Desert Hot Springs City Council
February 20, 2024

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

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: 7.

48 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Health
(Physical and
Behavioral) &
Services
Enhanced
Care
Management
(ECM)
- CalAIM program that will
eventually expand to all
Medi-Cal members in the
state.

Replaces Whole Person
Care pilots and Health
Homes Program.

Services: Outreach
and Engagement;
Comprehensive Assessment
and Care Management Plan;
Enhanced Coordination of
Care; Health Promotion;
Comprehensive Transitional
Care; Member and
Family Supports; and
Coordination of and Referral
to Community and Social
Support Services.

Phased in by county and
Population of Focus from
January 2022 through July
2023. Goes live for Riverside
County in Jan 2022 for
the following populations:

Individuals and Families
Experiencing Homelessness;
High Utilizer Adults; and
Adults with SMI/SUD.

Enhanced Care
Management
and In Lieu of
Services
Permanent
Housing (PSH
+ RRH)
Housing for
a Healthy
California
(HHC) Program
$170M Organization, agency, or
other entity (including a
public housing agency,
a for-profit entity, or a
nonprofit entity) that is an
Owner or Developer.

Permanent loans for
acquisition, rehab, and/or
new construction for existing
and new supportive housing
opportunities. Grants for
Capitalized Operating
Subsidy Reserves (COSRs).

Target population: people
who are chronically
homeless or homeless and a
high-cost health user.

The next NOFA for $170
million is expected to be
released at end of 2021.
2021 NOFA
Listening Session
Slides - Details
about upcoming
NOFA
Preservation,
Community
Displacement
Portfolio
Reinvestment
Program
$300M Likely local jurisdictions
with qualifying projects.

Provide capital to HCD
legacy projects about to
go market-rate to extend
affordability covenants
and preserve the state’s
affordable housing stock.

Initial target of 60 to 80
projects, including projects
with expired loans and
regulatory agreements, as
well as other projects at risk
of conversion to market-rate
over a five-year period.

NOFA Spring 2022 Approved in FY
21 - 22 budget;
likely updated on
this site.

Prevention,
Diversion,
ProblemSolving
In Lieu of
Services (ILOS)
- Medi-Cal Managed Care
Providers (MCPs); MCPs
must applying to the State
and obtain State approval
to offer the ILOS by
demonstrating that all the
requirements will be met.

Housing Transition
Navigation Services;
Recuperative Care (Medical
Respite); Day Habilitation
Programs; Nursing Facility
Transition/Diversion to
Assisted Living Facilities;
Community Transition
Services/Nursing Facility
Transition to a Home;
Personal Care and
Homemaker Services;
Environmental Accessibility
Adaptations (Home
Modifications); Medically
Supportive Food/Meals/
Medically Tailored Meals;
Sobering Centers; Asthma
Remediation
ILOS may be offered by
MCPs beginning January 1,
2022. Additional ILOS may
be added thereafter on a
six-month cadence.

Enhanced Care
Management
and In Lieu of
Services
Special
Populations
Veterans
Housing and
Homelessness
Prevention
(VHHP)
Program
~$300M per funding
round
Sponsors cannot have
more than two corporate
entities between itself
and the borrowing entity.

Sponsors and Borrowers
may be for profit or not-forprofit entities. Any public agency or private entity
capable of entering into a
contract is eligible to apply,
provided they meet the
threshold requirements in
Guidelines, Section 102.

Acquisition, construction,
rehabilitation, and
preservation of affordable
multifamily housing for
veterans and their families to
allow veterans to access and
maintain housing stability.

HCD SuperNOFA. Draft
guidelines end 2021.

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

AB 434
SuperNOFA
Updates
Item Number: 7.

49 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Special
Populations
CalWORKs
Housing
Support
Program (HSP)
$190M yearly for FY
21-22 and FY 22-23
County Welfare
Departments.

Financial assistance and
housing-related wraparound supportive services,
including rental assistance,
housing navigation, case
management, security
deposits, utility payments,
legal services, and credit
repair. Some funds can be
set-aside for purchasing
property.

FY 21 - 22 NOFA released in
May 2021 with deadlines in
June 2021.

FY 21 - 22 RFA
Letter
Special
Populations
Transitional
Housing
Program (THP)
$8M for Round 3 (FY
21 - 22)
County child welfare
services agencies that
demonstrate a need to
provide housing for young
adults aged 18 to 25 years
of age.

Funds shall be used to help
young adults who are 18 to
25 years of age secure and
maintain housing.

Eligible uses: Identifying and
assisting housing services,
helping this population
secure and maintain housing
(with priority given to those
formerly in the state’s foster
care or probation system);
improving coordination of
services and linkages to
community resources within
the child welfare system and
the Homeless Continuum of
Care; outreach and targeting
to serve those with the
most-severe needs.

TBD. The deadline to submit
Round 2 THP application
was November 12, 2020. No
further Round 3 information
has been released.
-
Special
Populations
Bringing
Families Home
Program
$92.5M yearly in FY
21-22 and FY 22-23,
available over three
years
Counties and tribes. 22
counties and one tribe are
participating in the July
2019 – June 2022 cycle
-- Riverside County is not
one of them.

Financial assistance
and housing-related
wrap-around supportive
services for eligible families
experiencing homelessness
in the child welfare system,
including rental assistance,
housing navigation, case
management, security
deposits, utility payments,
legal services, and credit
repair.

Program was expanded
following FY 21 - 22 budget.

Announcement of funding
availability for new and
continuing grantees is
forthcoming.

Information
on Program
Expansion
Special
Populations
CalWORKS
Homeless
Assistance
Program
Varies by county
- combination of
Federal, State, and
County funds.

Counties Temporary HA, which
helps families pay the
costs of temporary shelter;
permanent HA, which helps
families secure housing or
prevent eviction; security
deposit and last month’s rent
or 2 months arrearages to
prevent eviction.

Target population:

CalWORKs recipients
or CalWORKs eligible
applicants who are
experiencing homelessness
or at risk of homelessness.

SB 1065, passed in 2020,
streamlines and expands
eligibility for HA. Likely
implemented mid-late 2022.

All County Letter
Regarding
Implementation
of SB 1065
Building
Capacity
FY 2021
Continuum
of Care
Competition
and
Noncompetitive
Award of Youth
Homeless
Demonstration
Program
Renewal and
Replacement
Grants
~$2.65B was available
for FY 2021 NOFO
Continuum’s of Care CoC activities, including:

Quickly rehousing homeless
individuals, families,
persons fleeing domestic
violence(and dating
violence, sexual assault,
and stalking) and youth
while minimizing the trauma
and dislocation caused by
homelessness; promoting
access to and effective
utilization of mainstream
programs by homeless
individuals and families;
optimizing self-sufficiency
among those experiencing
homelessness.

NOFO released in Sept 2021
with deadline of Nov 2021.

CoC Program
Competition |
HUD.gov / U.S.

Department
of Housing
and Urban
Development
(HUD)
Item Number: 7.

50 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Community
Development
Riverside
County CDBG
Program
Riverside County
received $8M in 2020
Non-Profits, 501(c)(3) Higher
Education Institutions,
Cooperating Cities,
and other Government
Agencies/Special Districts.

Community Development
(CD) uses: Housing, public
improvements, community
facilities, public services,
planning and technical
assistance (PTA), Native
American housing and
housing-related activities, and
Colonia housing needs.

Economic Development
(ED) uses enterprise funds,
planning and technical
assistance (PTA), and overthe-counter grants.

Application deadline was Nov
12, 2021.

Riverside County
2022 – 23
CDBG Awards
Application
Flexible Use Emergency
Solutions
Grants Program
in CARES Act
(ESG-CV)
California received
$949M (direct formula
allocation to local
jurisdictions + state
funding to be further
distributed)
Direct Allocation: Distributed
to currently approved
units of general-purpose
local government, known
as Administrative Entities
(Aes), or directly to the COC,
depending on capacity.

State funding: Continuum
of Care (CoC) service areas
that have at least one
jurisdiction that does not
receive ESG funds directly
from HUD.

Street Outreach, Emergency
Shelter, Rapid Re-Housing,
Homelessness Prevention,
and Homeless Management
Information System.

Direct allocation: Substantial
Amendment/Action Plan
Submission to HUD due Aug
2021.

State allocation: applications
due by October 2021.

HUD Emergency
Solutions Grants
- CV
Flexible Use Mental Health
Services Act
~$2.3B annually Counties -- must expend
the funds for the required
components consistent with
a local plan.

Can be used to fund
homeless and housing
assistance services through
the Community Services and
Supports (CSS), Prevention
and Early Intervention (PEI),
Innovation (INN), and Capital
Facilities and Technological
Needs (CF/TN) components
of MHSA.

TBD. Counties with population
above 200,000 have three
years to expend funds
distributed for CSS, PEI, and
INN components. Counties
with less than 200,000 have
five years to expend funds
distributed for CSS, PEI and
INN components. All counties
have ten years to expend
funds distributed for CF/TN
and WET components.

Riverside County
MHSA Plan
Update
Health
(Physical and
Behavioral) &
Services
Whole Person
Care Pilots
$7M annually for four
years
County, a city and county, a
health or hospital authority,
or a consortium of any of
the above entities serving a
county or region.

Facilitates the coordination of
health, behavioral health, and
social services, as applicable,
in a patient-centered manner
with the goals of improved
beneficiary health and
wellbeing through more
efficient and effective use of
resources.

Will be replaced by Enhanced
Care Management (ECM)
starting Jan 2022.

Riverside County
WPC Application
Special
Populations
Home Safe
Program
$15M from July
2018 to June 2021.

Noncompetitive
allocations. Riverside
received $3.7M for FY
21 - 22.
$92.5M yearly for FY 21
- 22 and FY 22 - 23.

Counties or tribes. Adult Protective Services
(APS) clients who are
experiencing homelessness
or are at imminent risk of
homelessness as determined
by the adult protective
services agency.

Financial Assistance: Rental
Assistance, utility payments,
moving costs, and/or deep
cleaning to maintain safe
housing.

Supportive Services:
housing-related intensive
case management, eviction
prevention, and/or landlord
mediation.

On October 15, 2021, CDSS
released NOFA on Oct 15,
2021. These funds include
non-competitive allocations
available to all 58 counties
or groups of counties and/
or tribes.

The deadline for accepting
funds is December 3, 2021.

Latest NOFA
Item Number: 7.

51 / HOMELESS ACTION PLAN

CATEGORY PROGRAM AVAILABLE FUNDS ELIGIBLE APPLICANTS ELIGIBLE USES TIMELINE ADDITIONAL

INFORMATION
Special
Populations
Housing
Opportunities
for People with

AIDS (HOPWA)
FY 2021: $41M Formula program (90% of
funds): MSAs with more than
500,000 people and at least
2,000 HIV/AIDS cases and
States with more than 2,000
HIV/AIDS cases outside
of eligible MSAs. Awards
are contingent upon the
submission and approval
by HUD of a jurisdiction’s
Consolidated Plan.

Competitive program (10%
of funds): States, local
governments, and nonprofit
organizations.

Formula program: housing
information, resource
identification, and permanent
housing placement;
acquisition, rehabilitation,
conversion, lease, and repair
of facilities to provide shortterm shelter and services; new construction; project
or tenant-based rental
assistance, including for
shared housing; and shortterm rent, mortgage, and
utility payments.

Competitive program:

Special Projects of National
Significance (SPNS): Projects
of innovative nature or their
potential for replication.

New Long-Term Projects:

These projects provide
housing and services for
eligible persons in areas of
the nation that did not qualify
for HOPWA Formula Program
allocations.

FY 2021 competitive program
NOFO was announced in
April 2021 with an application
deadline of June 2021.

Awardees announced on
12/1/2021.
-

COLLABORATING AGENCIES/DEPARTMENTS
A number of the Action Areas and their associated strategies require developing and/or deepening partnerships with agencies and partners in both the homeless and the homeless serving sectors. The table below shows groups with which the Continuum of Care and its administrative support systems should work to cultivate relationships.

AGENCY/DEPARTMENT AREAS OF PARTNERSHIP
CHILD WELFARE SERVICES TAY support, family support, homeless prevention, early identification, and resolution.

CORONA REGIONAL MEDICAL CENTER CalAIM coordination and healthcare for those experiencing homelessness.

DESERT HEALTHCARE DISTRICT CalAIM coordination and healthcare for those experiencing homelessness.

FAITH BASED ORGANIZATIONS
Assistance with supplying food, clothing, and toiletries.

Emergency shelters, safe parking, and construction of
affordable housing on church properties.

LAW ENFORCEMENT (SHERIFF, CITY POLICE DEPARTMENTS,

PROBATION, PAROLE, JAIL, DISTRICT ATTORNEY,

PUBLIC DEFENDER)
Outreach, encampment resolution, discharge planning,
jail in reach, early identification, and resolution.

REGIONAL ASSOCIATIONS OF GOVERNMENT Coordination and integration of services.

RIVERSIDE COUNTY ANIMAL SERVICES Jointly develop strategies to support pet friendly solutions for persons experiencing homelessness.

RIVERSIDE COUNTY BEHAVIORAL HEALTH Outreach and behavioral health services and support.

RIVERSIDE COUNTY CODE ENFORCEMENT Work to proactively address encampments in a coordinated manner.

RIVERSIDE COUNTY DEPARTMENT OF EMERGENCY SERVICES Work to proactively address encampments in a coordinated manner.

RIVERSIDE COUNTY OFFICE OF ECONOMIC DEVELOPMENT Jointly develop strategies to increase the overall economic stability of the ELI population in the county.

Item Number: 7.

52 / HOMELESS ACTION PLAN

AGENCY/DEPARTMENT AREAS OF PARTNERSHIP

RIVERSIDE COUNTY OFFICE OF EDUCATION
Early identification of and support for children and
families at risk of and/or experiencing homelessness.

Establish/enhance year-round breakfast and lunch
programs.

