is the main repository for all programs addressing
homelessness
• Create public-facing dashboards based on the goals
outlined in the Homeless Action Plan and System
Performance Measures
• Use data to assess the intersectionality of race,
ethnicity, disability, gender, and age within the
homeless response system across program types to
ensure equitable access and delivery of services for
overrepresented groups
• Refine mechanisms for improving HMIS data entry and
data quality, especially for front-line staff at shelters, day centers, and access centers where client turnover
creates challenges for data quality
• Develop mechanisms to track real-time availability of shelter and housing units within the system
• Develop reporting structure to report on key data
indicators at sub-regional and city specific level
Strategy 3: Implement Prioritization Framework to
Address System Flow
Implementing the strategies of the Homeless Action Plan will involve developing and adopting funding principles and a countywide prioritization framework that are rooted in the five action areas of the plan. Future funded projects will look to be aligned with a best practice model, such as the All Home California’s 1-2-4 Framework1
. In order
to address system flow, the homeless response system
needs to place an emphasis on reducing the inflows into homelessness and increasing the outflows, or exits, from homelessness. Currently, the County of Riverside has a
net gain, as inflows are outpacing outflows.

To correct for this system flow gap, the County of
Riverside and its partners will reorient the system’s
resources and investments to prioritize interventions
focused on reducing inflows through prevention activities and increasing outflows to permanent housing, with less prioritization on interventions intended to support interim solutions like emergency shelter. This prioritization
framework centers the need to invest in multiple
strategies simultaneously while recognizing that there will be regional variation in applying this framework. Some
cities or sub-regions that currently have underdeveloped capacity might need to frontload investments in interim solutions, like purchasing motels, while others will
orientate their investments in reducing inflows and
increasing outflows.

This document does not present specific percentages,
proportions, or funding allocations to be assigned to
each category, as they are not intended to be fixed, but instead, this framework represents a strategic shift in orientation and investments for all resources that address homelessness and its root causes that prioritize reducing inflows and outflows to end homelessness. The goal of
this prioritization framework is to right-size the system flow by decreasing the rate at which people become
homeless while reaching equilibrium of interim and
permanent housing resources.
1 www.allhomeca.org/regionalactionplan
Item Number: 4.

16 / HOMELESS ACTION PLAN
• Reducing Inflow: Root Causes and Homelessness
Prevention
- Curtailing the inflows into the homeless response
system will require addressing the root causes of
homelessness and preventing new individuals,
families, or communities from falling into
homelessness.
- Upstreaming solutions by developing equitycentered, regional, and cross-sector collaboration that focuses on preventing people from becoming
homeless through homelessness prevention
programs, preservation of vulnerable housing
and communities, tenant protections, and the
production of affordable housing, all of which will
begin to address the system flow.
• Increasing Outflow: Housing Solutions and Supportive
Services
- Housing solutions with corresponding supportive
services rooted in Housing First, like supportive
housing, rapid rehousing, and other flexible
housing subsidies and supports are necessary
tools to end homelessness.
• Supporting Interim Solutions: Interim and Emergency
Options
- Supporting the needs of unsheltered people
experiencing homelessness will be a critical
component to humanely addressing homelessness.

Strategy 4: Utilize Funding Principles Informed by the
Prioritization Framework, Provider, City, and Regional
Government Performance, and Regional Deficiencies
and Needs
When allocating new awards, the Riverside County
CoC’s Funding Principles will consider the prioritization framework, provider’s performance, and the gaps in
regional deficiencies. The Funding Principles, adopted by the CoC, are attached to each Action Area.

Aligning Funding
Additionally, the Riverside County CoC will work to align funding and strategies across all public sector entities.

The system will ensure that public funding aligns with
goals and strategies of this plan, will leverage the
commitments of private and philanthropic funders, and
will align investments to fill gaps and create greater
impact. The Riverside County CoC will develop the
infrastructure for public and private sectors to come
together regularly to discuss funding needs, strategies, and partnerships.
• Map out the number of units/interventions needed for
each component of prioritization
• Establish how to quantify and evaluate provider
performance
• Identify gaps in regional deficiencies across the system • Provide technical assistance and training opportunities and adapt program guidelines and guidance
• Expand partnerships with corporations, philanthropic
institutions, and individual donors to secure private
funding to reduce and prevent homelessness
Strategy 5: Strengthen Coordinated Access
The Riverside County CoC will need to continue to
strengthen the Coordinated Entry System (CES) across
Riverside County to ensure the system is equipped to
correctly identify and prioritize clients for housing and service interventions through a progressive engagement
approach.
• Evaluate and refine current system functionality,
including access, assessment, prioritization, and
matching/referrals to ensure that the system is
connecting the highest need, most vulnerable persons
in the community to available housing and supportive
services equitably
• Conduct an analysis of the VI-SPDAT, highlighting
areas of concern around equity, such as racial identity, gender identity, sexual orientation, etc., and identify whether it is the correct assessment tool for Riverside County CoC
• Evaluate, refine, and implement standardized
Riverside County CoC CES Policies and Procedures
• Increase housing and program resources connected to
CES by targeting and bringing onboard programs and
services currently operating outside of CES and HMIS
• Systematize CES reporting, accountability, and
evaluation, and align with the Homeless Management
Information System (HMIS)
• Integrate cross-departmental referrals into intake
processes, like standardized employment readiness
assessments that leads to appropriate linkages with
employment services or departments
• Integrate case conferencing component within CES
Strategy 6: Enhance Provider, City and Regional
Government’s Capacity and System Infrastructure
To address gaps in service provider, city, and regional government’s capacity and system infrastructure, the
Riverside County CoC will invest in increasing service
provider, city, and regional government’s capacity and
system infrastructure in under-resourced regions of the county, addressing the current regionalized response.

The County of Riverside will support homeless services
providers, cities, and regional governments in building capacity through training, technical assistance, and
learning collaboratives. The Riverside County CoC
will support cities and regional governments that are
investing in the CoC infrastructure by incentivizing city matching funds and city in-kind donations, thereby
maximizing Continuum of Care grant investments.

Providing this type of support and incentive to cities and regional governments will not only reward those entities Item Number: 4.

17 / HOMELESS ACTION PLAN
who are investing in addressing homelessness, but it will also encourage other cities to take steps to address the homeless issue.

Improving the service delivery of the region will also
require investments in the staff, working to improve the client experience and the health of the system. Staff
need to be appropriately compensated, work reasonable
hours, and receive regular training. The strains on
frontline service provider staff are compounded by the
fact that organizations tend to be resource constrained, which limits their ability to hire multidisciplinary teams that could meet the dynamic needs of clients with targeted
services. Given these factors, staff turnover is incredibly high, which has a significant impact on the system to
deliver services. System and resource knowledge is
difficult to develop without consistent staffing, which results in organizations that struggle to maintain
consistent procedures, practices, and partnerships, and which do not have the capacity to innovate and improve.

An investment in frontline staff, especially staff who
have lived experience, is simultaneously an investment
in client experience and system performance. Lastly,
there needs to be an increase in opportunities to hire
individuals with lived experience to bolster relationships and improve service offerings. Career pathways will be
developed to provide individuals with lived experience
the ability to join the workforce on a provider and
administrative level. Recognizing the essential role that frontline staff have in clients’ lives, Riverside County must develop mechanisms to staff up, train, and evaluate to
support the needs of clients.
- Explicit emphasis on racial equity and cultural
humility
- Workshops to identify common errors and mistakes
on CoC Grant Applications
- Workshops to identify common errors and mistakes
in performance reports and payment requests
- Presentations before City Councils on best
practices, good neighbor strategies, and leveraging
city resources with CoC resources
- Developing provider, city, and regional government
partnerships to fill gaps, enhance services, and
collaborate on grant opportunities
• Increase the capacity of providers to implement
tailored services, utilizing progressive engagement
and Housing First practices that are flexible and
responsive to the needs and priorities of individuals.

Ensure support for culture shift for providers
• Strengthen provider tables/forums and create learning collaboratives for more frequent capacity building
opportunities
• Promote hiring and retention practices to further
diversify system staff at all levels to better reflect
populations served. Track results of hiring practices
to ensure diversity and inclusion are expanded.

Encourage organizations to ensure that diverse staff
are not limited to entry-level positions but can access the full range of organizational leadership positions
• Improve investments in workforce development for
positions who provide direct homeless services by
partnering with universities and community colleges
to increase the scale and quality of homeless service
workers
Strategy 7: Support Regional, Cross-Sector Alignment
and Partnership
As inflows into the homeless response system increase,
so does the need for cross-sector components and
regional alignment necessary to ending homelessness.

When communities reach the limits of their ability
to optimize the homeless-service sector, there will
still be challenges that stand in the way of ending
homelessness. This cross-sector alignment initiative is necessary to curb the inflows of people entering the
homeless response system. Cross-sector initiatives with healthcare, behavioral/mental health, substance use
disorder, criminal justice, child welfare, juvenile justice, education, immigration, employment, land use, and
code enforcement will be developed with the goal of
seeking to end a person’s housing crisis before it begins.

These will be based on targeted measures for early
identification, effective discharge planning, and rapid supports when someone faces housing instability.

Riverside County will push to align procurement priorities, goals, deliverables, and timelines according to crosssystem or multi-jurisdictional policy priorities and to • Support service provider expansion to strengthen
regional deficiencies
• Develop/Refine CoC community standards/program
guidelines for all program types
• Enhance reporting and monitoring procedures to track
and support provider performance
• Develop training strategies to improve provider, city, and regional government’s capacity. Identify training
requirements and required competencies. Training
strategies include but are not limited to:

Item Number: 4.

18 / HOMELESS ACTION PLAN
develop and institutionalize mechanisms to inform and
shape cross-system, multi-jurisdictional policies, and
priorities. The Riverside County CoC will work to align funding across sectors.

The Riverside County CoC will look to support shared
frameworks and data sharing agreements to align metrics that are centered on customer experience, outcomes,
and cross-system policy priorities. Riverside County CoC will work to transform the homeless response system, by integrating data with cross-sector partners with the goal of building a client facing data collection infrastructure anchored by a unique identifier. Riverside County
CoC will facilitate working groups that aim to develop
the technology to interface with cross-departmental
agencies.
• Facilitate working groups around cross-sector/
departmental/multi-jurisdictional collaboration
• Ensure that each sub-region in Riverside County has
an effective regular meeting structure around issues
related to homelessness aligned with the Riverside
County CoC
• Implement unified approach for tracking
homelessness across mainstream, cross-sector
systems that touch or serve a large proportion
of homeless residents and identify ways to “flag”
homelessness and respond to “flags” in departmental
data systems by rapidly connecting clients to housing
and supportive services
• Identify the feasibility, costs, and legality of integrating and sharing data across disparate systems like
healthcare, behavioral/mental health, substance use
disorder, criminal justice, child welfare, juvenile justice, education, immigration, employment, land use, and
code enforcement
• Develop plans to address the feasibility, costs,
and legality of integrating and sharing data across
systems towards a central data lake that could spur
new opportunities in machine learning and client
ownership of data
• Develop standardized screening tools and related
protocols for identifying needs across systems and
connecting individuals to the right community-based
services
• Align strategic planning efforts, task force initiatives and planning committees across all system partners,
including all counties, cities, faith communities,
philanthropic and business sectors
• Identify internal staff responsible for cross-sector data sharing
• Investigate ways to improve client care coordination
through multidisciplinary teams that include the
healthcare, mental, and behavioral health sectors
• Strengthen partnerships with the state to increase
access to healthcare and supportive services.

Improve data sharing across providers, cities, regional governments, and systems to facilitate continuity of
care and integrated service delivery
Strategy 8: Refine Communications Efforts Around
Homelessness in Riverside County
An important part of the homeless response will be
obtaining the necessary buy-in from the public around
the efforts that Riverside County CoC is taking to
prevent and end homelessness. Due to the visibility of
unsheltered street homelessness and encampments, it
is important to proactively engage the public around the challenges, activities, and implementations of homeless programs and resources.
• Provide regular, coordinated public communication
to inform the public about actions underway, results
achieved, and ways to support those efforts
• Prepare public-facing educational materials and
articles based on data and information to educate the
public on challenges and activities, and to provide
updates on the implementation of programs and
resources
• Create public facing dashboards around performance
toward achieving adopted goals
• Designate a CoC spokesperson/PR representative to
manage CoC communications
• Expand public and private sector support for ending
and preventing homelessness through increased
community engagement. Create a business leaders
task force to establish goals and strategies for the
business community to support the strategic plan.

Areas of focus for the task force could include
fundraising, advocacy, job creation, and housing
access
• Create a countywide education/PR campaign/
communication strategy that increases awareness
about the causes and impacts of homelessness, the
ongoing efforts to end homelessness, and addressing
NIMBYism concerns
• As a part of a communications strategy, invest
in a client facing component that targets those
experiencing or at-risk of homelessness through
robust multi-media strategies to make access to
services intuitive and radically accessible
• Develop opportunities to include the voices of those
with lived experience
• Provide opportunities for action and compassion
among all residents, housed and homeless, through
advocacy, volunteerism, donations, and other
initiatives
• Increase community engagement and support for
affordable and supportive housing development
throughout Riverside County
Item Number: 4.

