Cities Index.
Agenda

Desert Hot Springs City Council
February 20, 2024

Document
Agenda
Meeting
February 20, 2024
Body
Desert Hot Springs City Council
Pages
611
Original file
50.5 MB
Text extracted from the city's file for reading and search. Open the original on cityofdhs.civicweb.net. That file is the official record.

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City of Desert Hot Springs
AGENDA

REGULAR MEETING OF THE CITY COUNCIL
and the City Council Serving as the Successor Agency to the Former Redevelopment Agency Board
Tuesday, February 20, 2024
5:00 PM - Closed Session
6:00 PM - Regular Session
Council Chambers/City Hall
11-999 Palm Drive
Desert Hot Springs, California, 92240

Page
CLOSED SESSION - 5:00 P.M.

CALL TO ORDER

ROLL CALL

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

CLOSED SESSION:

1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION:

Pursuant to Government Code Section 54957(b): City Attorney

2. Public Employee Complaints
(Government Code Section 54957)
RECESS
REGULAR SESSION - 6:00 P.M.

CALL TO ORDER

ROLL CALL

INVOCATION

PLEDGE OF ALLEGIANCE

CITY ATTORNEY REPORT ON CLOSED SESSION

APPROVAL OF AGENDA

Page 1 of 611 ends

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

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

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

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

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

CITY MANAGER REPORT

MAYOR AND COUNCIL MEMBER REPORTS
PUBLIC HEARINGS:

3. Ordinance Amending Chapter of Title 17, Zoning Ordinance:
“Chapter 17.14 (Mixed-Use Districts)"
Travis Clark, Community Development Director
Recommendation:
1) Staff Report;
2) Entertain questions of Staff from the City Council;
3) Open the Public Hearing;
4) Take public testimony for those in favor;
5) Take public testimony for those opposed;
6) Take public testimony for those in a neutral position; 7) Close the Public Hearing;
8) City Council discussion and questions to Staff; and
9) Introduce for First Reading and read by title only: "An Ordinance amending "Chapter “Chapter 17.14 (Mixed-Use Districts).of Title 17, Zoning Code.

Staff Report - SR-24-038 - Pdf
7 - 59

Page 2 of 611 ends

ADMINISTRATIVE CALENDAR:

4. An Ordinance to Lower Cannabis Cultivation Taxes
Christina Newsom, Compliance Director
Recommendation:

Introduce for First Reading and read by title only: "An Ordinance of the City Council of the City of Desert Hot Springs, California, amending Chapters 3.33 (Titled "Marijuana Cultivation Tax" and 3.35 (Titled "Medical Marijuana Cultivation Tax") to amend Sections 3.33.005 (Titled "Imposition of Tax") and 3.35.005 (Titled "Imposition of Tax") to lower recreational and medical cultivation taxes of the Desert Hot Springs Municipal Code ("DHSMC").

Staff Report - SR-24-037 - Pdf
61 - 66
CONSENT CALENDAR:

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

5. City Council Regular Meeting Minutes: February 6, 2024 Jerryl Soriano, City Clerk
Recommendation: Approve the Minutes as presented; or as corrected.

Staff Report - SR-24-041 - Pdf
67 - 72

6. Council Member Policy
City Council Sub-Committee on Policy and Procedures:

Council Members Gary Gardner and Jan Pye
Recommendation:
1) The Policy Committee is recommending that the Mayor and Council Members do NOT speak before City Commissions or bodies on matters where such commission or body is the final decision-making authority, it is encouraged that Council Members do not do so as a matter of policy; and
2) Approve placing the policy in the appropriate section of the "City Council and Commissions - Meeting Guidelines and Procedures Policy." Staff Report - SR-24-045 - Pdf
73 - 74

7. The HUB - Homeless Housing, Assistance, and Prevention (HHAP) Funds
Noe Arechiga, Grants Manager
Recommendation:
1) Authorize the City Manager to execute Subrecipient Agreement (HWS0000051) between the City of Desert Hot Springs and the County of Riverside through its Department of Housing and Workforce Solutions for the Desert Hot Springs Navigation Center and Crisis Stabilization Beds 75 - 426

Page 3 of 611 ends

utilizing Homeless Housing, Assistance, and Prevention (HHAP-3) Riverside County Continuum of Care allocation to provide 24-hour shelter services for an amount not to exceed $416,219.00 for the period beginning January 1, 2024, through December 31, 2024 pursuant to legal counsel approval; and
2) Authorize the City Manager to sign all necessary documents related to the administration of Subrecipient Agreement (HWS-0000051) including but not limited to amendments to the Subrecipient Agreement that stay within intent of the agreement.