RIVERSIDE COUNTY OFFICE ON AGING Early identification of and support for older adults at risk of and/or experiencing homelessness.

RIVERSIDE COUNTY PARK AND OPEN SPACE DISTRICT Work to proactively address encampments in a coordinated manner.

RIVERSIDE COUNTY PLANNING DEPARTMENT
Work to identify opportunities to develop more housing
affordable to everyone and to increase the production of Permanent Supportive Housing.

RIVERSIDE COUNTY WORKFORCE DEVELOPMENT BOARD Jointly develop strategies to enhance training programs for persons experiencing homelessness.

RIVERSIDE FLOOD CONTROL Work to proactively address encampments in a coordinated manner.

RIVERSIDE UNIVERSITY PUBLIC HEALTH SYSTEM CalAIM coordination and healthcare for those experiencing homelessness.

VETERANS ADMINISTRATION AND RIVERSIDE COUNTY VETERANS

SERVICES OFFICE
Funding and services for veterans experiencing
homelessness and their families.

PARTNER CITIES IN COUNTY OF

RIVERSIDE CONTINUUM OF CARE
City of Banning
City of Beaumont
City of Blythe
City of Calimesa
City of Canyon Lake
City of Cathedral City
City of Coachella
City of Corona
City of Desert Hot Springs
City of Eastvale
City of Hemet
City of Indian Wells
City of Indio
City of Jurupa Valley
City of Indio
City of Jurupa Valley
City of Lake Elsinore
City of La Quinta
City of Menifee
City of Moreno Valley
City of Murrieta
City of Norco
City of Palm Desert
City of Palm Springs
City of Perris
City of Rancho Mirage
City of Riverside
City of San Jacinto
City of Temecula
City of Wildomar
Item Number: 7.

53 / HOMELESS ACTION PLAN

GLOSSARY
AHAR: Annual Homeless
Assessment Report
APR: Annual Performance Report
(for HUD homeless programs)
CALAIM: California Advancing and
Innovating Medi-Cal
CDBG: Community Development
Block Grant (CPD program – federal)
CES: Coordinated Entry System
CSBG: Community Services Block
Grant
COC: Continuum of Care
CPD: Community Planning and
Development (HUD Office)
ES: Emergency Shelter
ESG: Emergency Solutions Grant
(CPD – federal program)
FMR: Fair Market Rent (maximum
rent for Section 8 rental assistance/
CoC grants)
GR: General Relief
HCD: Housing and Community
Development (State office)
HEARTH: Homeless Emergency
and Rapid Transition to Housing
(HEARTH) Act of 2009
HIC: Housing Inventory Count
HMIS: Homeless Management
Information System
HOME: Home Investment
Partnerships (CPD program)
HOPWA: Housing Opportunities for
Persons with AIDS (CPD program)
HUD: U.S. Department of Housing
and Urban Development (federal)
MHSA: Mental Health Services Act
NOFA: Notice of Funding Availability
PHA: Public Housing Authority
PIT COUNT: Point in Time Count
PH: Permanent Housing
PSH: Permanent Supportive Housing
RHNA: Regional Housing Needs
Assessment
RRH: Rapid Rehousing
SAMHSA: Substance Abuse
& Mental Health Services
Administration
SH: Supportive Housing
SMI: Severe Mental Illness
SNAPS: Office of Special Needs
Assistance Program (HUD office
overseeing CoC)
SO: Street Outreach
SOAR: SSI/SSDI Outreach, Access,
and Recovery (SSI/SSDI Application
program)
SRO: Single-Room Occupancy
housing units
SSA: Social Security Administration
SSDI: Social Security Disability
Income
SSI: Supplemental Security Income
SUD: Substance Use Disorder
TA: Technical Assistance
TANF: Temporary Assistance to
Needy Families
TAY: Transition Age Youth (usually
ages 16-24)
TH: Transitional Housing
VA: Veterans Affairs (U.S.

Department of)
VASH: Veterans Affairs Supportive
Housing
VI-SPDT: Vulnerability Index and
Service Prioritization Decision
Assistance Tool
Item Number: 7.

54 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 1: STRENGTHEN SYSTEM TO BETTER PREVENT & END HOMELESSNESS STRATEGY 1: STRENGTHEN LEADERSHIP & DEPARTMENTAL CAPACITY • 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
• 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
• Number of new positions created
in response to Homeless Action
Plan, especially around crosssector alignment, and partnership. • Riverside County CoC Policy
Agenda.
• Number of new opportunities
generated through private and
philanthropic funding.
• 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
• 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, long-term,
or sustainable data-informed
results that are consistent with
benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach
(HMIS, annual Point-In-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
EXHIBIT A: TABULATED RIVERSIDE

COUNTY HOMELESS ACTION PLAN
Item Number: 7.

55 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 1: STRENGTHEN SYSTEM TO BETTER PREVENT & END HOMELESSNESS STRATEGY 2: IMPROVE COUNTY’S ABILITY TO TRACK, LEVERAGE, & MANAGE DATA • 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
• Number of System Performance
Measures/goals of Homeless
Action Plan reflected in public
facing dashboards.
• Number of programs with
demographic data disaggregated
in public facing dashboards.
• Real time shelter and housing unit
inventory reflected in public facing
dashboards.
• Percentage of programs/services
integrated within CES and HMIS.
• 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
• 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, long-term,
or sustainable data-informed
results that are consistent with
benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach
(HMIS, annual Point-In-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
STRATEGY 3: IMPLEMENT PRIORITIZATION

FRAMEWORK TO ADDRESS SYSTEM FLOW
• 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 equity-centered,
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.
• Total number of people entering
homeless each month.
• Total number of people exiting to
housing each month.
• Total active people experiencing
homelessness each month.
• Allocation of Riverside County
CoC Awards reflecting units of
“Reducing Inflow”, “Increasing
Outflow”, and “Supporting Interim
Solutions”.

STRATEGY 4: UTILIZE FUNDING PRINCIPLES INFORMED BY THE

PRIORITIZATION FRAMEWORK, PROVIDER, CITY, & REGIONAL

GOVERNMENT PERFORMANCE, & REGIONAL DEFICIENCIES & NEEDS • 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
• Allocation of Riverside County
CoC Awards reflecting units of
“Reducing Inflow”, “Increasing
Outflow”, and “Supporting Interim
Solutions”.
• Number of new opportunities
generated through private and
philanthropic funding.

Item Number: 7.

56 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 1: STRENGTHEN SYSTEM TO BETTER PREVENT & END HOMELESSNESS STRATEGY 5: STRENGTHEN COORDINATED ACCESS • 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
• Number days between referral
and contact.
• Length of stay in shelter or street.
• Functionality of Coordinated Entry
System.
• Effectiveness of access,
assessment, prioritization, and
matching/referrals.
• Number of programs/services
adhering to Riverside County.
• 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
• 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, long-term,
or sustainable data-informed
results that are consistent with
benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach
(HMIS, annual Point-In-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
STRATEGY 6: ENHANCE PROVIDER, CITY & REGIONAL GOVERNMENT’S CAPACITY & SYSTEM INFRASTRUCTURE • 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:
• 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
• CoC CES Policies and Procedures.

Percentage of programs/services
integrated within CES and HMIS.
• Number of/participation trainings,
learning collaboratives, provider
forums provided.
• Program staffing/Caseload ratio
per program,
• Increase provider, city, and
regional government capacity.

Item Number: 7.

57 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 1: STRENGTHEN SYSTEM TO BETTER PREVENT & END HOMELESSNESS STRATEGY 7: SUPPORT REGIONAL, CROSS-SECTOR ALIGNMENT & PARTNERSHIP • 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, crosssector 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 crosssector 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
• Number of mainstream/crosssector systems with data sharing agreements or integrations with
homeless response system.
• Number of mainstream/crosssector systems utilizing developed homeless tracking metrics.
• Number of new positions created
in response to Homeless Action
Plan, especially around crosssector alignment, and partnership. • Number of active cross-sector
or regional working groups/
partnerships.
• 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
• 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, long-term,
or sustainable data-informed
results that are consistent with
benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach
(HMIS, annual Point-In-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
Item Number: 7.

58 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 1: STRENGTHEN SYSTEM TO BETTER PREVENT & END HOMELESSNESS STRATEGY 8: REFINE COMMUNICATIONS EFFORTS AROUND HOMELESSNESS IN RIVERSIDE COUNTY • 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 communication
• 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
• 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
• Riverside County CoC Policy
Agenda.
• Effectiveness of PR/
Communication Campaign.
• 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
• 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, long-term,
or sustainable data-informed
results that are consistent with
benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach
(HMIS, annual Point-In-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
STRATEGY 9: EXPAND ACCOUNTABILITY

TO CLIENTS
• 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
• Client program satisfaction results.

STRATEGY 10: DEVELOP LIVED

EXPERIENCE KNOWLEDGE,

LEADERSHIP, & DECISION-MAKING
• 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
• Percentage of CoC and service
provider staff with Black,
Indigenous and People of Color
and people with Lived Experience
Item Number: 7.

59 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 1: STRENGTHEN SYSTEM TO BETTER PREVENT & END HOMELESSNESS STRATEGY 11: CENTER RACE EQUITY IN HOMELESS RESPONSE • 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 publicfacing 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
• Number of programs with
demographic data disaggregated
in public facing dashboards.
• Percentage of CoC and service
provider staff with Black,
Indigenous and People of Color
and people with Lived Experience.
• Number of awarded programs/
projects that address racial equity.
• Number of Riverside County
CoC Policy and Procedures that
address racial equity.
• 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
• 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, long-term,
or sustainable data-informed
results that are consistent with
benchmarks established in the
Homeless Strategic Action Plan
• Utilizing a data-driven approach
(HMIS, annual Point-In-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
Item Number: 7.

60 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 2: EQUITABLY ADDRESS THE HEALTH, SAFETY, & SERVICES NEEDS OF PEOPLE EXPERIENCING UNSHELTERED HOMELESSNESS STRATEGY 12: INCREASE REGIONAL CAPACITY OF HOMELESS STREET OUTREACH • 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., traumainformed 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
• Number of people experiencing
unsheltered homelessness at a
point in time and month to month,
including key subpopulations.
• Length of time a person remains
homeless (street and shelter).
• Successful placement from Street
Outreach.
• Number of permanent housing
placements from Street Outreach.
• Number of successful contacts
with people experiencing
unsheltered homelessness.
• Number of people entering into
chronic homelessness.
• Geographic distribution of
people experiencing unsheltered
homelessness (including
encampments).
• Geographic distribution and makeup of homeless street outreach teams/programs.
• 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.
• Invest in multi-agency, multijurisdictional 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.

Item Number: 7.

61 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 2: EQUITABLY ADDRESS THE HEALTH, SAFETY, & SERVICES NEEDS OF PEOPLE EXPERIENCING UNSHELTERED HOMELESSNESS STRATEGY 13: SUPPORT THE HEALTH OF PEOPLE EXPERIENCING UNSHELTERED HOMELESSNESS THROUGH CROSS-DEPARTMENTAL/CROSS-SECTOR SUPPORTS • Identify strategies to improve ongoing
connectivity for clients referred for mental
health services and/or substance use services
• Support communities in implementing multiagency, 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
• Length of time a person remains
homeless (street and shelter).
• 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.
• Invest in multi-agency, multijurisdictional 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.

STRATEGY 14: IMPROVE ACCESS FOR

PEOPLE EXPERIENCING HOMELESSNESS
• 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 problemsolving 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
• Length of time a person remains
homeless (street and shelter).
• Geographic distribution of housing
access in to CES.
• Demographics of people
experiencing homelessness
utilizing access and outreach
services.

Item Number: 7.

62 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 2: EQUITABLY ADDRESS THE HEALTH, SAFETY, & SERVICES NEEDS OF PEOPLE EXPERIENCING UNSHELTERED HOMELESSNESS STRATEGY 15: DEVELOP COUNTYWIDE ENCAMPMENT MANAGEMENT PROTOCOLS • 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
• Engage cities and other local government
entities to utilize encampment guidance of CoC
Homeless Street Outreach Protocol
• Number of encampments. • 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.
• Invest in multi-agency, multijurisdictional 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.

STRATEGY 16: SUPPORT THE

DECRIMINALIZATION OF HOMELESSNESS
• Develop Homeless Street Outreach Protocols to
compliment decriminalization advocacy
• Advocate for decriminalizing homelessness
responses across the county and state that
include pre-adjudication 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
• Number of emergency calls,
citations, arrests made by law
enforcement for homeless related
disturbances.

STRATEGY 17: DEVELOP TRAINING

FOR FIRST RESPONDERS
• 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
• 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
• 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
• Number of people experiencing
unsheltered homelessness at a
point in time and month to month,
including key subpopulations.
• Number of people experiencing
unsheltered homelessness
discharged from mainstream
institutions or re-entering from
homeless response system.
• Number of successful referrals to
support services (mental health,
employment, hygiene, nutrition,
etc.)
Item Number: 7.

63 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 3: EXPAND COMMUNITIES CAPACITY TO PROVIDE SAFE & EFFECTIVE SHELTER & INTERIM HOUSING STRATEGY 19: INCREASE THE NUMBER OF CRISIS HOUSING BEDS REGIONALLY • 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
• Number of people experiencing
sheltered homelessness at a
point in time and month to month,
including key subpopulations.
• Demographics of people utilizing
crisis housing options.
• Length of time a person remains
homeless (ES, SH, TH).
• Number of successful housing
placements from crisis housing.
• Percent of returns to
homelessness in 6,12, and 24
months for people connected to
crisis housing.
• Number of people experiencing
sheltered homelessness
discharged from institutions or reentering from homeless response system.
• Number of crisis housing beds
in the system and geographic
distribution.
• Crisis housing bed utilization.
• Number of successful referrals to
support services (mental health,
employment, hygiene, nutrition,
etc.).
• 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
• 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
STRATEGY 20: REFINE CRISIS HOUSING POLICIES & PROCEDURES • 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 housing-focused 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+
• Number of people experiencing
sheltered homelessness at a
point in time and month to month,
including key subpopulations.
• Demographics of people utilizing
crisis housing options.
• Length of time a person remains
homeless (ES, SH, TH).
• Number of successful housing
placements from crisis housing.
• Percent of returns to
homelessness in 6,12, and 24
months for people connected to
crisis housing.
• Number of people experiencing
sheltered homelessness
discharged from institutions or reentering from homeless response system.
• Number of crisis housing beds
in the system and geographic
distribution. Crisis housing bed
utilization.
• Number of successful referrals to
support services (mental health,
employment, hygiene, nutrition,
etc.).