19 / HOMELESS ACTION PLAN
• Increase the visibility and expand the efforts of
successful initiatives that engage faith institutions
and individual congregants; initiatives could include
advocacy, recruitment of landlords, and hosting of day
centers, meals, shelter, and encampments
Strategy 9: Expand Accountability to Clients
True accountability to clients will be rooted in increasing client autonomy in decision-making. Currently, clients
do not have a role in determining their own service
paths or in shaping the system. System transformation
requires that clients have power throughout the system
to ensure the services, approaches, and outcomes meet
their stated needs. To become accountable to clients,
the Riverside County CoC must establish system-wide
structures and processes to prioritize client feedback as primary data points in the system. That process should be facilitated by a digital transformation process that makes it easier to integrate client data across services and
systems to improve experience, coordination, and the
ability of system administrators to identify and respond to strengths and weaknesses. This shift to client-centric metrics will represent an important change in how
quality and success are measured in this system and
bring it closer to representing the realities that clients experience.
• Develop processes and technology for clients to
provide feedback on services, with mechanisms to
apply feedback data toward service delivery and
process improvement
• Continue to develop a system where client choice is
paramount
• Ensure that new and existing programs develop within
this new framework
• When developing cross-sector data sharing, center
the efforts on the benefits to the client experience for people experiencing homelessness
• Work with data team to continue to adopt clientcentric metrics • Provide technical assistance and training
opportunities, and adapt program guidelines and
guidance
Strategy 10: Develop Lived Experience Knowledge,
Leadership, and Decision-Making
Riverside recognizes that integrating the voices of those with lived experience in decision making processes is
necessary to developing an effective, person-centered
system.
• Actively develop opportunities for persons with lived experience to participate in the development and
implementation of regional and sub-regional plans
• Expand the hiring of people with lived experience in
regular staff positions (not just peer support roles), and promote leadership development for people with lived
experience
• Develop peer certification trainings to prepare
individuals for peer support positions in the homeless
service system
• Encourage service providers to modify requirements
for specific positions to allow the substitution of lived experience in place of education or work experience
• Explore the benefit and feasibility of creating a Lived Experience Advisory Board
Strategy 11: Center Race Equity in Homeless Response
The Riverside County CoC will continue to strengthen
a race equity focused response. As the data suggests,
Black, Indigenous and People of Color (BIPOC) are
significantly overrepresented in the homeless population, a legacy of historical and contemporary structural racism.

The homeless response system also plays a role in
perpetuating inequities in service provision, access, and mobility. We will continue to center race equity in the homeless response, disaggregate data to better develop
solutions, and look upstream at the inflows and structural roots of homelessness. To achieve goals, we will apply a targeted universalism approach, which will set universal goals pursued by targeted processes for specific groups to achieve those goals. Through these strategies we will rebuild the homeless response system to be anti-racist, to ensure all people, especially people of color, have
equitable access and opportunity.
• Embed a racial equity lens into all homelessness and
housing decisions
• Develop a racial equity impact assessment that will
forecast and assess the impacts of new programs and
funding decisions
• Incorporate a focus on racial equity data, analysis,
and planned activities when submitting and reviewing
applications for funding
• Utilize HMIS to analyze data and create public-facing dashboards around racial inequities in experiences of
homelessness, provision of services, and outcomes
• Analyze whether housing outcomes and placements
perpetuate residential segregation
• Adapt program guidelines, policies, procedures
focused on racial equity
• Incorporate a focus on racial equity data, analysis,
and planned activities within applications for CoC
funded projects and analyze the data and information
gathered in response
• Create a plan to move forward on racial equity work
that will include system and programmatic actions
• Institute standardized cultural humility, trauma
informed care, and anti-racist trainings for CoC
programs and system partners
• Align racial equity work in the homelessness sector
with other racial equity initiatives in Riverside County Item Number: 4.

20 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

SYSTEM PERFORMANCE MEASURES
Strategy 5: Strengthen Coordinated Access Number days between referral and contact Various HUD reporting tools – System
Performance Measures Report,
Longitudinal Systems Analysis, Stella, and
others
Riverside County CoC Public Data
Dashboards
Strategy 5: Strengthen Coordinated Access Length of stay in shelter or street Strategy 2: Improve County’s Ability to Track,
Leverage, and Manage Data
Number of System Performance Measures/goals
of Homeless Action Plan reflected in public facing
dashboards
Strategy 2: Improve County’s Ability to Track,
Leverage, and Manage Data
Strategy 11: Center Race Equity in Homeless
Response
Number of programs with demographic data
disaggregated in public facing dashboards
Strategy 9: Expand Accountability to Clients Client program satisfaction results Strategy 3: Implement Prioritization Framework
to Address System Flow
Total number of people entering homeless each
month
Strategy 3: Implement Prioritization Framework
to Address System Flow
Total number of people exiting to housing each
month
Strategy 3: Implement Prioritization Framework
to Address System Flow
Total active people experiencing homelessness
each month

HOUSING INVENTORY MEASURES
Strategy 2: Improve County’s Ability to Track,
Leverage, and Manage Data
Real time shelter and housing unit inventory
reflected in public facing dashboards
Annual Housing Inventory Count Report,
Regional Housing Need Assessment, and
other real-time housing inventory tracking
mechanisms

PROCESS MEASURES
Strategy 5: Strengthen Coordinated Access Functionality of Coordinated Entry System Various Riverside County and Riverside
County CoC process reporting tools.

Some process measures will likely need
to include the creation of new tools and
reporting mechanisms
Strategy 5: Strengthen Coordinated Access Effectiveness of access, assessment, prioritization, and matching/referrals
Strategy 5: Strengthen Coordinated Access
Strategy 6: Enhance Provider, City, and Regional
Government Capacity and System Infrastructure
Number of programs/services adhering to
Riverside County CoC CES Policies and
Procedures
Strategy 2: Improve County’s Ability to Track,
Leverage, and Manage Data
Strategy 6: Enhance Provider, City, and Regional
Government Capacity and System Infrastructure
Percentage of programs/services integrated
within CES and HMIS
Strategy 7: Support Regional, Cross-Sector
Alignment and Partnership
Number of mainstream/cross-sector systems with
data sharing agreements or integrations with
homeless response system
Strategy 7: Support Regional, Cross-Sector
Alignment and Partnership
Number of mainstream/cross-sector systems
utilizing developed homeless tracking metrics
Strategy 6: Enhance Provider, City, and Regional
Government Capacity and System Infrastructure
Number of/participation trainings, learning
collaboratives, provider forums provided
Strategy 6: Enhance Provider, City, and Regional
Government Capacity and System Infrastructure
Program staffing/Caseload ratio per program,
Increase provider, city, and regional government
capacity
Strategy 10: Develop Lived Experience
Knowledge, Leadership, and Decision-Making
Strategy 11: Center Race Equity in Homeless
Response
Percentage of CoC and service provider staff
with Black, Indigenous and People of Color and
people with Lived Experience
Strategy 1: Strengthen Leadership and
Departmental Capacity
Strategy 7: Support Regional, Cross-Sector
Alignment and Partnership
Number of new positions created in response to
Homeless Action Plan, especially around crosssector alignment, and partnership Item Number: 4.

21 / HOMELESS ACTION PLAN

PROCESS MEASURES CONTINUED
Strategy 1: Strengthen Leadership and
Departmental Capacity
Strategy 8: Refine Communications Efforts
Around Homelessness in Riverside County
Riverside County CoC Policy Agenda
Various Riverside County and Riverside
County CoC process reporting tools.

Some process measures will likely need
to include the creation of new tools and
reporting mechanisms
Strategy 3: Implement A Prioritization
Framework to Address System Flow
Strategy 4: Utilize Funding Principles Informed
by the Prioritization Framework, Provider, City,
and Regional Government Performance, and
Regional Deficiencies and Needs
Allocation of Riverside County CoC Awards
reflecting units of “Reducing Inflow”, “Increasing
Outflow”, and “Supporting Interim Solutions”
Strategy 1: Strengthen Leadership and
Departmental Capacity
Strategy 4: Utilize Funding Principles Informed
by the Prioritization Framework, Provider, City,
and Regional Government Performance, and
Regional Deficiencies and Needs
Number of new opportunities generated through
private and philanthropic funding
Strategy 7: Support Regional, Cross-Sector
Alignment and Partnership
Number of active cross-sector or regional
working groups/partnerships
Strategy 11: Center Race Equity in Homeless
Response
Number of awarded programs/projects that
address racial equity
Strategy 11: Center Race Equity in Homeless
Response
Number of Riverside County CoC Policy and
Procedures that address racial equity
Strategy 8: Refine Communications Efforts
Around Homelessness in Riverside County Effectiveness of PR/Communication Campaign

FIVE YEAR GOALS
The following Five-Year Goals will be tracked utilizing various existing and new reporting tools. These tools may include but are not limited to: HUD Reporting Tools, Point in Time Count, System Performance Measures, Longitudinal Systems Analysis, Stella, Riverside County CoC Public Data Dashboards, Annual Housing Inventory Count, Regional Housing Need Assessment, other real-time housing inventory tracking mechanisms, and County and Riverside County CoC process reporting tools.
• Total number of people successfully exiting to housing each month/year exceeds the people entering homelessness each month/year
• 100% of the programs/services adhere to CES Policies and Procedures • 100% of programs/services are integrated within CES and HMIS • 50% reduction in the length of stay (SO, ES, SH, TH)
• System Performance Measures are reflected in public facing dashboards • 100% of data reports, dashboards, etc. have data disaggregated demographically • Disparities of Black, Indigenous and People of Color (BIPOC) experiencing homelessness are reduced across all program types
• Riverside County CoC has increased the number of active partnerships with cross-sector/mainstream systems • 100% of identified cross-sector/mainstream systems utilize developed homeless tracking metrics and processes • Riverside County CoC has an effective provider training, learning collaborative, provider forum schedule in place to develop service provider capacity regionally
• Riverside County CoC has adopted Policy Agenda
• Riverside County CoC tracks client program satisfaction results and uses them to inform decision making • Increases in Riverside County CoC staff that have lived experience and/or are Black, Indigenous and People of Color (BIPOC)
• 100% of awarded projects address racial equity disparities • 100% of CoC staff and service providers are trained in cultural humility, trauma-informed care, and anti-racist trainings
• Riverside County CoC Framework implemented to right-size system flow Item Number: 4.

22 / HOMELESS ACTION PLAN

FUNDING PRINCIPLES
• Invest in strategies and programs that support the
Homeless Strategic Action Plan, emphasizing the
expansion of system coordination, housing resources,
outreach, navigation, and supportive services and
provider, city, regional government, and system
capacity
• Invest in programs that demonstrate ongoing, longterm, or sustainable data-informed results that are consistent with benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach (HMIS, annual PointIn-Time Count, System Performance Measures, and CES By-Name List), invest in programs addressing
significant service gaps and priority needs by
targeting high-need communities, under-served
or hard to-serve geographic areas, or special
subpopulations, such as the chronically homeless,
individuals with mental illness and substance use
disorders, older adults/seniors, and Transitional Age
Youth (TAY)
• Strengthen equity-focused strategies, programs, and
partnerships that reduce racial disparities, support
equitable access to services and resources, and
produce equitable outcomes and communities
• Advance client-centered strategies, programs, and
partnerships that are informed by people with lived
experience of homelessness and provide legitimate
feedback mechanisms for clients experiencing
homelessness
• Support strategies to address regional inequities in
homeless response infrastructure, approaches, and
service delivery capacity. These include adopting
and implementing regional planning, coordination,
decision-making, data-sharing, and accountability
measures
ACTION AREA 2:

EQUITABLY ADDRESS

THE HEALTH, SAFETY,

AND SERVICES NEEDS OF

PEOPLE EXPERIENCING

UNSHELTERED

HOMELESSNESS

CURRENT RESPONSE
Stakeholder feedback from the Needs Assessment
and Gaps Analysis of the County of Riverside
highlighted differing regional approaches to outreach
and engagement, with some regions utilizing more
enforcement approaches and others implementing more
engagement approaches. Enforcement approaches
often highlighted a shortage of homeless street outreach services and/or mental and behavioral health services,
which results in law enforcement needing to respond
to homeless related crises. People experiencing
homelessness have far more positive outcomes when
engaging with homeless street outreach teams and
mental health crisis intervention teams than with law
enforcement. This emphasizes the need to further
invest these resources and increase the shift to the
decriminalization of the homeless response.

Stakeholders highlighted various challenges for people
experiencing unsheltered homelessness. The most
common challenge reported was the lack of sufficient
low-barrier shelter options across the county. In certain regions of the county, there are underdeveloped shelter response systems often resulting in the misalignment
of core homeless outreach duties, like shelter service
connection to law enforcement. This dynamic places
an inequitable burden on communities who already
have shelters in their communities. Second, outreach
service capacity needs to be expanded across the
county to cities that are currently under resourced. While services need to be expanded, this also calls for the
need to develop more uniform standards and operating
procedures for outreach and engagement across the
county, which shifts the responsibilities currently held by law enforcement in certain cities to homeless street outreach teams and mental health response teams.