Staff Report - SR-24-044 - Pdf

8. Notice of Completion: Little Morongo Road Repair Project (City Project #2007)
Nicholas Haecker, Public Works Director
Recommendation:

Approve the work, accept the project, and direct the City Manager to file the Notice of Completion for the Little Morongo Road Repair Project, City Project #2007.

Staff Report - SR-24-042 - Pdf
427 - 444

9. Police Department 2023 Annual Management Report
Jim Henson, Police Chief
Recommendation: Receive and file.

Staff Report - SR-24-039 - Pdf
445 - 465

10. Payment Register and City Council Expenditures for the Period of January 1, 2024 to January 31, 2024.

Geoffrey Buchheim, Administrative Services Director
Recommendation: Receive and file.

Staff Report - SR-24-040 - Pdf
467 - 611

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

ADJOURN

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

March 5 City Council Regular Meeting 6:00 p.m.

March 12 Planning Commission 6:00 p.m.

March 14 Public Safety Commission 6:00 p.m.

March 19 City Council Regular Meeting 6:00 p.m.

Page 4 of 611 ends

________________________________________________________________________________________

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

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

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

Page 5 of 611 ends
Page 6 of 611 ends

SR-24-038
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: Community Development
Prepared by: Travis Clark, Community Development Director Subject: Ordinance Amending Chapter of Title 17, Zoning Ordinance: “Chapter 17.14 (Mixed-Use Districts)"
RECOMMENDATION:
1) Staff Report;
2) Entertain questions of Staff from the City Council;
3) Open the Public Hearing;
4) Take public testimony for those in favor;
5) Take public testimony for those opposed;
6) Take public testimony for those in a neutral position; 7) Close the Public Hearing;
8) City Council discussion and questions to Staff; and
9) Introduce for First Reading and read by title only: "An Ordinance amending "Chapter “Chapter

17.14 (Mixed-Use Districts).of Title 17, Zoning Code.

BACKGROUND:

The City received funding from the State to assist with modifications to Title 17, Zoning Ordinance.

Specifically, the State is requiring the City to remove barriers to create additional housing opportunities, including affordable housing. Housing developments are now uses allowed by right versus discretionary in the appropriate zones. These projects need to be reviewed in conformance with objective standards and requirements only. The City is required to streamline the approval of new housing projects. Any updates to the code required by the Housing Element Update need to be made in this effort. For these reasons, the City is undertaking an effort to update and amend Title 17, Zoning Ordinance of the Desert Hot Springs Municipal Code.

In doing so, an effort is also being made to clean up other parts of the code including:
 Clarifying language in the chapters that is ambiguous or contradictory  Simplifying language throughout the Zoning Ordinance
 Performing an internal consistency check across all chapters of the Zoning Ordinance  Performing a consistency check with the General Plan
DISCUSSION:

A summary of the changes are listed below:

Item Number: 3.

Page 7 of 611 ends

SR-24-038
Chapter 17.14, Mixed-Use Districts
 Removed the Visitor-Serving Mixed zoning district from this chapter and moved to a new Visitor-Serving Districts Chapter
 Moved up design guidelines below design standards
 Generally changed the Permitted Uses Table to be less restrictive  Made minor modifications to the specific standards sections  Added new uses such as Mobile Food Vending Vehicle Parks, Cannabis Lounge, Event Facility, and Food and Indoor Retail Concessions Mall to the permitted uses table as was done in the Commercial Districts chapter
 Added Single-Family Dwellings as a permitted use in the Mixed-Use Neighborhood Zoning District
 Removed the “Parking, Loading, and Circulation” section as these requirements are now in Chapter 17.48 Off-Street Parking
 Moved Live/Work standards to the more general chapter of Property Development Standards The Planning Commission had no changes to the recommended amendments..