Item Number: 7.

64 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 4: EXPAND & ENSURE EQUITABLE ACCESS TO PERMANENT HOUSING IN OUR COMMUNITIES STRATEGY 21: ADVOCATE FOR THE INCREASED PRODUCTION OF AFFORDABLE HOUSING • 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
• Number of housing units
affordable to extremely lowincome population, both currently and in the pipeline.
• 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.
• Length of time during housing
search is reduced by 50%.
• 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
• 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 longerterm 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
Item Number: 7.

65 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 4: EXPAND & ENSURE EQUITABLE ACCESS TO PERMANENT HOUSING IN OUR COMMUNITIES STRATEGY 22: INCREASE PERMANENT SUPPORTIVE HOUSING UNITS & CAPACITY • 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
• 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 service-intensive housing based on
identified need
• Ensure sufficient level of supportive services,
which are voluntary, housing first oriented,
trauma-informed, and incorporate harm
reduction principles
• Number of people utilizing
housing intervention, including
PSH and RRH, at a point in time
and month to month, including key
subpopulations.
• Demographics of different housing
interventions, including PSH and
RRH.
• Number of clients that successfully
exit housing interventions,
including PSH and RRH.
• Number of clients that successfully
retain housing, including PSH and
RRH, for 6,12, 24 months.
• Number of Permanent Supportive
Housing Units, both tenant-based
and project-based, currently and
in pipeline.
• Utilization rates for housing
interventions, including PSH and
RRH.
• Zip codes of housing placements
for housing interventions,
including PSH and RRH.
• Referral pattern for housing
interventions, including PSH and
RRH.
• Number of programs adhering
to Riverside CoC Policies and
Procedures for PSH and RRH.
• 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.
• Length of time during housing
search is reduced by 50%.
• 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
• 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 longerterm 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
STRATEGY 23: INCREASE RAPID REHOUSING

HOUSING UNITS & CAPACITY
• 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 longerterm 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 service-intensive 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
• Number of people utilizing
housing intervention, including
PSH and RRH, at a point in time
and month to month, including key
subpopulations.
• Demographics of different housing
interventions, including PSH and
RRH.
• Number of clients that successfully
exit housing interventions,
including PSH and RRH.
• Number of clients that successfully
retain housing, including PSH and
RRH, for 6,12, 24 months.
• Number of Rapid Rehousing
Program Units.
• Utilization rates for housing
interventions, including PSH and
RRH.
• Zip codes of housing placements
for housing interventions,
including PSH and RRH.
• Referral pattern for housing
interventions, including PSH and
RRH.
• Number of programs adhering
to Riverside CoC Policies and
Procedures for PSH and RRH.

Item Number: 7.

66 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 4: EXPAND & ENSURE EQUITABLE ACCESS TO PERMANENT HOUSING IN OUR COMMUNITIES STRATEGY 24: DEVELOP CENTRALIZED LANDLORD OUTREACH, ENGAGEMENT, & RETENTION STRATEGIES • 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.
• 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
• Length of time during housing
search.
• 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.
• Average number of real-time unit
availability secured by centralized
landlord engagement program.
• Number of incentives and
supports issued through
centralized landlord engagement
program.
• Number of landlords participating
in centralized landlord
engagement program, including
formalized partnerships.
• 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.
• Length of time during housing
search is reduced by 50%.
• 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
• 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 longerterm 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
STRATEGY 25: INNOVATE

APPROACHES TO EXPAND EXISTING

HOUSING STOCK
• 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
• Length of time during housing
search.
• 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.

STRATEGY 26:

INCREASE FLEXIBLE

HOUSING FUNDS
• 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
• Length of time during housing
search.
• Outcomes of flexible funds issued,
including one-time payments and
shallow subsidies.
• Number of flexible funds issued,
including one-time payments and
shallow subsides.

STRATEGY 27: ADDRESS

HOUSING NEEDS OF UNIQUE

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+
• Number of successful referrals to
support services (mental health,
employment, hygiene, nutrition,
etc.)
Item Number: 7.

67 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 4: EXPAND & ENSURE EQUITABLE ACCESS TO PERMANENT HOUSING IN OUR COMMUNITIES STRATEGY 28: DEVELOP STRATEGIES TO REDUCE BARRIERS FOR PEOPLE EXPERIENCING HOMELESSNESS IN OBTAINING HOUSING & TO INCREASE THE SPEED OF LEASE-UP PROCESS • 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
• Clarify, contractually and through training,
the expectations regarding roles and
responsibilities of shelter case managers,
outreach workers, and housing case managers
in getting clients document-ready and establish
& record performance metrics to track progress
• Identify additional ways to expedite the housing
search and lease up process
• Length of time during housing
search.
• 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.).
• 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.
• Length of time during housing
search is reduced by 50%.
• 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
• 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 longerterm 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
STRATEGY 29: EXPAND HOUSING ACCESS TO HIGH

OPPORTUNITY NEIGHBORHOODS, WITH A FOCUS ON

THOSE WITH HIGH SOCIAL DETERMINANTS OF HEALTH
• 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
• Zip codes of housing placements
for housing interventions,
including PSH and RRH.
• 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.

STRATEGY 30: STRENGTHEN

APPROACHES TO CASE

MANAGEMENT
• 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
• Number of successful referrals to
support services (mental health,
employment, hygiene, nutrition,
etc.).
• Number of programs adhering
to Riverside CoC Policies and
Procedures for PSH and RRH.

STRATEGY 31: LEVERAGE HOUSING

AUTHORITY DIVISION RESOURCES FOR

PEOPLE EXPERIENCING HOMELESSNESS
• Increase advocacy for the expansion of the
Housing Choice Voucher program
• 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.

Item Number: 7.

68 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 4: EXPAND & ENSURE EQUITABLE ACCESS TO PERMANENT HOUSING IN OUR COMMUNITIES STRATEGY 32: CONTINUE TO ADVOCATE FOR LEGISLATION PROTECTING AGAINST HOUSING DISCRIMINATION IN HOUSING SEARCH • Advocate for the legislation protecting against
housing discrimination
• Establish partnerships and mechanisms for
better tracking and enforcement of existing
protections
• Number of housing discrimination
instances within Riverside County
• 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.
• Length of time during housing
search is reduced by 50%.
• 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
• 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 longerterm 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
Item Number: 7.

69 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 5: PREVENT PEOPLE FROM EXPERIENCING THE CRISIS OF HOMELESSNESS STRATEGY 33: INCREASE HOMELESSNESS PREVENTION, DIVERSION, & MEDIATION 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
• Number of people experiencing
homelessness for first time,
including regional and
demographic breakdown.
• Percentage successful
households receiving prevention
services, including regional and
demographic breakdown.
• Percent of clients still in
permanent housing at 6,12-, and
24-months following assistance.
• Number of programs adhering
to Riverside CoC Policies and
Procedures for Prevention and
Diversion.
• 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
• 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 reentering 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 at-risk 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: 7.

70 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 5: PREVENT PEOPLE FROM EXPERIENCING THE CRISIS OF HOMELESSNESS STRATEGY 34: ADDRESS INFLOWS OF HOMELESSNESS THROUGH CROSS- SECTOR COLLABORATION, DISCHARGE PLANNING, & EARLY IDENTIFICATION • 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
• 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
• Number of people experiencing
homelessness for first time,
including regional and
demographic breakdown.
• Readmissions and recidivism
rates.
• Cost saving for discharge
planning.
• Number of mainstream systems
with data sharing agreements
or integrations with homeless
response system.
• Number of mainstream systems
utilizing developed homeless
tracking metrics.
• Number of referrals for housing
related services from mainstream
institutions.
• 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
• 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 reentering 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 at-risk 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
STRATEGY 35: EXPAND OPPORTUNITIES TO ACHIEVE FINANCIAL STABILITY/ECONOMIC MOBILITY

THROUGH EMPLOYMENT, EDUCATIONAL, INCOME SUPPORTS, & WEALTH GENERATION PROGRAMS & 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
• Increases to employment,
income, and wealth generation
among people experiencing
homelessness
Item Number: 7.

71 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 5: PREVENT PEOPLE FROM EXPERIENCING THE CRISIS OF HOMELESSNESS STRATEGY 36: REDUCE REENTRIES INTO HOMELESS RESPONSE SYSTEM • Track and analyze causes for reentry into the
homeless response system
• Identify targeted solutions for anyone reentering the homeless response system • Number of people returning to
homelessness, including regional
and demographic breakdown.
• Number of people exiting
mainstream institutions that
experience sheltered and
unsheltered homelessness.
• Number of people who would
have been homeless upon
discharge from mainstream
institutions and are successfully
placed into housing.
• 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
• 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 reentering 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 at-risk 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: 7.

72 / HOMELESS ACTION PLAN
ACTION
AREA STRATEGY CORRESPONDING ACTIONS PERFORMANCE METRICS GOALS FUNDING PRINCIPLES ACTION AREA 5: PREVENT PEOPLE FROM EXPERIENCING THE CRISIS OF HOMELESSNESS STRATEGY 37: PRESERVE VULNERABLE HOUSING & PREVENT COMMUNITY 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
• Number of low-income
households that are considered
rent-burdened.
• Number of evictions across
Riverside County, including
regional and demographic
breakdown.
• 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
• 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 reentering 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 at-risk 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
STRATEGY 38: EXPAND PROTECTIONS FOR RENTER/TENANTS
• 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)
• 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
• Number of low-income
households that are considered
rent-burdened.
• Number of evictions across
Riverside County, including
regional and demographic
breakdown.

STRATEGY 39: ADVOCATE FOR THE

EXPANSION OF A SOCIAL SAFETY NET
• Advocate for the state and the federal
government to increase funding and access to
safety net services
• Percent of clients still in
permanent housing at 6,12-, and
24-months following assistance.

Item Number: 7.

73 / HOMELESS ACTION PLAN
EXHIBIT B:

TRANSITIONAL

AGED YOUTH
(TAY) HOMELESS
ACTION

SUMMARY
The following section summarizes
actions, strategies, and funding
principles of the Riverside County
CoC Homeless Action Plan for
Transition Aged Youth (TAY) at-risk of
and experiencing homelessness.

In 2020 there were 256 youth
experiencing unsheltered
homelessness, a 41% increase from
2019. Surprisingly, this increase in
youth experiencing unsheltered
homelessness was accompanied
by a 65% decrease in the count
of sheltered youth experiencing
homelessness. As part of the Needs
Assessment and Gaps Analysis
of the County of Riverside,
stakeholders highlighted the need
to provide more services to key
sub-populations like Transition Aged
Youth (TAY).

Action Area 1: Strengthen System
the Better Prevent and End
Homelessness, highlights the need
to utilize a data-driven approach
to invest in programs addressing
significant service gaps for highneed communities, under-served or hard to-serve geographic areas,
or special subpopulations such as
transitional age youth.

Action Area 3: Expand
Communities Capacity to
Provide Safe and Effective
Shelter and Interim Housing,
focuses on developing training
and protocols for first responders
when engaging people on the
streets and encampments, with
considerations for interacting with
key subpopulations like Transition
Aged Youth. These strategies
also call for the need to establish
resources and refine policies and
procedures for existing programs
accessed by Transition Aged Youth.

Additionally, this action area calls
for the refinement of crisis housing
policies and procedures like
emergency shelter, interim housing,
medical respite, domestic violence
shelters, faith-based shelters, family
shelters, transitional housing, and
motel vouchers to ensure they are
accessible, low barrier, and housing
focused. Policies and procedures will
account for the unique shelter needs
of Transition Aged Youth.

Strategies in Action Area 4: Expand
and Ensure Equitable Access
to Permanent Housing in Our
Communities call for the need to
increase housing resources available
to Transition Aged Youth, like Rapid
Rehousing. This section calls out the
need to expand housing supports and
programs for Transition Aged Youth.

Action Area 5: Prevent People
from Experiencing the Crisis of
Homelessness, highlights the need
to address the inflows of youth
homelessness through cross-sector
collaboration, discharge planning,
early identification, and housing
supports within child welfare,
juvenile justice, and education
systems. Funding Principles call
for the need to invest in programs
that will immediately address the
needs of homeless youth and
programs that reduce entries into
homelessness as people exit and/
or receive services from institutional
settings through cross-sector
collaboration.

EXHIBIT C:

FAMILY

HOMELESS
ACTION

SUMMARY
The following section summarizes
actions, strategies, and funding
principles of the Riverside County
CoC Homeless Action Plan for
families at-risk of and experiencing
homelessness.

There is a significant number of
families experiencing homelessness
in Riverside County and numerous
households and families that are
precariously housed: doubled-up,
living with friends or family, and
are therefore at-risk of falling into
homelessness.

Action Area 1: Strengthen
System to Better Prevent and
End Homelessness calls for
strengthening of the homeless
response system to address the root
causes of homelessness, preventing
increases of new families falling into
homelessness.

Action Area 2: Equitably Address
the Health, Safety, and Services
Needs of People Experiencing
Unsheltered Homelessness
highlights the need to expand
the accessibility of the homeless
response system and the need to
establish designated resources for
special populations experiencing
unsheltered homelessness like
homeless families.

Action Area 3: Expand
Communities Capacity to Provide
Safe and Effective Shelter and
Interim Housing focuses on
increasing crisis housing available to
homeless families and refining crisis
housing policies and procedures to
ensure they are radically accessible,
low-barrier, and housing focused.