Shifting the entity responding to homeless related
issues would be a continued step in decriminalizing the response to homelessness. The complexities of outreach
and engagement often come to a point when responding
Item Number: 4.

23 / HOMELESS ACTION PLAN
to encampments, which vary significantly from region to region, encampment to encampment. There currently is
not a unified approach to encampment management.

Additionally, accessing services can be difficult for people experiencing unsheltered homelessness, as shelter
programs in various parts of the county often require a referral from an organization. The HMIS Administrators
Council and CES Oversight Committee have adopted
a hybrid “No Wrong Door Approach”. Based on the
stated procedures of the current system, a homeless
individual or family can present at any homeless,
housing, and service provider in the geographic area or by accessing a mobile hotline. The CES Lead Agency
also highlighted that they have trained Navigators to
assist those presenting at any access point within the
geographic area. Despite these systems and processes
in place, however, stakeholders repeatedly highlighted
in interviews the challenges in accessing shelter beds.

Keeping staff informed and trained on access to various programs can be difficult given the regionalization,
high turnover among frontline staff, and changes in the processes. This lack of consistent and clear flow on how to access the services of the system puts the burden of navigating shelter and housing programs on individuals
experiencing homelessness.

There is a need to streamline connection to other vital services, including but not limited to: nutrition assistance, hygiene assistance, substance abuse care, transportation assistance, identification support, income, and benefits support.

PROPOSED STRATEGIES
Strategy 12: Increase Regional Capacity of Homeless
Street Outreach
As highlighted above, there are certain regions with
underdeveloped homeless street outreach networks.

This has led to fragmented outreach responses that are
more enforcement focused in some areas and more
engagement focused in other areas. The Riverside
County CoC will further enhance countywide street
outreach services by addressing the gaps in regional
variation to create a unified approach centered around
engagement, connection to services, harm reduction
strategies, and addressing the health, safety, and
service needs for people experiencing unsheltered
homelessness.

We know that the longer people remain unhoused, the
more it negatively effects their physical and mental
health, employability, and connection with support
networks. One of the key system components for
outreach services is to diminish the inflows into chronic homelessness and long-term homelessness. Establishing
consistent outreach across the county will reduce
the need for more intense housing interventions. The
Riverside County CoC will establish a proactive, nonpunitive, engagement focused, countywide response to homeless street outreach that focuses on reducing
entries into chronic homelessness and increasing street to housing placements.
• Create CoC Homeless Street Outreach Protocol with
regional stakeholder that include the standardization
of outreach practices, schedules, and engagement
strategies and corresponding training across all
outreach efforts
• Establish outreach coordination infrastructure in each sub-region
• Leverage person-centered, housing-focused case
management with enhanced training in evidence
based best practices (e.g., trauma-informed care,
critical time intervention, motivational interviewing,
and housing first strategies) for service delivery
• Develop encampment management and resolution
policies
• Increase access and safety for all to basic hygiene
resources, such as bathrooms, showers, and laundry,
that accommodate their self-identified race, gender
identity, gender expression, etc.
• Increase the number of free public transportation
options for people who are unhoused to access
services
• Expand the number of outreach teams and staff
to ensure appropriate coverage to all sub-regions
throughout the county, with specific emphasis on
under-resourced communities
• Further develop data initiatives to better track,
target, and ensure comprehensive, efficient, and
effective delivery of outreach and permanent
housing assistance for people experiencing chronic
homelessness
• Connect unsheltered individuals directly with rental
assistance with the understanding that shelter
or transitional housing is not a requirement for
unsheltered individuals working with outreach teams
to qualify for rental assistance
• Develop programs that support frequent users of
public systems, including hospitals, jails or prisons,
and shelters, and provide them with supportive
housing, significantly reducing returns to the streets
• Develop systems for mental health professionals to
intervene in place of law enforcement
• Identify technological strategies to enhance street
outreach coordination
Strategy 13: Support the Health of People Experiencing
Unsheltered Homelessness through CrossDepartmental/Cross-Sector Supports Meeting the health needs of people experiencing
unsheltered homelessness will require increased behavioral health, mental health, and substance use disorder services and housing supports from Riverside County and its
partners. The Riverside County CoC will need to leverage Item Number: 4.

24 / HOMELESS ACTION PLAN
cross-departmental/cross-sector collaboration to address regionalized service gaps for individuals with conditions related to physical health, Serious Mental Illness (SMI), and Substance Use Disorder (SUD).
• Identify strategies to improve ongoing connectivity
for clients referred for mental health services and/or
substance use services
• Support communities in implementing multi-agency,
multi-jurisdictional outreach and protective measures
addressing the health and safety needs of people
experiencing unsheltered homelessness
• Increase the number of mobile crisis teams with
clinical staff and expand their hours to support
individuals experiencing severe mental health and
substance use crises
• Increase the number of beds available for substance
use treatment and provide the follow-up supportive
services needed to prevent relapses
• Increase access to mental health treatment for people who are unhoused and struggling with mental illness
• Develop a plan to eliminate service access and
treatment gaps for unsheltered people struggling with
chronic and severe mental illness
• Improve health access for people experiencing
unsheltered homelessness, including through CalAIM
services like Enhanced Care Management and In Lieu
of Services
• Develop new, and enhance existing, partnerships
between behavioral health and social service
providers, neighborhood associations, cities, and
regional governments, including law enforcement and
other first responders. Engage partners in proactive
strategies that link individuals who are homeless
with housing and services with the additional goal of
reducing criminal justice system involvement
• Ensure adequate resources are available for proactive and consistent outreach efforts
• Develop multi-disciplinary teams that include
homeless street outreach, mental health services, etc.
• Ensure people living outside have adequate access to
basic needs
• Engage regional stakeholders to ensure appropriate
responses to persons living in vehicles and to ensure
adequate safe zones for people to park and receive
services while working towards housing
Strategy 14: Improve Access for People Experiencing
Homelessness
The Riverside County CoC currently utilizes a hybridized “No Wrong Door Approach,” meaning that a homeless
individual or family can present at any homeless housing and service provider in the geographic area or by
accessing a mobile hotline. A decentralized system is often difficult to navigate for individuals newly experiencing homelessness and makes administering prevention
assistance challenging. The number of locations, the
varied regional capacities, and the different agencies
conducting intakes and providing orientation to the
system often results in discrepancies, compromised data, and a wide range of client experiences. The Riverside
County CoC will need to continue to refine its hybridized “No Wrong Door Approach,” establishing access centers
across the region to serve as key nodes, or front doors, within the system. The Riverside County CoC will work to establish system access that is radically accessible to all. • Refine hybridized “No Wrong Door Approach” by
establishing Access Centers/Navigation Centers in
key subregions that are focused on providing access
to services with a focus on connecting to housing
• Enhance training, standard orientation messaging, and client facing materials to help people experiencing or
at-risk of homelessness understand what services and
resources are available to them and what the process
looks like to access services/housing across the CoC
• Develop a culture of housing-focused problem-solving
across all programs that serve as access points
(outreach, drop-in centers, access centers, navigation
centers, etc.)
• Streamline intake processes for individuals and
families experiencing homelessness, including a
review of the desirability of the VI-SPDAT through the
lens of equity
• Improve protocols for prioritization into emergency
shelter, interim housing, medical respite, etc. to ensure that bed availability is real-time
• Improve roles and responsibilities for assisting
clients in obtaining housing-related documentation,
like IDs, social security cards, proof of income, birth certificates, etc.
• Implement diversion/problem-solving conversations at
all points of entry
Strategy 15: Develop Countywide Encampment
Management Protocols
As part of the development of Homeless Street Outreach
Protocols, the Riverside County CoC will need to develop a Countywide Encampment Management Protocol. This
will include best practices in encampment management
and person-centered approaches.
• Enhance coordination between agencies engaging
people living in encampments to ensure consistent
and humane approaches to encampment resolution
across the county
• Coordinate between department and agencies to
create a coordinated encampment management
strategy
• As part of CoC Homeless Street Outreach Protocol,
establish guidance on Encampment Management and
Resolution Protocols
Item Number: 4.

25 / HOMELESS ACTION PLAN
• Engage cities and other local government entities to
utilize encampment guidance of CoC Homeless Street
Outreach Protocol
Strategy 16: Support the Decriminalization of
Homelessness
As part of the Riverside County CoC’s commitment
to racial equity and a person-centered approach, the
Riverside County CoC will also support policies that
move towards the decriminalization of homelessness.

Black, Indigenous and People of Color (BIPOC) are
disproportionately affected by homelessness and are
disproportionately represented in the criminal justice
system. Moving towards a decriminalized system will
decrease the likelihood of further trauma, decrease
time spent outdoors, and reduce criminal charges that
are often barriers to housing, employment, and other
resources. Not prosecuting chronically or unsheltered
homeless people for minor offenses reduces the
likelihood that police officers and other system
officials will attempt to arrest or institutionalize people experiencing unsheltered homelessness and may reduce
interactions between police and people experiencing
homelessness overall. Homeless Courts are also another
key strategy to resolve these barriers through voluntary, individualized action to satisfy fines, fees, and case
dismissal. The County of Riverside should continue to
push for alternatives to criminalization policies that are focused on engagement and housing.
• Develop Homeless Street Outreach Protocols to
compliment decriminalization advocacy
• Advocate for decriminalizing homelessness responses
across the county and state that include preadjudication and sentencing alternatives to minimize involvement of people experiencing homelessness in
criminal justice system
• Develop processes to ensure greater collaboration
between judicial agencies and local alternative courts
like Homeless Court and pre-booking diversion
resources
• Ensure that Riverside County does not
disproportionately enforce existing county ordinances
against homeless individuals and families
• Develop an inclusive approach to public space
management with non-punitive policies
Strategy 17: Develop Training for First Responders
First responders, like emergency medical services, fire, and law enforcement, frequently respond to homeless
related emergencies. In moving towards a responsive,
engagement-focused outreach system, the Riverside
County CoC will also need to engage and train first
responders in integrating evidence based best practices (e.g., trauma-informed care, critical time intervention, motivational interviewing, and housing first strategies) for service delivery. The Riverside County CoC will
work in partnership with first responders to develop
targeted trainings and protocols for first responders
when engaging people experiencing unsheltered
homelessness on streets or encampments.
• Co-develop protocol for first responders when
engaging people on the streets and encampments
with key considerations when engaging with key
subpopulations (survivors of domestic violence,
individuals with Severe Mental Illness (SMI) or
Substance Use Disorder (SUD), Transitional Aged
Youth (TAY), older adults/seniors, and dependent
adults)
• Ensure that the first responder training and protocol is in alignment with CoC initiated Homeless Outreach
Strategy and Encampment Protocols
• Co-design and implement outreach training for first
responders that focuses on evidence based best
practices in homeless street outreach and service
coordination
Strategy 18: Establish Key Resources for Special
Populations Experiencing Unsheltered Homelessness
There are specific subpopulations of people experiencing unsheltered homelessness that will need additional
considerations and resources to address their health,
safety, and service needs. This will include unsheltered chronically homeless, individuals with Severe Mental
Illness (SMI), individuals with Substance Use Disorder
(SUD), Transitional Aged Youth (TAY), high utilizers of emergency services, survivors fleeing domestic violence, families, and older adults/seniors.
• Refine specific policies and procedures as it relates to needs of unsheltered chronically homeless
• Refine specific policies and procedures as it relates to needs of unsheltered individuals with Severe Mental
Illness (SMI)
• Refine specific policies and procedures as it relates to needs of unsheltered individuals with Substance Use
Disorder (SUD)
• Refine specific policies and procedures as it relates to needs of unsheltered Transitional Aged Youth (TAY).
• Refine specific policies and procedures as it relates to needs of unsheltered high utilizers of emergency
services
• Refine specific policies and procedures as it relates to needs of unsheltered survivors fleeing domestic
violence
• Refine specific policies and procedures as it relates to needs of unsheltered families
• Refine specific policies and procedures as it relates to needs of unsheltered older adults/seniors
• Refine specific policies and procedures as it relates to needs of unsheltered LGBTQIA+ individuals
Item Number: 4.

26 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

SYSTEM PERFORMANCE MEASURES
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Strategy 18: Establish Key Resources for
Special Populations Experiencing Unsheltered
Homelessness
Number of people experiencing unsheltered
homelessness at a point in time and month to
month, including key subpopulations
Various HUD reporting tools – System
Performance Measures Report,
Longitudinal Systems Analysis, Stella, and
others
Riverside County CoC Public Data
Dashboards
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Strategy 13: Support the Health of People
Experiencing Unsheltered Homelessness
through Cross-Departmental/Cross-Sector
Supports
Strategy 14: Improve Access for People
Experiencing Homelessness
Length of time a person remains homeless (street
and shelter)
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach Successful placement from Street Outreach Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Number of permanent housing placements from
Street Outreach
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Number of successful contacts with people
experiencing unsheltered homelessness
Strategy 15: Develop Countywide Encampment
Management Protocols Number of encampments
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Number of people entering into chronic
homelessness
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Geographic distribution of people experiencing
unsheltered homelessness (including
encampments)
Strategy 18: Establish Key Resources for
Special Populations Experiencing Unsheltered
Homelessness
Number of people experiencing unsheltered
homelessness discharged from mainstream
institutions or re-entering from homeless
response system.