FISCAL IMPACT:

None.

ENVIRONMENTAL ANALYSIS:

In accordance with the provisions of the California Environmental Quality Act (“CEQA”), this project is Categorically Exempt from environmental review pursuant to Section No. 15061(b)(3) of the California Environmental Quality Act because it can be seen with certainty that there is no possibility that the adoption of this Ordinance in question may have a significant effect on the environment.

ATTACHMENTS:
1) Ordinance re Chapter 17.14 (Mixed-Use Districts)
2) Chapter 17.14 Mixed-Use Districts- Red Line
3) Chapter 17.14 Mixed-Use Districts- CURRENT
Item Number: 3.

Page 8 of 611 ends

1 ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF DESERT HOT SPRINGS

AMENDING THE FOLLOWING CHAPTER OF THE DESERT HOT SPRINGS MUNICIPAL CODE: CHAPTER 17.14 (MIXED-USE DISTRICTS)
WHEREAS, pursuant to the authority granted the City of Desert Hot Springs (“City”) by Article XI, Section 7 of the California Constitution, the City has the police power to regulate the use of land and property within the City in a manner designed to promote public convenience and general prosperity, as well as public health, welfare and safety; and
WHEREAS, adoption and enforcement of comprehensive zoning regulations and other land use regulations lies within the City’s police power; and WHEREAS, the City is in the process drafting a comprehensive overhaul to Title 17, making substantive changes, as well as amending chapters for internal consistency; and
WHEREAS, this Ordinance is for the benefit of the public health, safety and welfare.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DESERT HOT SPRINGS DOES ORDAIN AS FOLLOWS:

Section 1. RECITALS
That the above recitals are true and correct and are incorporated as though fully set forth herein.

Section 2. CHAPTER TO BE AMENDED
That the City Council hereby amends the following Chapter of the Desert Hot Springs Municipal Code as follows:
1) Chapter 17.14 “Mixed-Use Districts” shall be amended as per Exhibit A, which is incorporated herein
Section 3. ENVIRONMENTAL FINDINGS
The City Council finds that adoption of this ordinance is exempt from the provisions of the California Environmental Quality Act pursuant to Title 14 California Item Number: 3.

Page 9 of 611 ends

2 Code of Regulations section 15061, subsection (b)(3), in that the proposed ordinance does not have the potential to significantly impact the environment.

Section 4. SEVERABILITY
The City Council declares that, should any provision, section, paragraph, sentence or word of this ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this ordinance as hereby adopted shall remain in full force and effect.

Section 5. AMENDING OF BAIL SCHEDULE
The City Attorney’s Office is hereby directed to determine whether this ordinance necessitates amendment of the City’s Bail Schedule and to cause such necessary amendments to be made and filed with the local branches of the Superior Court of the County of Riverside.

Section 6. EFFECTIVE DATE
This ordinance shall become effective 30 days after its second reading.

Item Number: 3.

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3 [THIS PORTION OF THIS PAGE LEFT INTENTIONALLY BLANK]
The Ordinance was approved by the City Council and adopted at a meeting of the City Council held on February 20, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:
_______________________________
Scott Matas, Mayor
ATTEST:
____________________________________
Jerryl Soriano, City Clerk
APPROVED AS TO FORM:
___________________________________
Tuan-Anh Vu, Interim City Attorney
Item Number: 3.

Page 11 of 611 ends

EXHIBIT A
Chapter 17.14 MIXED-USE DISTRICTS
Sections:

17.14.010 Purpose.

17.14.020 Permitted uses.

17.14.030 Land use district development standards.

17.14.040 Mixed-use development.

17.14.050 Residential development.

17.14.060 Commercial development.

17.14.010 Purpose.

A. The purpose of this chapter is to establish use regulations, development standards, and guidelines for mixed-use districts. Mixed-use districts are intended to provide suitable locations for a wide variety of interrelated and compatible commercial, office, residential, civic, and entertainment uses, often in a pedestrian-oriented environment. Uses will vary in composition and intensity based on location, accessibility, and surrounding development context. In addition, it is the intent of this chapter to establish use regulations and development standards and guidelines for the provision of adequate sites to enable development of new and emerging housing types in compliance with the City’s adopted housing element goals and policies.