Action Area 4: Expand and Ensure
Equitable Access to Permanent
Housing in Our Communities
highlights the advocacy of increased
production of affordable housing
that will expand housing available
to families at-risk or currently
experiencing homelessness.

Strategies include increasing rapid
rehousing for families experiencing
homelessness, increasing the
availability of flexible housing
funds to support move-in costs
and flexible housing subsidies, and
continuing to leverage housing
authority division resources for
families experiencing homelessness.

Expanding housing access in high
opportunity neighborhoods through
centralized landlord outreach will
have a significant impact on the
health of families, most significantly
for families with children. Lastly,
this action area calls for the
advocacy of legislation protecting
against housing discrimination in
the housing search, which has a
Item Number: 7.

74 / HOMELESS ACTION PLAN
significant impact on families looking
to utilize rental assistance, subsidies,
or vouchers.

Action Area 5: Prevent People
from Experiencing the Crisis of
Homelessness focuses on increasing
homelessness prevention, diversion,
and mediation services, which will
greatly benefit families at-risk of
homelessness. By collaborating with
cross-sector partners, the Action
Plan will address the inflows into
homelessness for families through
effective discharge planning, early
identification, and the expansion of
social and housing supports.

EXHIBIT D:

ENCAMPMENT

HOMELESS
ACTION

SUMMARY
Stakeholder feedback from the
Needs Assessment and Gaps
Analysis of the County of Riverside
highlighted differing regional
approaches to outreach and
engagement. Some regions utilize
more enforcement approaches
and others more engagement
approaches. The complexities of
outreach and engagement often
come to a point when responding
to encampments, which vary
significantly from region to region,
encampment to encampment. There
currently is not a unified approach to
encampment management.

Action Area 1: Strengthen System
to Better Prevent and End
Homelessness of the Homeless
Action Plan calls for the need to
refine communications efforts
around homelessness in Riverside
County. 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.

Action Area 2: Equitably Address the
Health, Safety, and Services Needs
of People Experiencing Unsheltered
Homelessness includes a specific
strategy to develop county wide
encampment management protocols.

This will include establishing best
practice in encampment management,
incorporating person-centered
approaches, enhancing coordination
with providers, cities, regional
governments, and developing
formal Encampment Management
and Resolution Protocols. Funding
Principles call for the investment
in multi-agency, multi-jurisdictional
solutions to address the health,
safety, and housing needs of
people experiencing unsheltered
homelessness and staying in
encampments.

EXHIBIT E:

VETERAN

HOMELESS
ACTION

SUMMARY
The successful response to veteran
Homelessness in Riverside County
represents a roadmap on how to
effectively respond to the unique
needs of subpopulations. While
veteran homelessness is included in all
the action areas of the plan, it is most
referenced in Action Area 5: Prevent
People from Experiencing the Crisis
of Homelessness. The plan calls
for the need to continue to expand
upstream early identification, housing,
and social supports for veterans at-risk
of homelessness. Funding Principles
call for the investment in programs
that immediately address the needs
of data-informed special populations
like veterans through housing and
supports.

EXHIBIT F:

DOMESTIC

VIOLENCE

HOMELESS
ACTION

SUMMARY
Action Area 2: Equitably Address
the Health, Safety, and Services
Needs of People Experiencing
Unsheltered Homelessness,
highlights the need to develop
training for first responders when
engaging people experiencing
unsheltered homelessness who
are survivors of domestic violence.

Additionally, this action area focused
on establishing key resources for
special subpopulations experiencing
unsheltered homelessness like
survivors fleeing domestic violence.

Action Area 3: Expand
Communities Capacity to Provide
Safe and Effective Shelter and
Interim Housing calls to increase
the number of crisis housing
beds regionally, with emphasis on
domestic violence shelter beds and
capacity. Part of this action area
addressed the need to expand
access to resources and refine crisis
housing policies and procedures
to ensure that they are accessible,
low-barrier, and housing focused.

Part of this process will be to assess
regional capacity and develop realtime bed availability.

EXHIBIT G:

RACIAL EQUITY

HOMELESS
ACTION

SUMMARY
Action Area 1: Strengthen System
to Better Prevent and End
Homelessness calls to center race
equity in the County of Riverside
CoC’s Homeless Response. Black,
Indigenous, and Communities of
Item Number: 7.

75 / HOMELESS ACTION PLAN
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. The County
of Riverside CoC 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.

Furthermore, this strategy calls
to embed 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, and
incorporate a focus on racial equity
data, analysis, and planned activities
when submitting and reviewing
applications for funding. The strategy
emphasizes the need to utilize
HMIS to analyze data and create
public-facing dashboards around
racial inequities in experiences of
homelessness, provision of services,
and outcomes. The strategy calls to
adapt program guidelines, policies,
procedures focused on racial equity
and institute standardized cultural
humility, trauma informed care,
and anti-racist trainings for CoC
programs and system partners.

Lastly it highlights the need to create
plan to move forward on racial equity
work that will include system and
programmatic actions and alignment
with other regional equity initiatives.

EXHIBIT H:

LGBTQIA+

HOMELESS
ACTION

SUMMARY
Action Area 2: Equitably Address
the Health, Safety, and Services
Needs of People Experiencing
Unsheltered Homelessness,
highlights the need to establish
resources for key special
populations experiencing
unsheltered homelessness, including
LGBTQAI+ individuals and families.

Action Area 3: Expand
Communities Capacity to Provide
Safe and Effective Shelter and
Interim Housing calls for the need
to refine crisis housing policies
and procedures to ensure they
are safe and accessible for key
subpopulations, including LGBTQAI+
individuals and families.

Action Area 4: Expand and Ensure
Equitable Access to Permanent
Housing in Our Communities
addresses the expanding resources
to meet the housing needs of key
subpopulations, including LGBTQAI+
individuals and families.

EXHIBIT I: OLDER

ADULTS/SENIORS

HOMELESS
ACTION

SUMMARY
Stakeholder feedback from the
Needs Assessment and Gaps
Analysis of the County of Riverside
highlighted the need to provide more
services to key sub-populations like
Seniors/Older Adults.

Action Area 1: Strengthen System
to Better Prevent and End
Homelessness of the Homeless
Action Plan calls for utilizing a datadriven approach to invest in programs addressing significant service gaps
and priority needs for under-served
or hard to-serve geographic areas, or
special subpopulations such as older
adults/seniors.

Action Area 2: Equitably Address the
Health, Safety, and Services Needs
of People Experiencing Unsheltered
Homelessness, highlights the
need to establish resources for key
special populations experiencing
unsheltered homelessness, including
older adults/seniors. Strategies
also include co-developing
protocols for first responders when
engaging people on the streets and
encampments, with special focus on
key subpopulations like older adults/
seniors.

Action Area 3: Expand
Communities Capacity to Provide
Safe and Effective Shelter and
Interim Housing calls for the need
to refine crisis housing policies
and procedures to ensure they
are safe and accessible for key
subpopulations, including older
adults/seniors.

Action Area 4: Expand and Ensure
Equitable Access to Permanent
Housing in Our Communities
addresses the expanding resources
to meet the housing needs of key
subpopulations, including older
adults/seniors.

Action Area 5: Prevent People
from Experiencing the Crisis of
Homelessness outlines strategies to
address inflows into homelessness
through cross-sector collaboration,
discharge planning, and early
identification. To specifically
target older adults/seniors, this
strategy includes identifying
supports 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. It also calls for improving
identification and stabilization of
older adults/seniors at greatest
risk of housing loss, developing
targeted homelessness prevention
strategies for older adults/seniors,
including development of a datadriven framework for identifying older adults/seniors at greatest
risk of housing loss. Additionally,
this strategy highlights the need
for providing subsidized housing
to homeless disabled individuals
pursuing SSI and supporting inhome care and long-term care options for older adults/seniors.

Lastly, to better address the inflows
into homelessness, the Riverside
County CoC will advocate and push
to expand tenant protections and
services that support tenants, which
will have a significant impact on
older adults/seniors.

Item Number: 7.

76 / HOMELESS ACTION PLAN
EXHIBIT J:

OTHER SPECIAL

POPULATIONS

HOMELESS
ACTION

SUMMARY
While these subpopulations are
addressed throughout the plan,
they are specially called out in the
following action areas.

Action Area 2: Equitably Address
the Health, Safety, and Services
Needs of People Experiencing
Unsheltered Homelessness,
highlights the need to establish
resources for key special
populations experiencing
unsheltered homelessness,
including chronically homeless
individuals, individuals with Severe
Mental Illness (SMI), individuals with
Substance Use Disorders (SUD), and
high utilizers of emergency services.

Action Area 3: Expand
Communities Capacity to Provide
Safe and Effective Shelter and
Interim Housing calls for the need
to refine crisis housing policies
and procedures to ensure they
are safe and accessible for key
subpopulations, including chronically
homeless individuals, individuals
with Severe Mental Illness (SMI),
individuals with Substance Use
Disorders (SUD), and high utilizers of
emergency services.

Action Area 4: Expand and Ensure
Equitable Access to Permanent
Housing in Our Communities
addresses the expanding resources
to meet the housing needs of key
subpopulations, including chronically
homeless individuals, individuals
with Severe Mental Illness (SMI),
individuals with Substance Use
Disorders (SUD), and high utilizers of
emergency services.

Item Number: 7.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 2

TABLE OF CONTENTS

1. Acknowledgements…………………………………..…………………….………………. 3

2. Executive Summary……………………………….………………………………………… 8

3. History of Homelessness in Corona…………………..……………………….……….…. 10

4. Understanding the Homeless Issue……………………….……………………………… 12

5. Causes of Homelessness…………………………………………..……………………….. 13

6. Types of Homelessness………………………………………………………..……………. 14

7. Homeless Needs Assessment…………………………………….……………………….. 16

8. Homeless Needs Assessment Conclusions………………………………..…………..... 43

9. Homeless Cost Impacts……………………………………………………………………. 45
a. Cost Studies…………………………………………………………………………. 46
b. City of Corona Cost Impacts……………………………………………………. 49

10. Community Engagement……………………………………………….………………... 68

11. Impact of Lawsuits………………………………………………………………………….. 90

12. Impact of Legislation……………………………………………………………………….. 91

13. Best Practices and Models.………………………………………………………...……... 92

14. Recommended Best Practice Interventions……………..………………….………… 93

15. Shelter and Housing Models…………………………………………………..………….. 96

16. Goals……………………………………………………………………………….….………. 100

17. Implementing Strategies……………………………………………………..…….……… 101

18. Phases of Plan………………………………………………………………….….………… 111

19. Measurements of Success………………………………………………………………… 113

20. Funding Sources………………………………………………………………….…………. 114
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 3

ACKNOWLEDGEMENTS
Corona City Council
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 4

COVER PAGE ACKNOWLEDGEMENTS
The City of Corona is pleased to feature a photograph of Cliff and Angela Hair on the front cover of this plan. Cliff and Angela were willing to share their amazing story of transformation to provide hope and inspiration to Corona’s homeless neighbors and the public and private stakeholders that will partner with us to improve the quality of life in Corona. The following bullet points summarize their journey:

Loss of their dream home due to broken
family relationships
Change from homeownership status in their
dream home to tenant status in a rental unit
Spiral into depression and self-medication
through drugs and alcohol
Eviction from their rental unit and quick
transition into homelessness
Move to Motel 6 in Corona
Decision to overcome fear to ask for help
Connection to food services at Crossroads
Church food pantry
Engagement in faith-based & communitybased support through Crossroads Christian Church, St. Edward Catholic Church, and
Corona-Norco Settlement House
Move from crisis to healing, stability and
transition back to permanent housing
Establishment of Angels Over Cliffs Ministry
for the Homeless
Provision of what-ever-it-takes support,
home furnishings, housing navigation, and
other services to move Corona’s homeless out of crisis and into housing Partnership with City Net to help clients participating in City of Corona Motel Emergency Shelter Program. Partnership goal is to transition homeless out of motels and into permanent housing
Desire to support the City of Corona and the community of public/private partners in the successful implementation of the Homeless Strategic Plan Desire to serve as an example of partnership opportunities with the faith community in the City of Corona
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 5

ACKNOWLEDGEMENTS
Homeless Strategic Plan Contributors, Champions, Subject Matter Experts and Super Stars:

The City of Corona Homeless Strategic Plan was developed through a highly collaborative and comprehensive team effort. While many people participated in the process, a group of team members made significant contributions to the plan and/or provided critical subject matter expertise and data. The Corona Dream Team is outlined below:

Homeless Strategic Plan Ad Hoc Committee & Homelessness Resources Committee Mayor Jim Steiner
Council Member Yolanda Carrillo
Research for Historic Perspective on Homelessness in Corona Council Member Wes Speake
Facilitator and Author of Homeless Strategic Plan
Karen Roper, Homeless Solutions Coordinator
Community Engagement and Data Analysis Support
Karen Alexander, Planning/Housing Commission
Corona Police Department Homeless Outreach & Psychological Evaluation Team Officer Brandon Walker
Officer Eric Fox
Lieutenant Jim Auck
Homeless Census Data, Homeless Neighbors Focus Group & Community Engagement Support Brad Fieldhouse, City Net
Jennifer Munoz, City Net
Jessica Bruce, City Net
Matt Bates, City Net
Pamay Ha, City Net
Tyler Ahtonen, City Net
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 6