Strategy 14: Improve Access for People
Experiencing Homelessness
Geographic distribution of housing access in to
CES
Strategy 14: Improve Access for People
Experiencing Homelessness
Demographics of people experiencing
homelessness utilizing access and outreach
services

PROCESS MEASURES
Strategy 12: Increase Regional Capacity of
Homeless Street Outreach
Geographic distribution and make-up of
homeless street outreach teams/programs
Various Riverside County and Riverside
County CoC process reporting tools.

Some process measures will likely need
to include the creation of new tools and
reporting mechanisms
Strategy 16: Support the Decriminalization of
Homelessness
Strategy 17: Develop Training for First
Responders
Number of emergency calls, citations, arrests
made by law enforcement for homeless related
disturbances.

Strategy 18: Establish Key Resources for
Special Populations Experiencing Unsheltered
Homelessness
Number of successful referrals to support
services (mental health, employment, hygiene,
nutrition, etc.)
Item Number: 4.

27 / HOMELESS ACTION PLAN

FIVE YEAR GOALS
The following Five-Year Goals will be tracked utilizing various existing and new reporting tools. These tools
may include but are not limited to: HUD Reporting Tools, Point in Time Count, System Performance Measures,
Longitudinal Systems Analysis, Stella, Riverside County CoC Public Data Dashboards, Annual Housing Inventory
Count, Regional Housing Need Assessment, other realtime housing inventory tracking mechanisms, and County and Riverside County CoC process reporting tools.
• 50% reduction in the number of people experiencing
unsheltered homelessness at a point in time and
month to month, including key subpopulations across
all regions
• 50% reduction in the length of stay (SO, ES, SH, TH)
• 50% increase in successful housing placement from
street outreach
• 25% reduction in the number of emergency calls,
citations, arrests made by law enforcement for
homeless related disturbances
• 75% reduction in the number of people experiencing
unsheltered homelessness discharged from
institutions or re-entering from the homeless response
system
• Resources are uniformly accessible across
Riverside County regardless of sub-region or client
demographics, reflected in CES access data
• 50% increase in successful street outcomes
• Riverside County CoC has adopted Homeless Street
Outreach Protocol, including First Responder Training
and Encampment Management

FUNDING PRINCIPLES
• Invest in multi-agency, multi-jurisdictional solutions to address the health, safety, and housing needs of
people experiencing unsheltered homelessness and
staying in encampments.
• Participate in the development of CalAIM initiatives
that seek to extend a whole person care approach
through the Enhanced Care Management and In Lieu
of Services to serve people experiencing unsheltered
homelessness.

ACTION AREA 3: EXPAND

COMMUNITIES CAPACITY

TO PROVIDE SAFE AND

EFFECTIVE SHELTER AND

INTERIM HOUSING

CURRENT RESPONSE
Presently there are not enough year-round beds in
the Riverside Homeless Response system to provide
adequate temporary shelter or interim housing to people experiencing unsheltered homelessness. This was
supported by data reflected in Housing Inventory Count
and HMIS data underline the increase in unsheltered
homelessness.

Stakeholder reported the shelter and interim housing
options available as being inaccessible and hard to
navigate for people experiencing homelessness. In
addition to the system fragmentation, other stakeholders described the inaccessibility reflected in the policies of shelters themselves that place additional barriers
on people experiencing homelessness, such as no
accommodations for couples, no pets allowed, or
curfews.

The COVID-19 pandemic brought new challenges to the
region’s shelter response. Despite these challenges,
however, stakeholders highlighted successes that can
be expanded on. The region was able to leverage
state-level resources, like Project Roomkey and Project Homekey, to secure hotel and motel rooms for vulnerable people experiencing homelessness. Because of these
innovative programs, providers noted that there was an
increase in the capacity of low barrier non-congregate
shelter options for people experiencing homelessness.

With the threat of the pandemic on people experiencing
homelessness, there was increased collaboration and
problem solving between various agencies to get those
most vulnerable into shelter.

PROPOSED STRATEGIES
Strategy 19: Increase the Number of Crisis Housing
Beds Regionally
In order to meet the needs of people experiencing
unsheltered homelessness, the Riverside County CoC will need to expand the number of crisis housing beds across the region. Through various funding sources and models, including new CalAIM programs and Project Homekey

2.0, the Riverside County CoC will need to increase the number of crisis housing (ES, SH, TH) units to meet the Item Number: 4.

28 / HOMELESS ACTION PLAN
system needs. As described earlier, to reduce the entries into chronic/long-term homelessness, which is more
costly, the Riverside County CoC will ensure coordinated access and a housing focus to ensure throughputs into
the system.
• Create more crisis housing, which includes emergency
shelter, interim housing, medical respite, domestic
violence shelters, faith-based shelters, family shelters, transitional housing, stabilization beds, recuperative
care beds, and motel vouchers to meet the specific
needs by population and region
• Develop and advance CalAIM proposals seeking to
extend statewide the service options available under
Whole Person Care and Health Homes Program
through the Enhanced Care Management program
and In Lieu of Services care coordination and housing
services to better address the health care needs of
people who are staying in shelter and interim housing
sites
• Ensure that there are more public services in
neighborhoods developing crisis housing to meet
community needs
• Ensure that crisis housing account for the unique
needs of specific subpopulations
• Mobilize Homekey resources and other funding
sources to support acquisition of sites for use as crisis housing
Strategy 20: Refine Crisis Housing Policies and
Procedures
The Riverside County CoC will further refine the policies and procedures of crisis housing, which includes
emergency shelter, interim housing, medical respite,
domestic violence shelters, faith-based shelters, family shelters, transitional housing, and motel vouchers to be radically accessible, low-barrier, and housing focused.

The Riverside County CoC will assess the current state
of crisis housing, reform policies and procedures, build capacity in certain regions, and develop real-time bed
availability.
• Assess crisis housing coordinated entry and referral
patterns to identify regional gaps and under resourced
crisis housing capacity
• Ensure that shelter access is equitable through review of data
• Refine best practices for crisis housing that focus
on accessibility and are low barrier. Barriers can
include lack of privacy, sobriety, curfews, engaging in treatment, animal policy, storage, couples, people of
non-binary gender identity
• Move towards a system where shelters are open 24/7
• Establish system wide procedures to track and utilize real-time crisis housing bed availability
• Assess and refine policies and procedures to ensure
that crisis housing is centered on housing-focused
problem-solving
• Provide technical assistance and guidance that will
support the continued application of Housing First
practices, including lowered barriers and housingfocused services and supports, within shelter and interim housing programs
• Ensure that policies and procedures account for the
unique needs of specific subpopulations: Transitional
Aged Youth (TAY), high utilizers of emergency
services, survivors fleeing domestic violence, families, and LGBTQAI+
Item Number: 4.

29 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

SYSTEM PERFORMANCE MEASURES
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Number of people experiencing sheltered
homelessness at a point in time and month to
month, including key subpopulations
Various HUD reporting tools – System
Performance Measures Report,
Longitudinal Systems Analysis, Stella, and
others
Riverside County CoC Public Data
Dashboards
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Demographics of people utilizing crisis housing
options
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Length of time a person remains homeless (ES,

SH, TH)
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Number of successful housing placements from
crisis housing
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Percent of returns to homelessness in 6, 12, and
24 months for people connected to crisis housing
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Number of people experiencing sheltered
homelessness discharged from institutions or reentering from homeless response system

HOUSING INVENTORY MEASURES
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Number of crisis housing beds in the system and
geographic distribution Annual Housing Inventory Count Report, Regional Housing Need Assessment, and
other real-time housing inventory tracking
mechanisms
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Crisis housing bed utilization

PROCESS MEASURES
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Number of successful referrals to support
services (mental health, employment, hygiene,
nutrition, etc.)
Various County and Riverside County CoC
process reporting tools. Some process
measures will likely need to include
the creation of new tools and reporting
mechanisms
Item Number: 4.

30 / HOMELESS ACTION PLAN

FIVE YEAR GOALS
The following Five-Year Goals will be tracked utilizing various existing and new reporting tools. These tools
may include but are not limited to: HUD Reporting Tools, Point in Time Count, System Performance Measures,
Longitudinal Systems Analysis, Stella, Riverside County CoC Public Data Dashboards, Annual Housing Inventory
Count, Regional Housing Need Assessment, other realtime housing inventory tracking mechanisms, and County and Riverside County CoC process reporting tools.
• 100% of crisis housing adhere to CoC Policies and
Procedures
• 25% increase in the number of crisis housing beds
(ES, SH, TH) in the system, geographically distributed
• Increase in the ratio of sheltered to unsheltered
homelessness at a point in time and month to month,
including key subpopulations
• 50% reduction in the length of stay in crisis housing (ES, SH, TH)
• 50% increase in the number of successful housing
placements from crisis housing
• 75% reduction in the number of people experiencing
unsheltered homelessness discharged from
institutions or re-entering from homeless response
system

FUNDING PRINCIPLES
• Invest in innovative approaches to expand the supply
of safe, humane, housing-placement focused shelter
and interim housing models, like Project Homekey/
Roomkey for people experiencing homelessness
• Expand alignment and engagement of healthcare,
behavioral health, mental health, and substance
use disorder resources in efforts to address
health disparities and service needs among
people experiencing unsheltered and sheltered
homelessness
ACTION AREA 4: EXPAND

AND ENSURE EQUITABLE

ACCESS TO PERMANENT

HOUSING IN OUR

COMMUNITIES

CURRENT RESPONSE
The shortage of affordable housing is a core driver of the County of Riverside’s homelessness crisis. Low vacancy
rates, rising rents, low incomes, precarious employment, and a lack of effective social safety nets are all significant contributors to homeless system pressures. The impact
of this housing shortage is reflected by challenges of
people experiencing homelessness in obtaining housing.

Due to the shortage of housing, people experiencing
homelessness sometimes spend months or longer on
waitlists, searching for suitable units, which exacerbate not only their social and economic instability but also their physical and behavioral health conditions. Research has shown that the increased instability that people
experience while waiting for housing directly undermines their ability to achieve long-term stabilization and leads to an increased utilization of services.

A major step in solving homelessness is ensuring that
every extremely low-income (ELI) household has access
to a home they can afford. Currently in Riverside County, there is a gap of roughly 38,000 homes affordable
to ELI households, those earning 30% or less of
Area Median Income (AMI), the group most at risk of
homelessness. According to two methods of analysis,
Riverside County will need an additional 21,000 to
46,000 homes affordable to ELI households to address
the homelessness crisis for those currently experiencing homelessness and those facing housing instability.

The RHNA estimate of 21,000 is primarily a production
goal, meaning it represents the number of homes that
must be built. This goal can only be met primarily by
producing new homes or converting existing buildings—
such as motels, offices, or commercial buildings—into
housing. Each locality’s RHNA is based on a number
given to each region from the state, and then distributed across the region by Southern California Association
of Governments (SCAG). The need of about 46,000
additional homes affordable to ELI households does not
need to be met by new construction of ELI-affordable
units alone. It can be met in a variety of ways, including new construction, maintaining affordability, and reducing cost of housing. This 46,000-unit threshold will secure Item Number: 4.

31 / HOMELESS ACTION PLAN
enough stable, decent, and affordable housing for those most at-risk of homelessness. This reflects a critical
need to increase the development of affordable housing
solutions in the region.

When looking at housing interventions, Permanent
Supportive Housing (PSH) and Rapid Rehousing
(RRH) need to be further scaled up to meet the need.

This will require supportive strategies in streamlining development and increasing housing stock. Stakeholders
highlighted other challenges of the housing response
like the accessibility of Housing Choice Vouchers, a
fragmented approach to landlord outreach, engagement,
and retention, and the unavailability of flex funds,
shallow subsidies, and funding for move-in assistance.

In feedback from stakeholders, they described that the
housing stock of certain cities’ is largely inaccessible to people experiencing homelessness, underlining the
need to better track housing outcomes geographically to ensure equitable access and opportunity.

When looking at key subpopulations, stakeholders
described that Chronically Homeless, Individuals with
Mental Illness, Individuals with Substance Use Disorders, Older Adults /Seniors, and Transition Aged Youth (TAY)
had inadequate resources or services available to them
in Riverside County.

The County of Riverside CoC will work with cities and
community partners on a multipronged approach that
implements innovative approaches, provides critical
support services, and expands housing stock.

PROPOSED STRATEGIES
Strategy 21: Advocate for the Increased Production of
Affordable Housing
There currently is a shortfall of units available for
the extremely low-income population in the County
of Riverside. In order to address the housing and
homelessness crises, the County of Riverside will
need to work towards developing and implementing
a strategy to build enough affordable housing to meet
the region’s housing needs. The Riverside County
CoC, alongside other regional partners, will need to
identify and coordinate clear unit production goals
and targets. This will require the County of Riverside
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.
• Advocate for federal, state, county, and local policies and funding to increase and preserve affordable
housing for households earning below 30% Area
Median Income (AMI)
• Pursue lower-cost housing typologies, like tiny homes, accessory dwelling units, mobile homes, hotel and
motel conversions, prefabricated modular housing,
and shipping containers, and innovative housing and
financing models
• Identify feasibility to develop affordable and
supportive housing on underutilized state, county, and
city owned land
• Ensure Riverside County utilizes full funding
opportunities from the federal and state governments
for housing development
• Advocate for inclusionary housing policies, up zoning, and infill development
• As part of communication strategy, develop strategies to address NIMBY sentiments
Strategy 22: Increase Permanent Supportive Housing
Units and Capacity
To meet the needs of people experiencing
homelessness, the Riverside County CoC will need
to develop additional Permanent Supportive Housing
(PSH) units, including site-based, scattered site, and
tenant-based. Not only will the Riverside County CoC
work towards increasing the total number of units but
will also focus on increasing PSH capacity by optimizing utilization, refining system-wide guidelines, and
supporting moving on strategies.
• Increase the number of permanent supportive housing
stock
• Identify costs associated with developing adequate
supply of permanent supportive housing
• Increase access to tenant-based, scattered site
Permanent Supportive Housing programs
• Assess coordinated entry, referral patterns to identify regional gaps, and under resourced PSH capacity
• Ensure that PSH programs access is equitable through
review of data
• Expand partnerships with behavioral health treatment
services through Riverside County and local
behavioral health providers to ensure that PSH units
are paired with adequate supportive services
• Implement a “moving on” strategy, targeting up to
20% of current PSH residents for transition to general
population affordable housing, thus freeing up PSH for
new tenants
• Convene stakeholders (housing developers,
planning departments, service providers, cities,
regional governments) to explore ways to create
and streamline permanent supportive housing within
context of local housing elements
• Leverage a wide array of private, local, state, and
federal funding, including CalAIM and Project
Homekey, to support the expansion of a Permanent
Supportive Housing
Item Number: 4.

32 / HOMELESS ACTION PLAN
• Improve PSH service quality and fidelity by refining
community standards, facilitating trainings, and
creating learning collaboratives
• Advocate for the local conditions to develop enough
permanent supportive housing to meet the need in
our community
• Identify feasibility to develop permanent supportive
housing on underutilized State or county owned land
• Optimize utilization through progressive engagement
by enabling clients to move to less or more serviceintensive housing based on identified need • Ensure sufficient level of supportive services, which are voluntary, housing first oriented, trauma-informed, and incorporate harm reduction principles
Strategy 23: Increase Rapid Rehousing Housing Units
and Capacity
The Riverside County CoC will need to expand Rapid
Rehousing (RRH) capacity to meet the needs of single
adults, families, and youth as identified in the gaps
analysis. Additionally, the Riverside County CoC will
also focus on increasing RRH capacity by improving
outcomes, refining system-wide guidelines, standardizing assistance, reducing competition among programs, and
strengthening move-in supports. Scaling Rapid Rehousing will prevent inflows into long-term homelessness.
• Increase the number of rapid rehousing programs/
units
• Identify costs associated with developing adequate
supply of rapid rehousing
• Assess coordinated entry, referral patterns to identify CES integrations, regional gaps, and under resourced
RRH capacity
• Ensure that RRH programs access is equitable through
review of data
• Improve RRH service quality and fidelity by refining
community standards, facilitating trainings, and
facilitating learning collaboratives. For those with
higher needs, provide longer-term housing assistance
and critical time intervention
• Advocate for the local conditions so that expanded
RRH is effective in the private rental market
• Optimize utilization through progressive engagement
by enabling clients to move to less or more serviceintensive housing based on identified need • Assess outcomes for expanded rapid rehousing
programs
• Identify effective practices for rapid rehousing to be effective in high-cost, high-SDOH housing markets
• Strengthen the integration of workforce development/
employment services with RRH
Strategy 24: Develop Centralized Landlord Outreach,
Engagement, and Retention Strategies
The current system of landlord outreach, engagement,
and retention is decentralized, with homeless service
providers, cities, regional governments, housing
authorities, and other homeless serving entities
each managing their own network of contacts and
partnerships. Managing tenant-based programs, like
Housing Choice Vouchers and Rapid Rehousing,
requires homeless service providers to build up
individual networks of partnering landlords or property management companies; if this are not done, it requires clients to find units themselves. This dynamic often leads to competition among providers, resulting in varying
quality of housing available to clients from program to program based on the relative success of a program’s
housing location team. This often leads to unnecessary
competition and a prolonged housing search for tenantbased rental assistance programs like RRH, HCV, etc.

The County’s Housing Authority Division launched its
Landlord Incentive Program to expand existing and new
relationships with property managers and landlords that should continue to address the disconnected approach
to landlord engagement, outreach, and retention in the
region. The Riverside County CoC will work towards
developing a centralized landlord outreach, engagement, and retention strategy.
• Assess the viability of development of a centralized
landlord engagement program with one entity
conducting housing outreach for the entire county
• Develop provider facing real-time listings of rental
units available to people experiencing homelessness
• Increase the stock of units available to programs,
homeless service providers, etc., especially in
neighborhoods with high SDOH
• Develop service provider performance standards for
issuing timely payments, documentation, processing,
and inspections so that experiences for landlords
are uniform, regardless of which provider or payment
source is being utilized
• Develop additional incentives and supports, like
contingency funds, flex funds, mediation services,
landlord incentive payments, security deposits, etc.

Item Number: 4.

33 / HOMELESS ACTION PLAN
• Work with property management companies,
owners, landlords, apartment associations, and
housing developers to secure housing units through
developed and formalized partnerships, MOUs, master
leasing, etc.
• Incentivize the reduction of screening criteria that
screens out prospective tenants with evictions, poor
credit, and/or criminal histories
• Track key metrics associated with the housing search
and housing lease-up process
• Ensure that trained Housing Locators or Housing
Specialists are designated as representatives for the
system to ensure consistent messaging and service
delivery
Strategy 25: Innovate Approaches to Expand Existing
Housing Stock
Alongside some of the other strategies outlined above,
the Riverside County CoC will develop innovative
approaches to increase housing stock to reduce the
time spent locating an adequate unit. These methods of
increasing housing stock can also meet the unique need
of specific subpopulations and expand housing access
and mobility.
• Explore lower-cost housing typologies, like tiny
homes, accessory dwelling units, hotel and motel
conversions, prefabricated modular housing, and
shipping containers
• Explore master leasing at-scale to secure units for
people experiencing homelessness
• Develop shared housing program to increase rental
options and affordability for clients, with emphasis on private rooms, split leases, etc.
• Expand and scale the use of shallow subsidies and
longer-term subsidies
Strategy 26: Increase Flexible Housing Funds
To ensure easier move-ins to permanent housing,
mitigate concerns with landlords, and increase access to high-opportunity communities, the Riverside County CoC
will need to increase the availability of flexible housing funds. These funds could take the form of one-time
payments but could also be more long-term in the form of shallow subsidies.
• Explore possibility of developing Flexible Housing
Subsidy Pool similar to other communities
• Expand flexible housing subsidy funds, like shallow
subsidies and longer-term subsidies, especially for
instances of homelessness prevention, where families
are rent burdened
• Expand flexible housing funds to cover one-time
expenses like move-in costs
Strategy 27: Address Housing Needs of Unique
Subpopulations
As highlighted in the Gaps Analysis, there are key
subpopulations of people experiencing homelessness
that have insufficient resources and housing supports
available to them in Riverside County: Chronically
Homeless, Individuals with Mental Illness and/or
Substance Use Disorders, Older Adults/Seniors, and
Transition Aged Youth (TAY). The Riverside County CoC
will work to increase the service and housing supports to meet the unique needs of these subpopulations.
• Assess and expand current programs serving
Chronically Homeless
• Assess and expand current programs serving
Individuals with Severe Mental Illness (SMI)
• Assess and expand current programs serving
Individuals with Substance Use Disorders (SUD)
• Assess and expand current programs serving
Transition Aged Youth (TAY)
• Assess and expand current programs serving Older
Adults/Seniors
• Assess and expand current programs serving
LGBTQAI+
Strategy 28: Develop Strategies to Reduce Barriers
for People Experiencing Homelessness in Obtaining
Housing and to Increase the Speed of Lease-Up
Process
Once connected to services, people experiencing
homelessness still face many barriers to obtaining
housing. Some of these are addressed in previous
strategies around landlord engagement and flexible
spending. The Riverside County CoC will look to develop programs and processes that address some of these
barriers to housing like, poor credit/debt, evictions on record, criminal background, and housing documentation.

By reducing these barriers, it will decrease the time it takes for the housing search.
• Assess and establish programs and processes for
individuals experiencing homelessness to improve
credit and pay off debts
• Assess and establish programs and processes for
individuals experiencing homelessness that have
evictions on record
• Assess and establish programs and processes for
individuals experiencing homelessness that have
criminal justice issues on record
• Assess and establish programs and processes for
individuals experiencing homelessness to expedite
documentation necessary for housing, like social
security card, identification card, birth certificates, and proof of income documentation
• Assess and establish universal housing application for all programs across Riverside County
Item Number: 4.

34 / HOMELESS ACTION PLAN
• Clarify, contractually and through training, the
expectations regarding roles and responsibilities
of shelter case managers, outreach workers, and
housing case managers in getting clients documentready and establish & record performance metrics to track progress
• Identify additional ways to expedite the housing
search and lease up process
Strategy 29: Expand Housing Access to High
Opportunity Neighborhoods, With a Focus on Those
with High Social Determinants Of Health (SDOH)
Due to market and other factors, not all cities in
the County of Riverside are accessible to people
experiencing homelessness to obtain housing.

These cities are often characterized as high-income
cities. Cities that were characterized as having high
social determinants of health were inaccessible for
people experiencing homelessness. Cities with high
social determinants of health have access to quality
employment, education, healthcare, transportation,
supermarkets, housing, green spaces, clean air and
water, public safety, etc.

Riverside will track housing placements at the ZIP
code level for Permanent Supportive Housing, Rapid
Rehousing, Housing Choice Voucher (Section 8), or other types of housing interventions to analyze larger trends around racial equity, concentrations of poverty, and social determinants of health. The County of Riverside will use this data to make informed policy or programmatic design modifications to ensure that neighborhoods with high
social determinants of health are accessible to people
experiencing homelessness and that the outcomes of the
homeless response system do not perpetuate residential
segregation or the concentration of poverty. Instead, they are centered on equity, access, and mobility. Changes
to policy could include revised payment standards or
shallow subsidies to incentivize landlords in high social determinants of health areas.
• Track housing placements in HMIS at the zip code
level to analyze regional trends
• Create a framework and policy recommendations
to increase housing placements in opportunity
neighborhoods with high social determinants of health
• Ensure homeless housing stock and services are
geographically located to allow, whenever possible,
for the needs of individuals and families to be met in
their own communities.
• Explore incentivization strategies to promote move-ins in neighborhoods with high SDOH
Strategy 30: Strengthen Approaches to Case
Management
As part of developing service provider, city, and regional government capacity, the Riverside County CoC will
continue to push for person-centered, housing-focused
case management with enhanced training in evidence
based best practices such as: trauma-informed care, nonviolent crisis intervention, peer supports, strength-based case management, critical time intervention, motivational interviewing, progressive engagement, cultural humility, racial equity, and housing first strategies.
• Assess and refine policies and procedures to ensure
that services are applying best practices in case
management
• Develop training around best practice approaches
to case management to improve provider, city, and
regional government capacity
• Strengthen provider tables/forums and create learning collaborative for more frequent capacity building
opportunities around best practice approaches to
case management
Strategy 31: Leverage Housing Authority Division
Resources for People Experiencing Homelessness
The County of Riverside will continue leveraging Housing Authority Division resources, like the Housing Choice
Voucher program, to better serve people experiencing
homelessness.
• Increase advocacy for the expansion of the Housing
Choice Voucher program
Strategy 32: Continue to Advocate for Legislation
Protecting Against Housing Discrimination in Housing
Search
The intersections of homelessness on race, ethnicity,
gender, sexual orientation, age, family size, criminal
history, disability status, and income source often is
seen clearly in the various forms of discrimination that people experiencing homelessness face when applying
for units in the private rental market and, in some
cases, in homeless dedicated housing. The County of
Riverside will continue to push for better protections
against housing discrimination. The County of Riverside will also seek to increase its partnerships with legal
aid organizations to develop mechanisms for better
enforcement of existing protections. As part of the
centralized landlord engagement described above, the
County of Riverside will also elevate this in partnership with industry leaders.
• Advocate for the legislation protecting against
housing discrimination
• Establish partnerships and mechanisms for better
tracking and enforcement of existing protections
Item Number: 4.