ACKNOWLEDGEMENTS
Corona Chamber of Commerce Support for Engagement of Business Stakeholders Bobby Spiegel, Chamber of Commerce
Deserie Ramirez, Chamber of Commerce
Don Williamson, Chamber of Commerce
Marta Cortez, Chamber of Commerce
Michael Ryan, Chamber of Commerce
Palbinder Badesha, Chamber of Commerce
Stephanie Shapiro, Chamber of Commerce
City of Corona Support Team & Plan Contributors
Angela Nieto, Management Services
Brian Young, Fire Department
Cindy Solis, Management Services
Cynthia Lara, Housing Department
David Montgomery-Scott, Library and Recreation Services Dean Derleth, Legal and Risk Management
George Johnstone, Police Department
Jacob Ellis, Management Services
Joanne Coletta, Community Development
John Higgenbotham, Legal and Risk Management
Moses Cortez, Parks Department
Naomi Ramirez, Management Services
Ryan Cortez, Management Services
Corona Art Association Artwork for Plan
Lori Alarcon, Corona Art Association
Mary MacDougall, Corona Art Association
County of Riverside Support
Carrie Harmon, Housing, Homelessness and Workforce Department Deborah Rose, Office of Karen Spiegel, 2nd District County Supervisor Heidi Marshall, County Housing, Homelessness and Workforce Department Karen Spiegel, 2nd District County Supervisor
Marcus Cannon, Riverside University Health System – Behavioral Health Natalie Profant-Komoro, County Executive Office
Tanya Torno, Housing, Homelessness and Workforce Department Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 7

ACKNOWLEDGEMENTS
Partners in Education
Alexis Kakos Medina, Corona-Norco Unified School District Dr. John Pablo Sanchez, Corona-Norco Unified School District Stephan McPeace, Riverside County Office of Education
211 Community Connect
Lisa Wright, United Way of Inland Valleys
Rebecca Acevedo, 211 Community Connect
Faith-Based Organizations and Community Based Organizations Cliff and Angela Hair, Angels Over Cliffs
Creiselda Terpoorten, Building a Beloved Corona
Mark Allert, Corona-Norco Settlement House
Melanie Blakeborough, The Bridge Church of Corona
Virginia Coriddi, St. Edward Catholic Church
Parks and Recreation Commission
Michele Wentworth, Commissioner
City of Riverside
Hafsa Kaka, Homeless Solutions Officer
Michelle Davis, Housing Authority Manager
Homeless Shelter and Housing Providers
Allison Davenport, Mercy House
Barry Cottle, C&C Development
Brian Crain, Rescue Mission
Cris Paez, National Core
Larry Haynes, Mercy House
Leonard Jarman, Path of Life Ministries
Linda Wilson, Mercy House
Patricia Whitaker, National Core
Steve PonTell, National Core
Todd Cottle, C&C Development
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 8

EXECUTIVE SUMMARY
Introduction
The City of Corona has a strong foundation of homeless services. This foundation includes the Corona Police Department Homeless Outreach & Psychological Evaluation (HOPE) Team, City Net Outreach and Engagement Services, City of Corona Motel Voucher Emergency Shelter Program, a Homeless Solutions Coordinator, and a City Council Homeless Strategic Plan Ad Hoc Committee.

The City Council Ad Hoc Committee was established after the City Council Homelessness Resources Brown Act Committee worked with a community of stakeholders to embark on a journey to better address homelessness in Corona. That journey led to the development of this Homeless Strategic Plan. The overarching objective of this plan is to transform the City’s existing foundation of homeless services into a coordinated system of care. The City of Corona Homeless Strategic Plan foundation was built on four key components:

Key Plan Components

1. Robust Community Engagement Process

2. Comprehensive Needs Assessment

3. Homeless Cost Impact Analysis

4. Analysis of Best Practices and Models
Mission and Vision
Critical to the success of any strategic plan is the vision and mission. Through a series of community meetings, the following vision and mission statements were developed. The elements of the plan are based upon these vision and mission statements.

Vision Statement Mission Statement
A transformational system of services,
shelter, and housing for Corona’s homeless
neighbors
Breaking the cycle of homelessness in Corona
through public/private partnerships
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 9

EXECUTIVE SUMMARY
Priority Populations and Best Practices:

Data from the community engagement process, needs assessment, cost impact analysis, and best practice model analysis was used to determine Corona’s priority homeless sub-populations and interventions. These findings are outlined below in priority order:

1. Unaccompanied Chronically Homeless Individuals /Unsheltered Street Homeless Individuals
• Outreach and Engagement
• Low-Barrier Emergency Shelter
• Navigation Center/Multi-Service Center
• Permanent Supportive Housing

2. Situationally Homeless Individuals and Families
Outreach and Engagement
Low-Barrier Emergency Shelter
Connection to Existing Transitional Shelters
Workforce Development Programs
Affordable Housing

3. At-Risk of Homeless Individuals and Families
Eviction and Foreclosure Prevention Programs
Workforce Development Programs
Utility, Food, Clothing, and Transportation Assistance Programs Goals and Plan Implementation
The following goals were developed to build a transformational system of homeless services.

Fifty-six implementing strategies were developed to support goal achievement. The plan will be implemented in phases over a five-year period. Data tracking systems will measure success to ensure that this plan is flexible, scalable, and responsive to changing needs and issues.

Goal 1 Develop A Systems-Oriented Approach to Address Homelessness Goal 2 Develop A Low-Barrier Emergency Shelter/Navigation Center System Goal 3 Develop Permanent Supportive and Affordable Housing Solutions Goal 4 Expand Outreach and Engagement
Goal 5 Develop and Participate in Sub-Regional Collaboratives with Neighboring Cities Goal 6 Develop Public/Private Partnerships to Support Plan Initiatives Goal 7 Develop Partnerships with the County and Continuum of Care to Support Plan Initiatives Goal 8 Develop A Homeless Prevention Initiative
Goal 9 Develop An Advocacy Campaign to Support Plan Initiatives Goal 10 Expand Data Tracking Systems and Dashboard to Measure System Performance Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 10

HISTORY OF HOMELESSNESS IN CORONA
To understand the issue of homelessness in Corona today, it is important to reflect on the past.

Homeless neighbors have lived in Corona since the City was established in May of 1886. Historical records indicate that homelessness is not a new issue and that the community of Corona has always worked in partnership with the City to help homeless who need services and shelter. The timeline below provides a snapshot of the history of homelessness in Corona:

According to the Corona Courier, in April of 1896, a tornado in the Midwest left hundreds of people homeless. The call for assistance went all the way to Corona and Coronans answered the call.

According to the Corona Courier, in January of 1897, a “Tramp Bill” was approved to provide employment and housing for any adult without the means of support. The employment program was led by the County Road Department. (Tramp was a word used to describe transients).

According to the Corona Courier, in September of 1903, the Sunshine Club of Corona hosted a candy social. The social was designed to raise funding to support homeless children and those suffering from depression.

According to the Corona Daily Independent, in May of 1907, a representative from the Children’s Home Society was speaking at different churches in Corona to discuss the need for placement of homeless children in families where they could be safeguarded and trained for useful citizenship.

According to the Corona Daily Independent, the September 4, 1933 transient census identified four homeless in the City of Corona.

According to the Corona Daily Independent, in November of 1933, a Transient Chief was named for Riverside County. The role of the Transient Chief was to identify homeless transients and enroll them in work camps. Work camps provided meal and housing services.

According to the Corona Daily Independent, in November of 1933, men admitted to state/federal homeless work camps were required to work six hours per day for food, clothing, and lodging. The work camps paid fifty cents per person, per day for homeless men participating in the work camp employment program.

According to the Corona Daily Independent, in April 1934, the Federal Emergency Committee was established to respond to the growing needs of homeless transients in Corona and throughout Riverside County. Prior to the Committee’s establishment, the City of Corona, with the support of volunteers and the Red Cross, had been providing transients with jobs-for-meals at the City’s woodyard.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 11

HISTORY OF HOMELESSNESS IN CORONA
According to the Corona Daily Independent, in July of 1934, residents were encouraged to refer transient needy individuals and families to the Red Cross Transient Program located at Corona City Hall. The article discouraged residents from providing meals to transients who were knocking on their doors.

According to the Corona Daily Independent, in September 1934, the Red Cross worked with the Corona City Council to transform the City Woodyard Transient Facility through the establishment of a State Emergency Relief Administration (SERA) project. The facility enhancement was possible due to data which confirmed that the City was experiencing a large increase in the number of transient men who were enrolled in the job for a meal ticket program. The goal of the Woodyard SERA project was to enhance transient services and reduce cost impacts to the City of Corona.

This brief historical perspective on homelessness in Corona confirms that:

Spikes in the homeless population result from natural disasters like tornados, economic downturns like the Great Depression, broken family relationships, mental health and other issues.

Addressing homelessness should be a community-wide effort of faith and communitybased organizations, community volunteers, City, State, County, and Federal government agencies.

The City of Corona should lead efforts to address homelessness but leverage public and private resources to provide a comprehensive response.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 12

UNDERSTANDING THE HOMELESS ISSUE
Although the United States has an extremely high quality of life as compared to many other countries in the world, homelessness has been a constant social crisis. During challenging times in our nation’s history, the United States has experienced surges in the homeless population due to economic declines such as the Great Depression that happened during the period of 1929 - 1933 or the Great Recession that happened during the period of 2007-2009.

Homelessness is an extremely complex issue that has far reaching impacts on many communities across the nation. Because homelessness is a complex issue, increases can happen during economic upturns as well as economic downturns. For example, during economic upturns, the cost of living and cost of housing dramatically increases. For people who are in low-paying, service sector jobs, thousands are often priced out of the housing market and relegated to shared housing with several families living
in one house. For those who live doubledup, many eventually become homeless due to the precarious nature of living in
overcrowded, shared housing conditions.

In more serious cases, families and
individuals move into homelessness
because they get behind on bills and
eventually lose their housing through
eviction or foreclosure. This unfortunate
scenario is often described as “too much
month left at the end of the money”.

Conversely, during economic downturns,
job losses dramatically increase. As more people become unemployed, many become financially challenged. As families and individuals struggle to meet their financial obligations, many end up with bad credit and eventually move into homelessness through eviction or foreclosure.

In addition to economic hardships, many people become homeless due to other life issues that will be discussed later in this plan. For every homeless person or family, there is usually a complex set of factors that contributed to their state of homelessness. Because of the many different issues and life situations, there is not a one-size, fits-all solution. Addressing homelessness requires a multi-faceted, coordinated, and systems-oriented approach.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 13

CAUSES OF HOMELESSNESS
Homelessness is an extremely complex issue and caused by many different factors. Individuals and families can become homeless because of tragic life occurrences, disabilities and impairments, trauma, and economic hardships. Examples of the causes of homelessness in the United States include:

Mental Illness and Depression
Divorce
Death of a Spouse
Disabling Injury/Accident
Natural Disaster
Physical Disability
Job Loss
Chronic Disease/Health Care Issues
Ill-equipped Youth Aging Out of
Foster Care
Disability
Underemployment/Low Wages
Lack of Affordable Housing
Falling Behind on Rent/Mortgage
Alcohol and Substance Abuse
Domestic Violence
Post-Traumatic Stress Disorder
Family Disputes
Criminal History of Formerly
Incarcerated
For many individuals and families living in poverty, different personal hardships or life issues can become the final factor leading to homelessness. A final factor can include a broken-down vehicle, loss of vehicle insurance, or even unpaid tickets. While these issues do appear to be catastrophic, one issue can be the catalyst that cause a person or family to become homelessness.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 14

TYPES OF HOMELESSNESS
While individuals and families experience homelessness in different ways, homelessness is usually characterized by extreme poverty and a lack of stable housing. As a result, different strategies and interventions must be developed. To develop appropriate interventions, it is important to understand who meets the Federal definition of homelessness. The U.S. Department of Housing and Urban Development (HUD) defines homelessness as follows:

An individual or family who lacks a fixed, regular, and adequate nighttime residence under the following conditions:

Has a primary nighttime residence that is a public or private place not meant for human habitation.

Is living in a publicly or privately-operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by Federal, State and local government programs).

Is exiting an institution where he or she has resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.

Families with children or unaccompanied youth who are unstably housed and likely to continue in that state. This category of homelessness applies to families with children or unaccompanied youth (up to age 24) who have not had a lease or ownership interest in a housing unit in the last 60 or more days, have had two or more moves in the last 60 days, and who are likely to continue to be unstably housed because of a disability or multiple barriers to employment;
Any individual or family who is fleeing or attempting to flee domestic violence and who has no other residence and lacks the resources or support networks to obtain permanent housing

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 15

TYPES OF HOMELESSNESS
At-Risk of Becoming Homeless
HUD defines at-risk of becoming homeless as an individual or family who will imminently lose their primary nighttime residence, provided that:

Residence will be lost within 14 days of the date of application for homeless assistance and no subsequent residence has been identified, and
The individual or family lacks the resources or support networks needed to obtain permanent housing
Situational Homelessness
Many individuals and families become temporarily homeless due to an unforeseen circumstance or situation. Once they are connected to the appropriate resources provided through non-profit, faith-based, community-based service groups, or local government agencies, they successfully transition out of homelessness and into stable housing. Situational homelessness can last days, weeks, or months, depending upon the specific issues and available resources.

Chronic Homelessness
Individuals who suffer from mental illness, substance abuse, health issues and other disabilities often experience chronic homelessness. According to HUD, chronic homelessness is defined as persons or households who are homeless one or more years or four episodes of homelessness totaling 12 months over a three-year period. Without stable housing, chronic homeless cycle in and out of hospital emergency rooms and inpatient hospital stays as well as psychiatric centers, detoxification programs, and jails resulting in higher cost impacts to local government.

Detrimental Effects of Homelessness
Homelessness often has long-term psychological impacts families and individual. People who are homeless are more prone to low self-esteem, alcohol and substance abuse, loss of the ability of will to care for oneself, increased risk to violence and abuse, increased chances of entering the criminal justice system, and increased chances of becoming institutionalized.

Before a plan of action can be created to address homelessness. It is important to understand the unique characteristics and issues facing the homeless in the City of Corona. The following section of this plan will provide a detailed overview of the components in Corona’s Homeless Needs Assessment
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 16

HOMELESS NEEDS ASSESSMENT
City of Corona Homeless SWOT Analysis:

In March of 2019, the City of Corona Homelessness Resources Committee invited community members to a meeting to discuss opportunities for a Homeless SWOT Analysis. The meeting was facilitated by Dr. Debra Mustain from Norco Community College and well attended by many different stakeholders. Although there were divergent opinions and perspectives about homelessness, meeting attendees agreed upon the following:

Homelessness is a challenge that we want to work to address in this city.