35 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

SYSTEM PERFORMANCE MEASURES
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Number of people utilizing housing intervention,
including PSH and RRH, at a point in time and
month to month, including key subpopulations
Various HUD reporting tools – System
Performance Measures Report,
Longitudinal Systems Analysis, Stella, and
others
Riverside County CoC Public Data
Dashboards
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Demographics of different housing interventions,
including PSH and RRH
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Number of clients that successfully exit housing
interventions, including PSH and RRH
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Number of clients that successfully retain
housing, including PSH and RRH, for 6,12, 24
months
Strategy 24: Develop Centralized Landlord
Outreach, Engagement, and Retention
Strategies
Strategy 25: Innovate Approaches to Expand
Existing Housing Stock
Strategy 26: Increase Flexible Housing Funds
Strategy 28: Develop Strategies to Reduce
Barriers for People Experiencing Homelessness
in Obtaining Housing and to Increase the Speed
of Lease-Up Process
Length of time during housing search
Strategy 26: Increase Flexible Housing Funds Outcomes of flexible funds issued, including onetime payments and shallow subsidies

HOUSING INVENTORY MEASURES
Strategy 21: Advocate for the Increased
Production of Affordable Housing
Number of housing units affordable to extremely
low-income population, both currently and in the
pipeline
Annual Housing Inventory Count Report,
Regional Housing Need Assessment, and
other real-time housing inventory tracking
mechanisms
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Number of Permanent Supportive Housing Units,
both tenant-based and project-based, currently
and in pipeline
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity Number of Rapid Rehousing Program Units Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Utilization rates for housing interventions,
including PSH and RRH
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing
Housing Units and Capacity/ Strategy 29:

Expand Housing Access to High Opportunity
Neighborhoods, With a Focus on Those with
High Social Determinants of Health
Zip codes of housing placements for housing
interventions, including PSH and RRH
Strategy 24: Develop Centralized Landlord
Outreach, Engagement, and Retention
Strategies
Strategy 25: Innovate Approaches to Expand
Existing Housing Stock
Strategy 29: Expand Housing Access to High
Opportunity Neighborhoods, With a Focus on
Those with High Social Determinants of Health
Number of units secured for people
experiencing homelessness through centralized
landlord engagement program, especially in
neighborhoods with high SDOH, including
through master leasing and shared housing
Item Number: 4.

36 / HOMELESS ACTION PLAN

HOUSING INVENTORY MEASURES CONTINUED
Strategy 24: Develop Centralized Landlord
Outreach, Engagement, and Retention
Strategies
Average number of real-time unit availability
secured by centralized landlord engagement
program Annual Housing Inventory Count Report,
Regional Housing Need Assessment, and
other real-time housing inventory tracking
mechanisms
Strategy 31: Leverage Housing Authority
Division Resources for People Experiencing
Homelessness
Number of Housing Authority Division vouchers,
utilization rate, length of time during housing
search, zip code of housing placements, and
vouchers set aside for people experiencing
homelessness

PROCESS MEASURES
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Referral pattern for housing interventions,
including PSH and RRH
Various County and Riverside County CoC
process reporting tools; some process
measures will likely need to include
the creation of new tools and reporting
mechanisms
Strategy 27: Address Housing Needs of Unique
Subpopulations
Strategy 30: Strengthen Approaches to Case
Management
Number of successful referrals to support
services (mental health, employment, hygiene,
nutrition, etc.)
Strategy 30: Strengthen Approaches to Case
Management
Strategy 22: Increase Permanent Supportive
Housing Units and Capacity
Strategy 23: Increase Rapid Rehousing Housing
Units and Capacity
Number of programs adhering to Riverside CoC
Policies and Procedures for PSH and RRH
Strategy 24: Develop Centralized Landlord
Outreach, Engagement, and Retention
Strategies
Number of incentives and supports issued
through centralized landlord engagement
program
Strategy 24: Develop Centralized Landlord
Outreach, Engagement, and Retention
Strategies
Number of landlords participating in centralized
landlord engagement program, including
formalized partnerships
Strategy 26: Increase Flexible Housing Funds Number of flexible funds issued, including onetime payments and shallow subsides Strategy 28: Develop Strategies to Reduce
Barriers for People Experiencing Homelessness
in Obtaining Housing and to Increase the Speed
of Lease-Up Process
Number of clients with housing barriers, including
credit, debt, evictions, criminal justice issues,
documentation (social security card, identification
card, birth certificate, proof of income, etc.)
Strategy 32: Continue to Advocate for
Legislation Protecting Against Housing
Discrimination in Housing Search
Number of housing discrimination instances
within Riverside County

FIVE YEAR GOALS
The following Five-Year Goals will be tracked utilizing various existing and new reporting tools. These tools may include but are not limited to: HUD Reporting Tools, Point in Time Count, System Performance Measures, Longitudinal Systems Analysis, Stella, Riverside County CoC Public Data Dashboards, Annual Housing Inventory Count, Regional Housing Need Assessment, other real-time housing inventory tracking mechanisms, and County and Riverside County CoC process reporting tools.
• Promote the development of 21,000 units affordable to extremely low-income population • Increase the number (unit count) of Permanent Housing Units by 75% from baseline year (including Permanent Supportive Housing [PSH] and Rapid Re-Housing [RRH])
• Increase the number of clients that successfully exit housing interventions, including PSH and RRH by 25% • Increase the number of clients that successfully retain housing, including PSH and RRH by 25% • Over 50% of new housing placements occur in opportunity neighborhoods/zip codes with high social determinants of health
• 100% of programs adhering to Riverside CoC Policies and Procedures for PSH and RRH • Length of time during housing search is reduced by 50% Item Number: 4.

37 / HOMELESS ACTION PLAN
• Increase in the number of units secured for people
experiencing homelessness through centralized
landlord engagement program, especially in
neighborhoods with high SDOH, including through
master leasing and shared housing
• Increase in the number of landlords participating in
centralized landlord engagement program, including
formalized partnerships
• Increase in the number of real-time unit availability secured by centralized landlord engagement program

FUNDING PRINCIPLES
• Strengthen the implementation of Housing First
approaches and other best practices that support
equitable access in housing markets with high
social determinants of health (SDOH), including but
not limited to: supportive housing, rapid rehousing,
short- and longer-term forms of rental subsidy and
assistance, shallow subsidies, move-in assistance, and
landlord outreach, engagement, and retention
• Invest in the creation of an expanded supply of
affordable and supportive housing opportunities,
paired with appropriate health and behavioral
health care resources, and accessible and culturally
responsive services to people exiting homelessness,
low-income individuals and families, and to people
from historically marginalized communities
ACTION AREA 5:

PREVENT PEOPLE FROM

EXPERIENCING THE CRISIS

OF HOMELESSNESS

CURRENT RESPONSE
In order to address the inflow/outflow gap, there will need to be a marked shift towards focusing on prevention
whenever possible and on providing housing focused
services, which 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 provide a higher return on investment, resulting in reduced costs in healthcare, correctional services, and emergency
services. Shifting investment away from reactive,
emergency solutions towards a strengthened focus on
preventative strategies will be critical to reducing the flow of people becoming homeless. This includes increasing
early intervention approaches that help people to avoid evictions and maintain their homes as well as diversion services. Enhanced integration with cross-sector regional partners, like healthcare, behavioral/mental health,
substance use disorder, criminal justice, child welfare, juvenile justice, education, immigration, employment,
land use and code enforcement systems, are required to
reduce pathways into homelessness.

In the Gaps Analysis, stakeholders highlighted the need to improve discharge planning from regional mainstream
institutions for people experiencing homelessness.

This included institutions like healthcare, mental health, substance use disorder, criminal justice/correctional, child welfare/foster care, and juvenile justice. Similarly, these sectors could improve their efforts to identify people
at risk for homelessness and rapidly connect them to
services before entering homelessness.

While prevention and diversion program performance has
been successful, these programs need to be made more
readily accessible to those facing housing instability.

Stakeholders noted that resources and programs that
assist those at-risk of entering homelessness when faced with eviction, displacement, or housing discrimination
could be improved. Stakeholders described that the
homeless response system is often ineffective at
preventing people from reentering into homelessness,
underlining the need for more tracking around reentry
and longer term supports.

Item Number: 4.

38 / HOMELESS ACTION PLAN
Lastly, stakeholders often linked economic instability with housing instability. When clients obtain housing, they
often need supports to meet their basic financial needs and to gain stable employment. Those supports are
essential for homelessness prevention and for eliminating bounce back when individuals return to homelessness
after “exiting” the system. Respondents highlighted that the system does not account for this and should begin to prioritize not only permanent housing development but
also economic mobility supports that serve as buffers to homelessness.

PROPOSED STRATEGIES
Strategy 33: Increase Homelessness Prevention,
Diversion, and Mediation Services
To curtail the inflows into the homeless system, Riverside County CoC will need to strengthen and expand
homelessness prevention, diversion, housing problem
solving, and rapid resolution programs across Riverside County. As rent relief and COVID-19 eviction protections end, there will be a renewed need for these types of
services.
• Ensure right-sized funding from state and federal
resources to homelessness prevention, diversion,
housing problem solving, and rapid resolution services
and programs. with identification of clear goals and
targets for the number of households to receive
diversion and prevention services through each
program
• Ensure program models utilize flexible financial
assistance and housing focused case management
to prevent individuals and families from experiencing
homelessness
• Develop standardized best practices and procedures
for the delivery of homelessness prevention, diversion, housing problem solving, and rapid resolution services
and programs; guidance should include baseline
standards for housing-focused case management,
strengths-based service planning and delivery, and
effective strategies for reducing barriers to housing
retention
• Evaluate the effectiveness of these interventions
as programs are scaled further across the CoC; all
homelessness prevention efforts should be tracked in
the Homeless Management Information System (HMIS)
• Expand targeted homelessness prevention and
diversion outreach and engagement; target services
to highest-risk populations and geographies to
ensure people and communities at highest risk for
homelessness are engaged with housing supports
before experiencing literal homelessness
• Develop an automatic process to provide information
on homelessness prevention and diversion services
when someone is issued a notice to pay or quit or
receives an unlawful detainer; by better tracking
evictions in the city, programs can target specific zip codes, apartment complexes for prevention services
• Incentivize landlords, apartment associations, etc.
to make referrals for their tenants to homelessness
prevention and diversion programs
• Target populations should include people who
previously exited the homelessness system with
housing supports and are at risk of returning to
homelessness
• Develop early identification, discharge planning, and cross-sector collaboration
• Include automated referrals for employment, income
supports, social safety net services, etc.
• More accurately track at the city and zip code level
where an individual and family fell into homelessness
and target outreach and supports to those
communities
• Disaggregate data by demographics, to identify and
address any trends in access and utilization
• Radically increase client facing materials across
Riverside County to help people at-risk of
homelessness understand what services and
resources are available to them and what the process
looks like to access prevention services/supports
Strategy 34: Address Inflows of Homelessness Through
Cross-Sector Collaboration, Discharge Planning, and
Early Identification
To further prevent the system flow gap, the homeless
response system will need to address the inflows into
homelessness through cross-sector collaboration,
discharge planning, and early identification of
individuals at-risk for homelessness. Cross-sector
collaboration with mainstream system providers, such
as healthcare, behavioral/mental health, substance use
disorder, criminal justice, child welfare, juvenile justice, education, immigration, employment, land use and code
enforcement, are necessary to create aligned strategies and policies centered on preventing people from falling into homelessness.
• Through data sharing agreements, analyze
mainstream system data to understand involvement of
people experiencing homeless in mainstream systems
before they fell into homelessness to better target
solutions
• At points of intake, ensure there is a thorough
questioning of how and where an individual became
homeless, with an understanding of mainstream
systems they may have touched in advance
• Identify and develop specific staff positions
responsible for cross-sector collaboration
• Develop strategies based on national best practices
for improving discharge planning models and
coordination to prevent mainstream systems from
discharging individuals without stable housing
Item Number: 4.

39 / HOMELESS ACTION PLAN
• Develop strategies based on national best
practices for early identification of people at-risk for homelessness and get them connected to homeless
and other mainstream services
• Advocate for necessary resources to incorporate or
bring to scale cross-sector collaboration, discharge
planning, and early identification
• Set cross-sector goals
• Develop and adopt a universal housing/economic
stability screening tool and automated referral
processes for individuals and families accessing safety net services
• Expand on initiatives of Whole Person Care and
CalAIM to target high utilizers of emergency services
Healthcare (Behavioral Health, Mental Health, Physical
Health, Substance Use Disorders)
• Improve care coordination and connections to
services and housing for people discharged from
hospitals who are homeless
• Continue to develop communication, procedures,
processes among hospitals, substance use treatment
centers, mental health facilities, health plans, and the homeless system to improve care coordination, early
identification, and effective discharge planning for
people experiencing homelessness
• Implement CalAIM to provide medically necessary
recuperative care placements for unhoused people
who are exiting acute inpatient facilities and/or were
recently hospitalized
• Identify feasibility of creating targeted positions, like homeless services liaison, at hospitals to assist with
discharge planning and care coordination and to
prevent discharge of clients to the street
Child Welfare/ Juvenile Justice
• Develop strategies for effective discharge planning for youth exiting foster care and juvenile justice systems, with a focus on earlier interventions and supports for
youth around housing and economic stability
• Expand housing programs for families involved in the
child welfare system
• Expand and diversify housing programs for foster
youth to meet their long-term housing needs, so no
foster youth become homeless
• Conduct data match with child welfare system and
juvenile legal system to establish baseline data on the number and characteristics of system-involved youth
that experience homelessness, with an emphasis
on racial disparities within the population; establish
targeted intervention strategies
• Continue to develop a long-term plan and strategy for improving health outcomes and the delivery of fully
integrated health care services for youth in foster care Education
• Provide guidance to support schools and universities
to develop community collaborations and stronger
referral systems to address housing instability and
homelessness, and other service needs, among
students and their families
Criminal Justice
• Improve coordination and connection to services
and housing for people being discharged from
criminal justice settings, like incarceration,
detention, probation, who are homeless or at risk of
homelessness
• Develop process and outcome metrics to support
cross-system coordination and goals
• Support the implementation of CalAIM proposals
seeking to address needs of people exiting
corrections settings through expedited enrollment in
Medi-Cal
• Increase supports for households with incarcerated
family members to prevent homelessness
• Expand existing and develop new housing and
workforce development programs to successfully
reintegrate people leaving probation, parole, jails, and prisons into the community
• Offer all homeless inmates’ jail in reach services from the beginning of incarceration
• Identify the feasibility of creating targeted positions, like homeless services liaison, at hospitals to assist
with discharge planning and care coordination and to
prevent discharge of clients to the street
• Promote the creation and implementation of
effective re-entry networks and supports with
integrated services or robust links to mental health,
substance use disorder, housing, case management,
employment, and other social services in the
community
• Conduct data analysis projects with reentry partners
to improve our understanding of individuals at
heightened risk of experiencing homelessness
upon release, racial disparities that exist among this
population, patterns of shelter system utilization, and opportunities to intervene sooner
Older Adults/Seniors
• Identify strategies to serve older adults and people
with disabilities at risk of experiencing homelessness, including meeting the need for in-home supports and
access to licensed adult and senior care facilities
• Improve identification and stabilization of older adults/ seniors at greatest risk of housing loss
• Develop targeted homelessness prevention strategies
for older adults/seniors, including development of a
data-driven framework for identifying older adults/
seniors at greatest risk of housing loss
Item Number: 4.

40 / HOMELESS ACTION PLAN
• Provide subsidized housing to homeless disabled
individuals pursuing SSI
• Support in-home care and long-term care options for
older adults/seniors
Strategy 35: Expand Opportunities to Achieve Financial
Stability/Economic Mobility Through Employment,
Educational, Income Supports, and Wealth Generation
Programs and Services.

There is a clear linkage between economic instability
and housing instability, with economic instability driving the latter. When clients obtain housing, they often need supports to meet their basic financial needs and to gain stable employment. Those supports are essential for
homelessness prevention and for eliminating bounce
back when individuals return to homelessness after
“exiting” the system. The homeless response system
will need to prioritize opportunities to achieve financial stability/economic mobility through employment,
education, income support, and wealth generation
programs and services.
• Increase the connectivity between the Riverside
County Workforce Development Center, income
supports, and education and homeless services, like
prevention, rapid rehousing, etc. to increase and
sustain income
• Expand partnerships with businesses and social
enterprises to train and hire people who have
experienced homelessness
• Increase access to appropriate services to gain and
sustain employment and educational opportunities,
such as childcare (or financial assistance for childcare) • Formalize cross-system agreements to improve
access to employment and education programs, and
outcomes of people experiencing homelessness
• Improve data collection on the employment
and education needs and outcomes of people
experiencing homelessness
• Provide training, internships, and mentorships to help people who are unhoused or at risk of homelessness
to obtain access to living wage jobs
• Establish countywide SSI and veteran’s benefits
advocacy programs for people experiencing
homelessness or at risk of homelessness, including
those in the criminal justice system
• Explore opportunities to expand assessment tools
to also screen for income-generating pathways,
like employment, and income supports; provide
automated referrals
• Identify programs and solutions to develop wealth/
equity for people experiencing homelessness and
those at-risk of homelessness
• Assess the viability of cash transfers and/or universal basic income (UBI) models to empower people
experiencing homelessness or at risk of experiencing
homelessness to meet their immediate financial needs
• Support efforts to increase the minimum wage to a
living wage in Riverside County
Strategy 36: Reduce Reentries into Homeless Response
System
A key component of ending homelessness within
Riverside County CoC will be to prevent the reentry of
individuals and families back into the homeless response system.
• Track and analyze causes for reentry into the
homeless response system
• Identify targeted solutions for anyone re-entering the homeless response system
Strategy 37: Preserve Vulnerable Housing and Prevent
Community Displacement
Vital to address the system flow gap is ensuring the
preservation of housing affordable to extremely lowincome populations to prevent community displacement.

As neighborhoods change through processes of
development and gentrification, it is essential to ensure that lower-income households are not priced out of the
rental market. The Riverside County CoC will work to
promote solutions to preserve vulnerable housing and
reduce neighborhood displacement.
• Advocate for the creation of a fund to preserve
naturally occurring, affordable housing and income
restricted affordable housing
• Promote the investments of infill area infrastructure, inclusionary zoning, community land trusts, adaptive
reuse, etc.
• Promote the preservation of existing housing stock
through long-term affordability covenants
• Advocate for the increased access to homeownership,
especially for Black, Indigenous and People of Color
(BIPOC) communities
• Advocate for right of first refusal policies
Strategy 38: Expand Protections for Renter/Tenants
To better address the inflows into homelessness, the
Riverside County CoC will advocate and push to expand
tenant protections and services that support tenants.

This will include better tracking of evictions, centralizing and coordinating eviction prevention programs, and
supporting other tenant protections.
• Develop a streamlined approach and public facing
database to better track evictions/unlawful detainers
across Riverside County, greatest impact on older
adults/seniors and Black, Indigenous and People of
Color (BIPOC)
Item Number: 4.

41 / HOMELESS ACTION PLAN
• Coordinate and centralize eviction prevention
programs across Riverside County
• Advocate for the establishment of rent stabilization
policies paired with enforceable building standards
• Advocate for the establishment of “just cause” eviction policies
• Develop and support tenant counseling and legal
services for tenant facing housing instability and
dislocation
• Support a legal right to counsel policy for tenants to prevent evictions
• Support right to remain and right to return ordinances • Support tenant option to purchase
• Consider developing a tenant advisory council to
provide guidance and advice to the city on actions to
support tenants and those at-risk of homelessness
• Increase access to civil legal aid in situations where legal advocacy will prevent homelessness (e.g.,
access to State and Federal benefit programs, SSI/
SSDI, etc., foreclosure prevention, immigration, tenant representation, unemployment benefits, ABD, etc.)
• Strengthen local tenant protections impacting people
experiencing homelessness and those at-risk of
homelessness
Strategy 39: Advocate for the Expansion of a Social
Safety Net
Necessary to ending homelessness, the Riverside
CoC will continue to advocate for the expansion of
social safety net services and mainstream anti-poverty
initiatives. This will include expanding supports to
housing, healthcare, welfare, income supports, nutrition, and childcare.
• Advocate for the state and the federal government to
increase funding and access to safety net services

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

SYSTEM PERFORMANCE MEASURES
Strategy 33: Increase Homelessness Prevention,
Diversion, and Mediation Services
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Number of people experiencing homelessness
for first time, including regional and demographic
breakdown
Various HUD reporting tools – System
Performance Measures Report,
Longitudinal Systems Analysis, Stella, and
others.

Riverside County CoC Public Data
Dashboards
Strategy 36: Reduce Reentries into Homeless
Response System
Number of people returning to homelessness,
including regional and demographic breakdown
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Number of people exiting mainstream institutions
that experience sheltered and unsheltered
homelessness
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Number of people who would have been
homeless upon discharge from mainstream
institutions and are successfully placed into
housing
Strategy 37: Preserve Vulnerable Housing and
Prevent Community Displacement
Strategy 38: Expand Protections for Renter/
Tenants
Number of low-income households that are
considered rent-burdened
Strategy 33: Increase Homelessness Prevention,
Diversion, and Mediation Services
Percentage successful households receiving
prevention services, including regional and
demographic breakdown
Strategy 35: Expand Opportunities to Achieve
Financial Stability/Economic Mobility Through
Employment, Educational, Income Supports, and
Wealth Generation Programs and Services
Increases to employment, income, and wealth
generation among people experiencing
homelessness
Item Number: 4.

42 / HOMELESS ACTION PLAN

SYSTEM PERFORMANCE MEASURES CONTINUED
Strategy 33: Increase Homelessness Prevention,
Diversion, and Mediation Services
Strategy 39: Advocate for the Expansion of a
Social Safety Net
Strategy 35: Expand Opportunities to Achieve
Financial Stability/Economic Mobility Through
Employment, Educational, Income Supports, and
Wealth Generation Programs and Services
Percent of clients still in permanent housing at
6,12-, and 24-months following assistance
Various HUD reporting tools – System
Performance Measures Report,
Longitudinal Systems Analysis, Stella, and
others.

Riverside County CoC Public Data
Dashboards
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Readmissions and recidivism rates
Strategy 37: Preserve Vulnerable Housing and
Prevent Community Displacement
Strategy 38: Expand Protections for Renter/
Tenants
Number of evictions across Riverside County,
including regional and demographic breakdown

PROCESS MEASURES
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Cost saving for discharge planning
Various Riverside County and Riverside
County CoC process reporting tools;
some process measures will likely need
to include the creation of new tools and
reporting mechanisms
Strategy 33: Increase Homelessness Prevention,
Diversion, and Mediation Services
Number of programs adhering to Riverside CoC
Policies and Procedures for Prevention and
Diversion
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Number of mainstream systems with data sharing
agreements or integrations with homeless
response system
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Number of mainstream systems utilizing
developed homeless tracking metrics
Strategy 34: Address Inflows of Homelessness
Through Cross-Sector Collaboration, Discharge
Planning, and Early Identification
Number of referrals for housing related services
from mainstream institutions

FIVE YEAR GOALS
The following Five-Year Goals will be tracked utilizing various existing and new reporting tools. These tools may include but are not limited to: HUD Reporting Tools, Point in Time Count, System Performance Measures, Longitudinal Systems Analysis, Stella, Riverside County CoC Public Data Dashboards, Annual Housing Inventory Count, Regional Housing Need Assessment, other real-time housing inventory tracking mechanisms, and Riverside County and Riverside County CoC process reporting tools.
• 75% reduction in the number of people experiencing homelessness for first time • 75% reduction in the number of people returning to homelessness • 75% reduction in the number of people exiting mainstream institutions that experience sheltered and unsheltered homelessness
• Increase in the number of people who would have been homeless upon discharge from mainstream institutions and are successfully placed into housing
• Reduction in the number of low-income households that are considered rent-burdened • Quadruple the number of households receiving prevention services • Increase employment, income, and wealth generation among people experiencing homelessness • 25% increase in the percentage of clients still in permanent housing at 6,12-, and 24-months following assistance • Decrease in the number of evictions across Riverside County, demographics, and geographic breakdown • 100% of programs adhering to Riverside CoC Policies and Procedures for Prevention and Diversion Item Number: 4.

43 / HOMELESS ACTION PLAN

FUNDING PRINCIPLES
• Invest in programs that will immediately address
the needs of data-informed special populations,
like homeless youth, older adults/seniors, veterans,
individuals, and/or families, or prevent them from
becoming homeless
• Reduce entries into homelessness as people exit and/
or receive services from institutional settings through cross-sector collaborative programs
- Invest in programs focused on reducing entries into
homelessness for people re-entering communities
from jails and prisons
- Invest in programs focused on reducing entries
into homelessness for youth and young adults
connected to the child welfare and/or juvenile
justice systems
- Invest in programs focused on reducing entries
into homelessness for people exiting health care
settings and programs, including mental health and
substance use
• Enhance communities’ capacity to provide targeted
homelessness prevention interventions and to
successfully divert people from entering shelter or
experiencing unsheltered homelessness
• Invest in cross-sector partnerships between
homelessness services systems and other systems
which can support asset and wealth building, including
access to educational opportunities and employment
services that address the economic instability for
people experiencing and exiting homelessness
• Support programs and cross-sector partnerships that
prioritize the early identification of households atrisk for homelessness and quickly connect them to services
• Invest in upstream homelessness prevention
programs that stabilize individuals, families, and
communities, protect vulnerable housing, prevent
displacement, and expand tenant protections
Item Number: 4.

44 / HOMELESS ACTION PLAN

FUNDING SOURCES
LEGEND
URGENT: Items requiring immediate consideration and response within next 30 - 120 days

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Affordable
Housing
HOMEAmerican
Rescue Plan
Act
California received
~$667M (direct
formula allocation to
local jurisdictions +
state funding to be
further distributed).

Riverside was
allocated $4.3M.

Direct Allocation:
“Participating Jurisdictions
(PJs)” that qualified for an
annual FY 2021 HOME
Program allocation.

State funding: cities,
counties, developers,
and nonprofit Community
Housing Development
Organizations (CHDOs)
that did not receive HOMEARP funds from HUD.

Tenant-based Rental
Assistance
Development and support of
affordable housing.

Supportive housing services
(e.g., housing counseling,
other services under
McKinney-Vento)
Acquisition and
development of noncongregate shelter.

HUD implementation notice
released Sept 2021; PJs
can receive 5% of their
allocation for planning and
administration currently.