There is good work already happening to address homelessness in a variety of organizations and places in the city.

It will take a coordinated effort among multiple sectors of business, government and non-profit agencies and organizations to address homelessness in the city.

Determine the scope of the challenge, recognizing that we are at a crisis point.

Look for and develop solutions around housing, education, services, and prevention.

Look for ways to impact/change policies to better address the challenge of homelessness.

Seek to solve problems locally when possible, recognizing that good work is already underway and that we can align, coordinate and leverage current work.

We are better together
than we are in individual
“siloed” efforts.

We need to recognize
and build on strengths
that exist.

Leave individual agendas
at the front door.

Cooperation, not
competition, is essential in
creating solutions.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 17
As a result of the SWOT Analysis community meeting, subsequent City outcomes included the completion of an asset mapping of services provided to the homeless. Once the asset mapping process was completed, a City of Corona Homeless Information Card was developed. This card continues to be used by City Net, the Corona Police Department, City staff and other stakeholders working to connect Corona’s homeless neighbors to services, shelter and housing. The Homeless Information Card is posted to the City’s Homeless Solutions website and is printed for distribution as needed.

City Net
(951) 390-3567
www.citynet.org/corona
[email protected]
City Net is a team of nonprofit
professionals who work to end streetlevel homelessness in a city or region through the coordination of community
efforts and activities. City Net also
deploys staff in direct service provision
through street outreach and case
management services. Street outreach
seeks to connect unsheltered homeless
neighbors with emergency shelter,
housing, or critical services, and provides
urgent, non-facility-based care. In
addition, City Net manages the City of
Corona Motel Voucher Emergency
Shelter Program. The motel voucher
program provides emergency shelter
and case management services for
eligible Corona homeless individuals and
families.

Corona Police Department
HOPE Team
951-817-5737
The primary duties of the
Homeless Outreach &
Psychological Evaluation
(H.O.P.E.) team are to be the
first responders and primary
contact on calls-for-service
involving the homeless and
the mentally ill. The team also
proactively seeks out and
contacts people who are
homeless and who are in
need of services. The team
utilizes a balance of support
resources as well as
enforcement to ensure a
good quality-of-life for our
community as well as a better
quality-of-life for the homeless
individuals themselves.

Corona-Norco Settlement House
(951) 737-3504
507 S. Vicentia Avenue, Corona,CA
www.settlementhouse.net
The Corona-Norco Settlement house
provides food, clothing, hotel
vouchers, and rent assistance. The
Food Pantry is open Monday through
Friday from 4 p.m. to 5:30 p.m.

City of Corona
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 18
City of Corona Homeless Information Card Continued
Corona Community Health Center
2813 S. Main St. Corona, CA
(951) 272-5445
www.rivco-familycarecenters.org
The health center offers a variety of
services including physical examinations,
preventative care, chronic disease
management, and more. You may
qualify for low-cost or no-cost services!
Corona-Norco United Way
815 W. Sixth St. Suite 200,
Corona, CA
(951) 736-0620
www.cnunitedway.org
Corona-Norco and Eastvale
United Way provides domestic
violence assistance, financial
independence training, and
programs for adults who
would like to attain their
General Education Diploma
(GED).

Inspire Life Skills
815 W. Sixth St. Suite 160,
Corona, CA
(951) 316-0011
www.inspirelifeskills.org
Inspire Life Skills provides a safety net
for emancipated foster youth while
they transition into young adults.

Inspire Life Skills helps break the cycle
of abuse and poverty of their past
while helping students earn a
vocational certificate or degree.

Starting Over, Inc.
1390 W. Sixth St. Suite 100,
Corona, CA
(877) 421-0659
www.startingoverinc.net
Starting Over Inc. specializes in
transitional housing, community services,
community health services, postconviction relief, community living services, and more.

YMCA
1331 River Road
Corona, CA
(951) 736-9622
www.ymcacornor.org
The Corona Norco Family
YMCA strives to meet the
needs of members by offering
a variety of programs to
accommodate families,
adults, youth, and seniors. Free
childcare and youth
transportation available
based upon age and need.
211 Riverside County
2060 University Ave. Suite 212,
Riverside, CA
2-1-1 or (951) 686-4402
www.connectriverside.org
2-1-1 is a toll-free, confidential service
providing Riverside County residents
access and referrals to community
and health information 24 hours a
day, 7-days a week.

Path of Life – Community Shelter Program
2840 Hulen Place, Riverside, CA
(951) 462-9822
www.thepathoflife.com
This program provides shelter beds to
qualified single men and women with
separate dormitories for each gender.

Resources include assistance in
obtaining important documents, job
readiness, computer workshops,
counseling, meals, and hygiene supplies.

Intake and screenings are held
Mondays, Wednesdays, and Fridays at 1
p.m.
(Temporary Listing Until City of Corona
Emergency Shelter is developed)
Path of Life – Family Shelter
2530 Third St. Riverside, CA
(951) 275-8755
www.thepathoflife.com
This shelter is for single parents
with children, couples with
children, and single women.

The shelter has 50 beds. A
shelter stay is between 30 - 60
days. Proof of custody, social
security numbers for all
members, and an
identification for adults is
required for entry. Daily intake
is held at 4 p.m.
(Temporary Listing Until City of
Corona Emergency Shelter is
developed)
Additional Helpful Resources
Alternative to Domestic Abuse (951)
683-0829
Corona Regional Medical Center
(951) 737-4343
County of Riverside Housing Authority
(951) 351-0700
Department of Public Social Services
(951) 358-3000
Homeless Veterans (877) 424-3838
National Domestic Violence Hotline
(800) 799-7233
Riverside Area Rape Crisis Center
(951) 686-7273
Riverside County Substance Abuse
(951) 737-2962
Suicide Prevention HELP Line (951) 686-
HELP (4357)
U.S. VETS (951) 656-6893

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 19

HOMELESS NEEDS ASSESSMENT
January 2020 Annual Homeless Assessment Report
The Annual Homeless Assessment Report (AHAR) is an annual report to Congress that provides national and statewide estimates of homelessness. The report also includes information about the demographic characteristics of homeless persons, service use patterns, and the capacity to shelter and house homeless persons.

The AHAR is prepared by the U.S. Department of Housing and Urban Development (HUD) based upon data submitted by Continuums of Care (CoC) across the United States.

A Continuum of Care (CoC) is a HUD designated group of stakeholders organized to carry out the responsibilities for addressing homelessness in a defined geographic area. CoCs are typically comprised of stakeholders such as:

Government agencies such as counties and cities
Nonprofit homeless providers, faith-based and community-based organizations Businesses
Advocates
School districts and universities
Public health and mental health agencies
Affordable housing developers
Law enforcement agencies
Homeless and formerly homeless persons.

Each year, CoCs across the nation conduct a Point in Time Count of the Homeless (PIT). The PIT is a snapshot of people experiencing homelessness on a single night in January. The PIT captures homeless on the streets and in shelters.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 20

HOMELESS NEEDS ASSESSMENT
AHAR National Homeless Statistics
According to January 2020 AHAR, there are approximately 567,715 homeless people in the United States. About 63% were staying in sheltered locations such as emergency shelters and transitional housing programs and about 37% were in unsheltered locations on the streets, in abandoned buildings, or in other places not suitable for human habitation. 70% of homeless in the U.S. were unaccompanied adults in households without children (396,045). The remaining 30% were homeless families (171,670). To provide some perspective, this means out of every 10,000 people in the United States, 17 people experienced homelessness on a single night.

States with the Highest Homeless Populations:

Nearly half of all people experiencing homelessness in the U.S. were in three states:

1. California (27% or 151,278 people)

2. New York (16% or 92,091 people)

3. Florida (5% or 28,328 people)
State Rates of Homelessness:

1. California and New York had the largest numbers of people experiencing homelessness and the highest rates of homelessness at 38 and 46 people per 10,000.

2. Hawaii and Oregon also had very high rates, with 45 and 38 people experiencing homelessness per 10,000.

3. As large states, Florida and Texas contributed large numbers of homeless people to the national estimates as they had rates 14 and 9 homeless people per 10,000 Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 21

HOMELESS NEEDS ASSESSMENT
2020 Point in Time Count and Survey of the Homeless
After assessing homelessness at the national and state level, it is important to assess homelessness in the region of Riverside County. Each year, the County of Riverside coordinates a regional count of the homeless. This regional effort is known as the Point in Time Count of the Homeless.

The most recent annual Point in Time Count (PIT) was conducted on January 29, 2020. The PIT is planned, coordinated, and executed by a collaborative of county agencies, cities, non-profits, community volunteers, current and formerly homeless as well as many other stakeholders. The PIT Count is the primary source of homeless population data collected in Riverside County for individuals and families.

The PIT Count is federally mandated by the U.S. Department of Housing and Urban Development (HUD) to count and survey the homeless population in cities and counties throughout the nation.

Data collected during the count reflects Riverside County’s homeless population at one pointin-time.

The annual homeless count is not only required to receive federal funding for homeless assistance programs, but it is also used develop strategies to end homelessness, help homeless individuals and families who are in need, and facilitates the submission of a report to HUD on homelessness in Riverside County.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 22

HOMELESS NEEDS ASSESSMENT
2020 Point in Time Count and Survey of the Homeless continued In summary, the Homeless Point-In-Time (PIT) Count is a critical source of data on the number and characteristics of people who are homeless in the United States. The data is used to measure homelessness on a local and national level. PIT Count data is also provided annually to Congress as part of the Annual Homeless Assessment Report (AHAR). The AHAR is used by Congress, HUD, other federal departments, and the general public to understand the nature and extent of homelessness. Additionally, the PIT Count data is used not only as a measure of the county’s homeless population, but also as a basis to determine many of the resources and funding the County receives from Federal, State, and other sources to address homelessness.

The PIT report captures individuals and families who meet HUD’s definition of homelessness. HUD defines a person who is homeless as: (a) living in a place not designed or ordinarily used as a regular sleeping accommodation for humans, i.e., abandoned buildings, cars, parks, under bridges, bus stops, etc., and (b) living in emergency shelters and transitional housing projects.

The following provides a high-level overview of the countywide results of the 2020 count of the homeless:

Countywide Overall Count:
o 2,884 total sheltered and unsheltered for 2020, 3% increase from 2019 (2,811) o Unsheltered: 2,155 (2,045 in 2019)
o Sheltered: 729 (766 in 2019)
Countywide Unsheltered Sub-Populations
o Veterans – 112 (5% increase from 2019)
o Youth – 256 (41% increase from 2019)
o Chronically Homeless - 519 (29% decrease from 2019)
o Families w/Children (interview only) – 6 (20% increase from 2019) o Elderly (aged 62 and over – interview only) – 120 (7% decrease from 2019) o Pet Owners - 280 (5% of unsheltered) – (data not collected in 2019) o Newly Homeless (interview only) – 485 (not calculated in 2019) Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 23

HOMELESS NEEDS ASSESSMENT
2020 Point in Time Count and Survey of the Homeless continued The following chart provides a high-level overview of the changes in the homeless count in each of the Supervisorial Districts of Riverside County:

Riverside County
Supervisorial District
2020
Unsheltered
2019 vs. 2020
% Increase (+)
or Decrease (-)
Notes
1 441 +22% • Majority of unsheltered
population counted in Riverside*
(77%) and Lake Elsinore (11%)
2 505 -10% • Majority of unsheltered population
counted in Riverside* (49%), Corona
(22%) and Jurupa Valley (20%)
3 255 -15% • Majority of unsheltered population
counted in Hemet (37%), Temecula
(23%) and Unincorporated Areas
(21%)
4 627 +3% • Majority of unsheltered population
counted in Palm Springs (30%), Indio
(13%) and Coachella (12%)
5 327 +55% • Majority of unsheltered population
counted in Moreno Valley (51%),
Perris (16%) and Banning (13%)

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 24

HOMELESS NEEDS ASSESSMENT
2020 Point in Time Count and Survey of the Homeless continued The following charts provide summary data related to the January 29, 2020 Point in Time unsheltered count for the 2nd Supervisorial District cities of Corona, Eastvale, Norco, Jurupa Valley, and Riverside:

City 2020 Unsheltered
Count
2019 Unsheltered Count Net Increase or Decrease
City of Corona 109 164 -55
City of Eastvale 4 0 +4
City of Jurupa Valley 103 139 -36
City of Norco 12 11 +1
City of Riverside 587 439 +148
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 25
City of Corona March 2019 Homeless Census
Although the PIT data is used by Federal, State, and County Agencies to measure homelessness, there are limitations in the data. The PIT only captures homeless who are in shelters or on the streets at one point in time in known locations. The Corona Homeless Census was organized and executed by City Net under contract with the City of Corona. City Net, the Corona Police Department and other community partners and volunteers
participated in the Census for the purpose of:
a) identifying a baseline number of individuals living without housing against which to measure all homelessness prevention and intervention efforts,and
b) determining the demographic, asset, and other
special characteristics of individuals without housing
to better inform resource allocation
The street census was conducted on the morning of March 19th and evening of March 21st in 2019. This was the first large-scale, comprehensive homeless census in the City of Corona.

METHODOLOGY
Each surveyor’s area was indicated on a map, and specific locations within that mapped area where homeless individuals were known to sleep were highlighted. Because the goal of this project was a comprehensive census—not a representative sample—even those areas on the teams’ maps where no homeless individuals were known to sleep were visited. Additionally, because of the comprehensive approach, all of Corona was mapped and included in the census, including residential areas where homeless individuals are very rarely seen.

Teams were deployed from the Corona Police station. The city’s geographic area was covered fully twice by the teams. Homeless individuals who did not wish to answer the survey questions were simply counted. Responses from homeless individuals who opted to participate in the survey were entered into a phone application called Survey123 for ArcGIS. Duplicates were then removed after the completion of the census by comparing names, age ranges, gender, race/ethnicity and location of survey.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 26
City of Corona March 2019 Homeless Census

DEMOGRAPHIC COMPARISONS
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 27
City of Corona March 2019 Homeless Census

COMPARISONS OF HOMELESSNESS CHARACTERISTICS
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 28
City of Corona March 2019 Homeless Census

OTHER COMPARISONS
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 29
NO, 75%
NO, 47%
NO, 35%
YES, 25%
YES, 53%
YES, 65%
0%
100%

INCOME CALFRESH HEALTH INSURANCE
City of Corona March 2019 Homeless Census

COMPARISON OF ASSETS AND SPECIAL CHARACTERISTICS
Chart 5: Income, CalFresh and Health Insurance
Chart 6: Military Services, Disabilities, Mental Health Concerns and Substance Abuse NO, 95%
NO, 57%
NO, 72%
NO, 47%
YES, 5%
YES, 43%
YES, 28%
YES, 53%
0%
100%

MILITARY DISABILITIES MENTAL HEALTH SUBSTANCE ABUSE
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 30
City of Corona March 2019 Homeless Census

CITY NET HOMELESS CENSUS KEY FINDINGS
• 209 UNSHELTERED - The census identified 209 unsheltered homeless individuals in Corona. • CITY PARK – 51 of 209 individuals were encountered within the boundaries of City park • COMPOSITE - Viewed as a composite of the highest-frequency responses, the typical unsheltered homeless individual in Corona is a man in his 50’s who identifies ethnically as “white,” has been homeless 3-5 years and is likely to have substance abuse concerns. • DISABILITIES - 43% of those surveyed reported having a disability or disabilities. 28% stated they struggle with mental health concerns, and 53% with substance abuse. • CHRONIC HOMELESS - 96 individuals fit the definition of chronically homeless (have been homelessfor more than ayear,andhave apermanent disability,substanceabuseormental healthconcerns).
• RESOURCES - 76% of individuals have no income and 47% are not receiving CalFresh. • TIES TO CORONA - 94% of surveyed individuals reported that they primarily sleep in the City of Corona and 56% reported their last permanent address was in Corona. • MINOR - 1 unaccompanied minor (17 years old) was encountered during the census. • HOMELESS 1 YEAR OR MORE - 76% of respondents (129 individuals) have been homeless for one year or more.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 31
City of Corona March 2019 Homeless Census

HOMELESS DISTRIBUTION ACROSS THE CITY OF CORONA
TOTAL HOMELESS: 209 INDIVIDUALS
Note: Each blue dot represents a location where unsheltered homeless individuals were counted during the census.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 32
City of Corona March 2019 Homeless Census

CITY NET REPORT CONCLUSION
The results of the Corona census suggest that an increase in low-threshold bridge housing services may be needed, especially bridge housing that targets the demographic most represented among the Corona homeless population—single men with no income who may have substance abuse concerns and/or disabilities. This census found that 78% of 56 women surveyed normally sleep in the City of Corona.

Increased access to existing shelter beds for this population could provide local solutions to this vulnerable set of individuals. Additionally, because of the high percentage of respondents with substance abuse and/or mental health concerns (53% and 28%, respectively), deploying behavioral health outreach and engagement workers more frequently may increase the number of homeless individuals who are successfully connected to stable housing and resources.

The highly impacted locations of City Park, Palisades Wash, and along 6th Street (from Rimpau Ave to S. Smith Ave) could benefit from focused outreach activities. Connection to case management services was also welcomed from 75% of those surveyed. Strengthening community workforce development services and their connections to outreach teams and shelter providers may increase homeless individuals’ access to income (75% currently have no income).

Engagement with local business owners is suggested to improve relationships and develop opportunities for homeless individuals who are seeking employment. It is also suggested that engaging and educating compassionate community members on best practices for homeless outreach and services could benefit the local population.

Because 76% of respondents reported living in homeless conditions for one year or more, providing services that target those with significantly deteriorated physical health, mental health, and social skills (from years spent living in homeless conditions) may help Corona’s homeless neighbors reintegrate into society
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 33
City of Corona March 2019 Homeless Census

LIMITATIONS
The term “addiction” was not defined in the survey, and thus the responses in this category do not represent a diagnosable condition but only respondents’ self-perceptions of the condition. Also limiting this study is the fact that the only way to identify duplicates in the unsheltered count was to compare available data including names, age ranges, gender,
race/ethnicity and location of survey from those who
chose to complete the survey questionnaire.

Because the census occurred over two days,
unsheltered individuals who chose not to complete the
survey may have been counted twice, and artificial
inflation of the count cannot therefore be ruled out.

Artificial inflation may also have resulted from the
addition of 20 homeless individuals from City Net’s
Corona case management roster after the completion
of the census.

While those on the roster who completed the survey
were not added to the count, some individuals on the
roster may have been encountered during the census and chosen not to take the survey. As a result, they may be represented twice in the count. The margin of error for all data points ranges from 2.84% to 5.24%, with an average margin of error of 3.45%.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 34

HOMELESS NEEDS ASSESSMENT
McKinney-Vento Act for Homeless Children and Youth
In addition to the annual count of the homeless, it is also important to analyze school district data on the number of homeless children and youth. School districts across the United States must comply with the McKinney-Vento Homeless Assistance Act which was originally authorized by Congress in 1987. The McKinney-Vento act was developed to address the barriers that homeless children and youth face.

The McKinney Vento Act focuses on removing barriers associated with enrolling, attending, and succeeding in school. Often, when homeless families are in crisis, they do not have a permanent address, immunization records for their children, and other documents traditionally required to enroll their children and youth in school. In addition, homeless children and youth often lack other resources such as clean clothing, balanced nutrition, and a safe place to sleep. When families are in crisis due to homelessness or unstable housing, children and youth struggle to succeed in school. Section 725(2) of the McKinney-Vento Act defines homeless children and youth as those who lack a fixed, regular, and adequate nighttime residence. The term includes children and youth who are:

Sharing the housing of other persons due to
loss of housing, economic hardship, or a
similar reason (sometimes referred to as
“doubled-up”);
Living in motels, hotels, trailer parks, or
camping grounds due to lack of alternative
adequate accommodations;
Living in emergency or transitional shelters;
or abandoned in hospitals;
Children and youths who have a primary nighttime residence that is a public or private place not designed for, or ordinarily used as, a regular sleeping accommodation for human beings; Children and youths who are living in cars, parks, public spaces, abandoned buildings, substandard housing, bus or train stations, or similar settings; and Migratory children who qualify as homeless because they are living in circumstances described above.

It is important to note the distinction between HUD’s definition of homelessness and the McKinneyVento Act definition of homelessness. HUD’s point-in-time count does not consider doubled-up in housing (also known as unstably or precariously housed) whereas the McKinney-Vento Act includes this category as part of the homeless definition.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 35

HOMELESS NEEDS ASSESSMENT
McKinney-Vento Act for Homeless Children and Youth continued Research and data across the nation indicates that homelessness often has the following detrimental impacts on homeless children and youth:

Homeless students are often required to change schools due to the transient nature of homelessness. Frequent school changes cause major interruptions in education and result in lower school achievement and higher drop-out rates;
Homeless students are often chronically absent. Chronic absenteeism results in lower school achievement and higher drop-out rates;
High school graduation rates are lower among homeless students.

To address these and other challenges faced by homeless students, school districts across the nation must comply with the following requirements:

Identify homeless children and youth and submit annual reports to State Department of Education;
Collaborate and coordinate with numerous public and private agencies to facilitate a path to stable housing. Public and private agencies include:
o Child welfare and social service agencies
o Law enforcement agencies
o Juvenile and Family Courts
o Mental Health Service Providers
o Domestic Violence Service Providers
o Child Care Providers
o Runaway and Homeless Youth Centers
o Emergency, Transitional and Permanent Housing Providers Eliminate enrollment barriers such as:
o Missed application or enrollment deadlines
o Fines or fees
o Records required for enrollment including immunization or other required health records o Proof of residence
o Academic records including documentation for credit transfers Facilitate school stability through provision of transportation to the school of origin until the end of the school year
Maintain privacy of homeless student records
Develop and maintain a fair dispute resolution process
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 36

HOMELESS NEEDS ASSESSMENT
McKinney-Vento Act for Homeless Children and Youth continued According to the California Department of Education and the Riverside County Office of Education, in Fiscal Year 2018/19, a total of 20,037 homeless children and youth were enrolled in school districts throughout Riverside County.

Consistent with previous years trends, the largest category of homeless students was in the doubledup category. The following charts and graphs provide a breakdown of each category:

Doubled-Up Hotel or Motel Sheltered Unsheltered Total
18,165 722 727 423 20,037

Although living doubled-up is challenging for families with children and youth, the aforementioned data confirms a positive trend. There are far fewer families with children and youth on the streets, in motels or in shelters.

Further, the Corona-Norco Unified School District homeless student count only represents about 1% of the regional count of the 20,037 homeless children and youth who were identified during the most recent Riverside County McKinney-Vento Count in Fiscal Year 2018-19. More specific data related to the Corona-Norco Unified School District is outlined in the next few pages of this plan. 0 5000 10000 15000 20000 25000
Doubled-Up
Hotel or Motel
Sheltered
Unsheltered
Total
FY 2018-19
Riverside County Office of Education
McKinney-Vento
Regional Homeless Student Count
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 37

HOMELESS NEEDS ASSESSMENT
McKinney-Vento Act for Homeless Children and Youth continued The following graphs provide an overview of trends related to homeless children and youth in the Corona-Norco Unified School District. The importance of the data sets are as follows:

1. The total number of homeless students enrolled in the Corona-Norco Unified School District show a positive trend. Although the total school district count increased from 185 in 2016 to 220 in 2017, the following two years show a decrease to 116 in 2018 and 115 in 2019.

2. The total number of homeless students enrolled in schools located in the City of Corona also shows a positive trend. Although homeless student enrollment increased from 93 in 2016 to 110 in 2017, the following two years show a significant decrease to 46 in both 2018 and 2019. 2016 2017 2018 2019
185
220
116 115
93 110
46 46

TOTAL HOMELESS COUNT
CNUSD City of Corona
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 38

HOMELESS NEEDS ASSESSMENT
McKinney-Vento Act for Homeless Children and Youth continued The following graph provides an overview of trends related to homeless children and youth by grade level in the Corona-Norco Unified School District during the period of 2016 – 2019.

The data results are consistent with national trends which indicate that student homelessness tends to be higher among high school students due conflicts or abuse from families resulting in runaway youth fleeing sexual or physical abuse or youth that have been kicked out of their homes due to behavioral issues or other families disagreements.
77 11
97 78
38 104
39 14
63 45
11 59
0 20
40 60
80 100
120
Elementary Middle High
HOMELESS COUNT by GRADE LEVELS
2016 2017 2018 2019
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 39
FY 2018-19 Call Data
2-1-1 Community Connect Needs Assessment Data
In 2000, the Federal Communications Commission (FCC) issued an order reserving the 2-1-1 dialing code to provide toll free, non-emergency community information and referral services. The FCC’s order encouraged states to implement this service across the nation. In Riverside County, this service is provided by 2-1-1 Community Connect. Call data from 2-1-1 is commonly used to determine health and human service needs and gaps in communities across the nation. 2-1-1 Community Connect provides confidential information and referral services 24 hours a day, 7- days a week. Call services are provided in many different languages. 2-1-1’s extensive resource database enables callers to access information for many different services such as food, clothing, shelter, suicide prevention hotlines, health care, mental health services, job training and unemployment services, rent and mortgage assistance, affordable housing, senior services, and much more. The following graphs provide a snapshot of health and human services needs in the City of Corona. This data indicates that homeless shelter and affording housing received the highest number of call requests.
469
174
116
67 64
61 36
34 23
16 16
14 13
11 8
7 0 100 200 300 400 500
Rent Payment…
Homeless Shelter
Rental Deposit…
Housing Search…
Domestic Violence…
Homeless Motel…
Section 8 Housing…
Senior Housing…
City Of Corona
Housing Categories
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 40

HOMELESS NEEDS ASSESSMENT
Continuum of Care Housing Inventory Chart
The Riverside Continuum of Care is required to complete a Housing Inventory Chart (HIC) as part of the annual application for Federal Continuum of Care Funding. The HIC provides a detailed listing of emergency shelters, transitional shelters, and permanent supportive housing units throughout Riverside County. The projects listed on the HIC must meet HUD’s standard for homeless shelters and permanent supportive housing; therefore, the HIC does not include sober living homes, group homes and some other facilities that also provide housing resources to certain homeless sub-populations. Data from the HIC is included in the Homeless Strategic Plan to confirm that the City and its community of partners need to develop a local system of services, shelter, and housing. 2020 HOUSING INVENTORY CHART – EMERGENCY SHELTER BEDS
Organization Name Project Name Bed Type City Year-Round Beds Alternative to Domestic
Violence
Residential Shelter
Program
Facility-based
beds Confidential 60
Coachella Valley Rescue
Mission
CVRM Overnight
Shelter
Facility-based
beds INDIO 300
Department of Public
Social Services
State HDAP Emergency
Temporary Housing Voucher beds Countywide 8
Martha's Village &
Kitchen Inc.