For PJs to receive the
remainder of HOME-ARP
funds, they need to develop
a HOME-ARP allocation plan
and submit it as a substantial
amendment to the FY 2021
annual action plan. There is
no deadline for submission.

CA state is probably also
undergoing this process.

The State of
California received
approximately
$155 million
in HOME-ARP
resources.

California cities
and counties
that are HOME
Participating
Jurisdictions
received
allocations of
more than $512
million.

Affordable
Housing
HOME
(2020/21
funding)
$72M Cities, counties,
developers, and
nonprofit Community
Housing Development
Organizations (CHDOs)
that did not receive HOMEARP funds from HUD.

Rental new construction and
rehab, First-time Homebuyer
Program, Owner-occupied
rehab, Tenant-based Rental
Assistance
NOFA released from
CA HCD on Dec 1, 2021.

Applications due at 5pm,
March 10, 2022. NOFA
workshop webinars are
available.

CA HCD NOFA
Affordable
Housing
Permanent
Local
Housing
Allocation
~$340M 2021 NOFA Entitlement formula:
metropolitan cities and
urban counties allocated a
grant for the federal fiscal
year 2017 pursuant to the
federal CDBG formula
non-entitlement formula
and competitive grant
program: non-entitlement
jurisdictions.

Predevelopment,
development, acquisition,
rehabilitation, and
preservation of affordable
multifamily, residential
live-work, rental housing
(including Accessory
Dwelling Units), including
necessary operating
subsidies, Rapid rehousing, rental assistance,
supportive/case
management services,
operating and capital costs
for navigation centers
and emergency shelters,
and the new construction,
rehabilitation, and
preservation of permanent
and transitional housing.
2021 Entitlement and
Non-Entitlement Formula
Component NOFA released
May 2021 with deadline of
Dec 31, 2021.

PLHA 2021 NOFA
Community
Development
Behavioral
Health
Continuum
Infrastructure
Program
(BHCIP)
$2.2B Counties, tribal entities,
non-profit, and for-profit
entities.

Construct, acquire, and
rehabilitate real estate
assets, or invest in mobile
crisis infrastructure to
expand the community
continuum of behavioral
health treatment resources.

Facility types include BH
Wellness Centers, Shortterm crisis stabilization,
Acute and subacute care,
Crisis residential, community,
and outpatient.

Round 1B: Crisis Care Mobile
Units Program Re-Release
was available in Nov 2021
with a deadline of Jan 2022.

Round 3: applications for
Launch-Ready projects will
be available in Jan 2022.

RFAs and
Applications
NEW: Updated information on funding awards, potential opportunities, and pending announcements to look into/out for within the next 6 months NOT NEW: Do not require immediate response
Item Number: 4.

45 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Health
(Physical and
Behavioral) &
Services
Housing and
Disability
Advocacy
Program
$133.75M in
noncompetitive
allocation
$25M in strategic
investments.

Riverside County
received $4.4M
in noncompetitive
allocation.

Counties and tribes or
groups of counties and
tribes.

Outreach, case
management, disability
benefits advocacy, housing
assistance, (including
housing navigation and
direct financial assistance).

All four components must be
offered to recipients.

NOFA for noncompetitive
allocations released Sept
13, 2021. All grantees
must submit a Director’s
Certification by Friday,
December 3, 2021, to
receive funds.

Applications for strategic
allocation will be awarded
on a first come, first
served basis and must be
submitted by the Director’s
Certification deadline of
Friday, December 3, 2021.

FY 2021 - 22
NOFA
Interim/
Temporary
Housing
Federal
Emergency
Management
Agency
(FEMA) Public
Assistance
Program
Category B
100% of eligible
expenses
State and local
government and nonprofit
agencies that meet certain
requirements.

Currently, FEMA’s Public
Assistance Program
Category B is reimbursing
100% of expenses for shelter
and temporary housing
when state public health
authorities determine it is
needed.

Eligible costs: cost of shelter
operations, staffing needed
to protect public health
and safety, food, clothing,
toiletries, and other supplies
and infrastructure.

Many uses are now
eligible for up to 100%
reimbursement through April
1, 2022, subject to FEMA
authorizations and approval
processes, including to
support the operation of
non-congregate shelter
sites.
-
Permanent
Housing (PSH
+ RRH)
Project
Homekey
HK 2.0: $1.45B
Additional $1.3B likely
disbursed within the
next 2 years.

Cities, counties, and all
other state, regional,
and local public entitles,
including councils of
government, metropolitan
planning organizations,
and regional transportation
planning agencies.

Entities may apply
independently or jointly
with a nonprofit or for-profit
corporation as a CoApplicant.

Acquisition and/or
rehabilitation of motels,
hotels or other sites and
assets to be converted
to permanent or interim
housing.

Master leasing of properties
for non-congregate housing,
conversion of units from
non-residential to residential,
new construction, the
purchase of affordability
covenants and restrictions
for units, relocation costs for
individuals being displaced
as a result of this program,
and capitalized operating
subsidies for units using
funds awarded under the
Homekey Round 2 NOFA for
FY 2021-22.

NOFA and application have
been released.

Final Day for Application
Bonus Award and
Geographic Pools - January
31, 2022.

Application Period for
Statewide Pool Opens -
February 1, 2022.

Final Application Due Date
- May 2, 2022, or until funds
are exhausted, whichever
occurs first.

Award Announcements are
continuous.

Hotel to Housing
Case Studies
from the National
Alliance to End
Homelessness
(NAEH)Homekey

1.0 Awards
Permanent
Housing (PSH
+ RRH)
No Place
Like Home
Program
(NPLH)
$11.5M to Riverside
County for Round 4.

Counties, either solely
or with a housing
development sponsor.

Funding for permanent
supportive housing must
utilize low barrier tenant
selection practices that
prioritize vulnerable
populations and offer
flexible, voluntary, and
individualized supportive
services. Counties must
commit to provide mental
health services and to
help coordinate access to
other community-based
supportive services.

The Round 4 Competitive
NOFA was released on
October 29, 2021, with
applications due January
19, 2022. Awards will be
announced in June 2022.

This will be the last planned
NOFA under the program’s
current bond authority.
-
Item Number: 4.

46 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Street
Outreach/
Engagement
Encampment
Resolution
Grants
$47.5M CoCs, counties, and cities. Direct Services and Housing Options: street outreach
and engagement, housing
and/or systems navigation,
interim housing, and
permanent housing.

Capacity Building:
service coordination
efforts, establishing and
strengthening cross-system
partnerships, and workforce
development, including
specialized training and
contracting with providers
of culturally specific
interventions.

Sustainable Outcomes:
activities and interventions
to ensure sustained
outcomes for those served
and to support sustained
restoration of encampment
sites to their intended or
original state.

HCFC released the request
for applications on October
29, 2021. Applications
will be due to HCFC no
later than December 31,
2021, and initial award
determinations shall be
made no later than March
1, 2022.

Request for
Applications (Oct
2021)
Affordable
Housing
California
Housing
Accelerator
$1.6B Project sponsors who
have been awarded HCD
funding for an affordable
housing project but were
unable to secure tax
credits.

Tier 1 prioritizes HCDfunded projects which have
previously applied to CDLAC
for bonds and 4% tax credits.

Tier 2 project criteria may
still be in development.

Tier 1 application deadline
has already passed. The Tier
2 Project Solicitation and
application release date are
expected late 2021 or early
2022.

Eligible Uses/
Projects for Tier 1
Details on eligible
funding costs for
Tier 1
Affordable
Housing
Multifamily
Housing
Program
(MHP)
45% of distribution
to SoCal, 30% for
projects in NorCal, and
20% for projects in
rural areas.

Sponsors or their principals
must have successfully
developed at least one
affordable housing project.

Individual, JV, partnership,
LP, trust, corporation, LLC,
Local Public Entity, duly
constituted governing
body of an Indian
reservation or Rancheria,
other legal entity,
organized on a for-profit,
including limited profit, or
nonprofit basis.

New construction,
rehabilitation, and
preservation of permanent
and transitional rental
housing for lower income
households.

HCD SuperNOFA. Expected
release Feb 2022;
application closing date May
- June 2022.

AB 434
SuperNOFA
Updates
Affordable
Housing
Joe Serna, Jr.

Farmworker
Housing
Grant (FWHG)
Program
$50M Local government
agencies, nonprofit
corporations, cooperative
housing corporations,
limited partnerships where
all the general partners are
nonprofit mutual or public
benefit corporations, and
federally recognized Indian
tribes.

New construction,
rehabilitation, and
acquisition of owneroccupied and rental units
for agricultural workers, with
a priority for lower income
households.

Eligible beneficiaries of
funds are households who
derive, or prior to retirement
or disability derived, a
substantial portion of
household income from
agricultural employment.

HCD SuperNOFA. Draft
guidelines end 2021.

Expected NOFA release Feb
2022; application closing
date May - June 2022.

AB 434
SuperNOFA
Updates
Affordable
Housing
Infill
Infrastructure
Grant (IIG)
Program
$534.1M - $90M
set-aside for small
jurisdictions; $160M
for large jurisdictions.

One of, or any combination
of, the following: (1) A
nonprofit or for-profit
Developer of a Qualifying
Infill Project; (2) A city,
county, city and county,
public housing authority,
or redevelopment agency,
or other governing body
that has jurisdiction over a
Qualifying Infill Area.

A Capital Improvement
Project must be an integral
part of, or necessary for,
the development of either
a Qualifying Infill Project or
housing designated within
a Qualifying Infill Area.

Eligible costs include the
construction, rehabilitation,
demolition, relocation,
preservation, and acquisition
of infrastructure.

HCD SuperNOFA. Draft
guidelines end 2021.

Expected NOFA release Feb
2022; application closing
date May - June 2022.

AB 434
SuperNOFA
Updates
Item Number: 4.

47 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Building
Capacity
SDS
Supportive
Housing
Fund
$150M TBD Sole-source financing of
permanent supportive
housing. RMG serves as the
developer and long-term
owner of each apartment
community.

Not publicly available As of Oct 2021,
currently funding
30 projects in CA,
22 projects in LA
County;
Video on one
project (from May
2021)
Building
Capacity
Providing
Access and
Transforming
Health (PATH)
funds
$300M in one-time
funds (FY 21 - 22).

Requesting federal
funding of $1.25B over
5 years.

Homeless and Direct Care
Providers
Support bridge funding for
transitioning services from
Whole Person Care pilots to
ECM and ILOS; strengthen
the IT infrastructure of CBOs
that are providing ECM
and ILOS services; provide
capacity support for CBOs;
provide on-the-ground
capacity support to facilitate
the justice-involved initiative
TBD Summary of new
programs under
CalAIM
Community
Development
Community
Care
Expansion
Program
$805M Counties, tribes, non-profit
and for-profit entities
Acquisition, construction,
and rehabilitation of adult
and senior care facilities
that serve applicants and
recipients of Social Security
Income (SSI), including
individuals who are at risk
of or are experiencing
homelessness and those
who have behavioral health
conditions.

A Request for Applications
(RFA) will be released in
January 2022.

Listening Session
Slides
Flexible Use Homeless
Housing,
Assistance
and
Prevention
(HHAP) Grant
Program
HHAP 3: $4.2M for
Riverside City &
County; $1B total
HHAP 4: $1B total
CoCs, counties, and cities. Rapid rehousing, operating
subsidies and reserves,
street outreach, services
coordination, systems
support to create regional
partnerships, delivery
of permanent housing,
innovative solutions,
including motel/hotel
conversion, prevention
and shelter diversion to
permanent housing, new
navigation centers and
emergency shelters, with
requirement to demonstrate
need. For HHAP round 3
(HHAP-3), at least 10% must
be for programs serving
youth.

HHAP-3 standard
agreements for initial
allocations (20% - 25%
of base funds) were
released by the state on
September 15, 2021. All
eligible grantees submitted
their SAA by the statutory
deadline of October 15.

HHAP 3 NOFA should be
released soon (2021 - 22).

HHAP 4 funds likely
disbursed during FY 22 - 23.

Round 3
allocations
Flexible Use Coronavirus
State and
Local Fiscal
Recovery
Funds
Riverside County
received $240M.

Riverside County
nonprofits.

The County of Riverside
preliminary spending plan
proposes an allocation
of $50M to housing and
homelessness.

Funds can be used to cover
costs incurred by December
31, 2024. The County is
currently developing the
scope of the programs to be
funded under each category.

Presentation
during the Oct.
20, 2021 board
meeting with
the framework
of allocations
within the above
categories
Health
(Physical and
Behavioral) &
Services
Pet
Assistance
and Support
(PAS)
Program
$10M (FY 21 - 22) City or county, or a
nonprofit corporation that
is a "qualified homeless
shelter" that commits
to meeting a number of
conditions relating to
provision of services to
clients and their pets.

Shelter, food, and basic
veterinary services for
pets owned by individuals
experiencing homelessness,
along with staffing and
liability insurance related to
providing those services.

Program grants will be
between $100,000 and
$200,000.

A NOFA is expected to be
released before the end of
2021.

For future funding
opportunities,
interested parties
can subscribe to
the Homelessness
emailing list
to receive
notifications and
announcements.

Item Number: 4.