MVK Renewing Hope
Emergency Shelter
Facility-based
beds INDIO 120
Operation Safe House
OSH Safe House Desert
Emergency Shelter
Facility-based
beds THOUSAND PLMS 20
Operation Safe House
OSH Safe House
Riverside Emergency
Shelter
Facility-based
beds RIVERSIDE 17
Path of Life Ministries Inc
CVAG Emergency
Shelter Project
Facility-based
beds Cathedral City 20
Path of Life Ministries Inc
POL Cold Weather
Emergency Shelter
Facility-based
beds RIVERSIDE 0
Path of Life Ministries Inc
POL Family Emergency
Shelter
Facility-based
beds RIVERSIDE 50
Path of Life Ministries Inc
POL Year-Round
Emergency Shelter
Facility-based
beds RIVERSIDE 64
Riverside University Health
System-Behavioral Health
Hotel/Motel Voucher
Program Voucher beds Countywide 50
Shelter from the Storm
Domestic Violence
Emergency Shelter
Program
Facility-based
beds Confidential 20
US Vets Initiative
US Vets Emergency
Shelter
Facility-based
beds MARCH ARB 6
Valley Restart Shelter Inc.

Valley Restart
Emergency Shelter
Facility-based
beds HEMET 35
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 41

HOMELESS NEEDS ASSESSMENT
2020 HOUSING INVENTORY CHART - TRANSITIONAL HOUSING BEDS Organization Name Project Name City Total
Beds
Housin
g Type
Help for Future Leaders Transitional Housing for Veterans DSRT HOT SPGS 13 Multipl
e Sites
Lighthouse Social Service
Centers Transitional Housing Living Services MORENO VALLEY 12 Single
Site
Operation Safe House
OSH Harrison House Transitional
Living Program THOUSAND PLMS 13
Single
Site
Operation Safe House
OSH Main Street Transitional
Housing RIVERSIDE 15
Single
Site
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 42

HOMELESS NEEDS ASSESSMENT
2020 HOUSING INVENTORY CHART – PERMANENT SUPPORTIVE HOUSING BEDS Organization Name Project Name Housing Type City Total
Beds
City of Riverside City of Riverside PSH
Chronically Homeless
Site-based – single site RIVERSIDE 8
City of Riverside City of Riverside PSH for
Disabled
Site-based – clustered / multiple
sites
Riverside 14
County Housing Authority Housing Authority
Consolidated
Tenant-based – scattered site Scattered Sites 51
County Housing Authority Housing Authority
Consolidated All County
Tenant-based – scattered site Scattered Sites 65
County Housing Authority Housing Authority EHOP Tenant-based – scattered site Scattered Sites 4 County Housing Authority Housing Authority Street to
Home Chronic Homeless
Project
Tenant-based – scattered site Scattered Sites 13
County Housing Authority HUD VASH - Project Based
PSH
Site-based – clustered / multiple
sites
Riverside 96
County Housing Authority HUD VASH - Tenant Based
PSH
Tenant-based – scattered site Scattered Sites 879
County Housing Authority Shelter Plus Care Project
Based w/OSH
Site-based – clustered / multiple
sites
Thousand Palms 13
Jewish Family Services Desert Horizon PSH Tenant-based – scattered site Scattered Sites 18 Jewish Family Services JFSSD Permanent
Supportive Housing
Expansion
Tenant-based – scattered site Scattered Sites 75
Lighthouse Social Service Centers Lighthouse Riverside PSH Tenant-based – scattered site Scattered Sites 29 Lighthouse Social Service Centers Lighthouse SSC Permanent Housing for Disabled
Women with Children
Tenant-based – scattered site Scattered Sites 39
Path of Life Ministries Inc Path of Life PSH Tenant-based – scattered site Scattered Sites 131 Riverside University Health SystemBehavioral HealthBehavioral Health - Coachella Valley
Permanent Housing
Site-based – single site Palm Springs 25
Riverside University Health SystemBehavioral HealthBehavioral Health - Men's Permanent Housing
Tenant-based – scattered site Scattered Sites 23
Riverside University Health SystemBehavioral HealthBehavioral Health - Riverside Permanent
Housing
Site-based – single site RIVERSIDE 25
Riverside University Health SystemBehavioral HealthBehavioral Health HHOPE Consolidated Permanent
Housing
Tenant-based – scattered site Scattered Sites 103
Step Up on Second Street, Inc. Stepping Up In Riverside Tenant-based – scattered site Scattered Sites 54 Step Up on Second Street, Inc. Stepping Up in Riverside Bonus
Tenant-based – scattered site Scattered Sites 38
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 43

HOMELESS NEEDS ASESSMENT CONCLUSIONS
As indicated in the January 2020 AHAR, California has the highest number of homeless people in the nation (151,278 which is approximately 27% of the 567,715 total homeless population in the nation). This has an impact on the City of Corona.

Like many counties throughout California, Riverside County continues to experience challenges associated with the growing number of homeless. The January 2020 Point in time Count of the Homeless (PIT) determined that the total sheltered and unsheltered population in Riverside County increased from 2,811 in 2019 to 2,884 in 2020 (3% increase). This also has an impact on the City of Corona.

According to the January 2020 PIT, the City of Corona experienced a 34% decrease in its unsheltered homeless population (from 164 in 2019 to 109 in 2020); however, it is extremely important to understand the limitations of the PIT data as homeless are only captured in known locations at one point-time-time. Two limitations impacting the 2020 PIT data are: 1) homeless tend to move to different locations within the City. Some of these locations may have not been on the PIT maps; and 2) homeless being served through the City of Corona motel shelter program were not captured during the City’s unsheltered PIT Count.

The City Net Homeless Census conducted in March of 2019 identified 209 unsheltered homeless individuals in the City of Corona. 96 of the 209 homeless met the HUD definition of chronically homeless. This is a high number of chronically homeless and presents unique challenges for the City of Corona.

In March of 2020, City Net updated the by-name list of 209 homeless identified during the Census in 2019. Between successful street exits and new homeless client engagements, that number is estimated to be 231 unduplicated homeless in the City of Corona. This represents a 22 person or 10% increase. This confirms that homelessness in Corona is very fluid.

The City Net Census also indicated that approximately 68% of the unsheltered homeless are males and 32% are females. No homeless families with children were identified during the City Net Census. The predominance of unsheltered males will impact how the City plans for the development of shelter.

School Districts have a different definition of homelessness. This definition includes doubled-up in housing. The FY 18/19 Riverside County Office of Education Homeless Count confirmed that 18,165 of the 20,037 homeless children and youth were doubled-up in housing while the remaining 1,872 were living on the streets, in shelters or in motels. The Corona-Norco School District homeless student count represents less than 1% of the total number of homeless students in Riverside County.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 44
The Corona-Norco Unified School District has experienced a downward trend in the number of homeless children and youth decreasing from a high of 220 students to 115 students from 2016 to 2019. The Corona-Norco Unified School District is a high performing District and its McKinneyVento partnerships are making a difference in reducing family homelessness.

Of the 115 homeless students identified in the Corona-Norco Unified School District in 2019, only 46 were from the City of Corona.

The 2-1-1 Community Connect call data for the City of Corona indicates that top caller needs are for homeless and housing resources. Housing resource calls for assistance were for at-risk of homeless and homeless categories.

The emergency shelters and transitional housing projects listed on the Continuum of Care Housing Inventory Chart (HIC) are not local to the City of Corona. In addition, most of these facilities are fully subscribed. Further, according to the County’s Coordinated Entry System, there are well over 800 eligible chronically homeless waiting to be placed in the permanent supportive housing units listed on the HIC. This data further affirms that Corona needs to develop its own system of services, shelter, and housing in collaboration with the County and other partners.

The COVID-19 pandemic has caused unprecedented impacts to the economy. Some economists fear that the U.S. is headed into a downturn much deeper than the Great Recession of 2007-2009. As a result, the City of Corona will likely experience an increase in homeless families and individuals.

When combined, these data factors confirm that the City of Corona will need to develop a robust plan of action that focuses on the following homeless sub-populations and interventions:

1. Unaccompanied Chronically Homeless Individuals/Unsheltered Street Homeless Individuals Outreach and Engagement
Low-Barrier Emergency Shelter
Navigation Center/Multi-Service Center
Permanent Supportive Housing

2. Situationally Homeless Individuals and Families
Outreach and Engagement
Low-Barrier Emergency Shelter
Connection to Existing Transitional Shelters
Workforce Development Programs
Affordable Housing

3. At-Risk of Homeless Individuals and Families
Eviction and Foreclosure Prevention Programs
Workforce Development Programs
Utility, Food, Clothing, and Transportation Assistance Programs Priority homeless sub-populations and recommended interventions will be discussed in more detail in the best practices and goal sections of this plan.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 45

HOMELESS COST IMPACTS
Several different national, State, and local studies have proven that doing nothing to address the homeless issue is far more expensive to taxpayers and local government. Although the cost impacts vary among homeless subpopulations, chronically homeless individuals and families cause higher cost impacts to communities across the United States.

As mentioned earlier in this plan, chronic homelessness refers to individuals and families who experience long-term episodes of homelessness and who have co-occurring diagnoses such as mental illness, substance abuse disorders, chronic health conditions, and other disabilities. Without stable housing, chronically homeless individuals and families cycles in and out of hospital emergency rooms, substance abuse detoxification programs inpatient hospital stays, psychiatric centers, as well as jails and prisons resulting in extremely high public costs and poor health outcomes, including premature death.

Additional cost impacts to local government
include hazardous waste cleanup cost impacts to
parks and other public facilities. Debris from
homeless encampments in river washes, riverbeds
and other outdoor areas not only affects wildlife but
presents additional challenges to local government
for cleanup and mitigation due to environmental
laws and regulations that seek to protect wildlife
species.

The Police Department in Reno Nevada was one of the first cities in the nation to start tracking the high cost impacts of homelessness. Reno’s catalyst for change was a homeless man named Murray Barr.

Murray was a homeless ex-marine with severe alcoholism. Due to Murray’s severe alcoholism, he cycled in and out of jail, hospital emergency rooms, alcohol detoxification centers, and inpatient hospital stays. Over the course of ten years of expensive non-solutions, Murray cost Nevada taxpayers one million dollars.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 46
United Way Cost Impact and Demographic Study on Homelessness In 2017, Orange County’s United Way commissioned the development of a report to assess the cost of homelessness in the region. As part of this effort, some key homeless demographic data was also collected. The report was developed in collaboration with Jamboree, the University of California, Irvine (UCI), the Association of California Cities – Orange County, 211 Orange County, the Hospital Association of Southern California, Cal Optima, and other partners that were convened through an advisory committee.

The study was based on survey data from the following sources: 1) County of Orange, 2) 34 Cities in Orange County, 3) Orange County Hospitals and Cal Optima, 4) Nonprofits, 5) Homeless Participants, and other stakeholders. The data was collected through surveys as well as in person interviews.

Key demographic data findings related to the homeless in Orange County are similar to the demographic characteristics of the homeless in the City of Corona. For example, homeless demographic findings outlined in the United Way report concluded:
o 68% of the 252 homeless that were surveyed had lived in Orange County for 10 years or longer o 90% of the homeless were predominantly born in the United States o a significant number of the homeless were middle-aged, white and lived alone.

Major factors precipitating homelessness in Orange County included:
o Securing or retaining jobs with sustainable wages (40%) o Finding or retaining affordable housing, including evictions and foreclosures (36%) o Family issues (28%)
o Domestic Violence
o Family Dysfunction
o Relationship Dissolution
o Death of a Family member
o Alcohol and/or drug use (22%)
o Mental health issues (17%)
o Physical health issues (13%)
o Release from jail/prison (7%)
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 47
United Way Cost Impact and Demographic Study on Homelessness continued:

Based on the survey data received from public and private agencies participating in the United Way study, approximately $299 million was spent to address the homelessness in Orange County over a 12- month period in Fiscal Year 2014-2015. A breakdown of costs is as follows:

Cities/Municipalities - $120 million
Hospitals/Healthcare - $ 77 million
County Agencies - $ 62 million
Non-Government Housing Agencies - $ 35 million
Nonprofit Homeless Services Agencies - $ 5 million
Total - $299 million
Cost Impact and Cost Savings Findings:

The costs of homelessness are exponentially higher among the chronically street homeless; The cost of homelessness significantly declines when homeless are housed; The potential cost savings of housing the homeless is more significant for the chronically street homeless who are the heaviest service users;
City governments and public services bear the brunt of the costs associated with homelessness.

The average annual system cost for one chronically homeless person is $439,787; The average annual cost to place a chronically homeless person in permanent supportive housing with a higher level of service is $55,332;
The estimated annual cost savings for placing a high service need chronically homeless person in permanent supportive housing is $384,455.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 48
United Way Cost Impact and Demographic Study on Homelessness continued:

The following two charts provide a visual representation of the United Way study showing systemwide homeless cost impacts and the dramatic cost savings of providing permanent-supportive housing for the chronically homeless:
0 50,000,000 100,000,000 150,000,000
Cities/Municipalities
Hospitals/Healthcare
County Agencies
Non-Government Housing
Agencies
Nonprofit Homeless Services
Agencies
FY 2014/15 OC Homeless Cost Impacts
By Stakeholder Category
Annual Systemwide Cost Savings $384,455
Annual Cost of One Chronic Homeless Person $439,787
Annual Cost of One Person in Permanent Supportive Housing $55,332 Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 49

CITY OF CORONA HOMELESS COST IMPACTS
Consistent with the United Way study, which concluded that local government bears the brunt of homeless cost impacts, the City of Corona continues to experience homeless cost impacts at varying levels within different City Departments. As part of the Homeless Strategic Plan process, surveys were conducted to assess homeless impacts affecting the following City Departments:

Police Department & Fire Department
Parks Department & Library and Recreation Services Department Animal Services and Enforcement
It is extremely important to clarify that the following survey data is being used to evaluate homeless cost impacts to confirm that doing nothing to address homelessness is far more expensive to local government. Furthermore, not all homeless commit crimes and cost impacts to cities like Corona highlight the quality of life issues facing the homeless who often have no access to safe shelter, restrooms, and showers. Therefore, the quality of life issues highlighted in the following survey responses are symptoms to bigger problems related to the lack of shelter, supportive services like mental health and substance abuse treatment as well as affordable housing. Finally, it should be noted that some City Departments like the Library and Recreation Services Department and the Animal Services and Enforcement Department also provided a summary of services provided to the homeless.

Item Number: 7.