B. For purposes of this Chapter, the word “should” shall mean highly encouraged.

C. For purposes of this Chapter, the word “shall” shall mean that the act is mandatory.

D. The specific purpose of each individual mixed-use district is as follows:

1. MU-N (Mixed-Use Neighborhood). The district is intended to provide local- and neighborhoodsupporting mixed-use activity centers with maximum residential densities of 15 dwelling units per acre and/or nonresidential intensity with a maximum floor area ratio (FAR) of 1.0. Commercial retail uses are the primary uses allowed on the ground floor. Professional office and residential uses are also allowed, either integrated with a commercial use or as separate, free-standing use.

Easy walkable access from residential neighborhoods and pedestrian orientation are key considerations in the location and site design of mixed-use developments in this zone.

2. MU-C (Mixed-Use Corridor). The district is intended to provide higher-intensity, commercially oriented activity with maximum residential densities of 30 dwelling units per acre and/or maximum nonresidential intensities of 1.50 FAR. This district provides for integrated commercial retail, professional office, residential, and civic uses. Commercial retail uses are the preferred uses Item Number: 3.

Page 12 of 611 ends

allowed on the ground floor. Residential development is allowed, either as part of a mixed-use project or as a freestanding use and is encouraged to be developed at the highest allowable density.

Convenient public transportation access, innovative housing options, and pedestrian-oriented design are key considerations in the location and site design of mixed-use developments in this zone.

17.14.020 Permitted uses.

A. Table 17.14.01 lists the uses permitted in each of the mixed-use districts utilizing the following key:
“P” Use is permitted by right. (A Development Permit may be required for a new use or structure or expansion of an existing use.)
“A” Use is accessory to an established primary use.
“AUP” Use requires an Administrative Use Permit.
“CUP” Use requires a Conditional Use Permit.
“T” Use requires a Temporary Use Permit.
“—” Use is prohibited.

B. Land uses listed in Table 17.14.01 use definitions from the North American Industry Classification System (NAICS) unless otherwise defined specifically by this title. The individual land uses permitted in each of the mixed-use districts are grouped in Table 17.14.01 using broad land use categories.

TABLE 17.14.01
PERMITTED USES – MIXED-USE DISTRICTS
USE
Mixed Use Districts
MU-N MU-C Code Section

BUSINESS, FINANCIAL, AND PROFESSIONAL OFFICE
Automated Teller Machines
(ATMs) – Drive-up A A
Business Support Services P P
Check Cashing and/or
Payday Loans
— CUP
Financial Institutions and
Related Services (without
drive-through facilities)
P P
Financial Institutions and
Related Services (with drivethrough facilities)
-- P
Office, Business and
Professional (excluding
Medical and Dental Office)
P P
Item Number: 3.

Page 13 of 611 ends

EATING AND DRINKING ESTABLISHMENTS

USE MU-N MU-C
Bars, Lounges, Nightclubs,
and Tasting Rooms*
— CUP 17.12.190
Food Preparation/Catering
(no on-site sales or service) AUP P
Food Preparation/Catering
(with on-site sales or service)
AUP P
Restaurant – Full or Limited
Service, Serving Alcohol* AUP AUP 17.12.190
Restaurant – Full or Limited
Service, No Alcohol
Sales
P P
Restaurant with Drivethrough Facilities*CUP CUP 17.12.230 Snack Bar A A
Mobile food vending vehicle
parks*
-- AUP 17.12.360 Mobile
food vending parks
Mobile food vending vehicle
parks – Ancillary*
__ AUP 17.12.360 Mobile
food vending parks

INDUSTRY, MANUFACTURING AND PROCESSING, AND WAREHOUSING

USE MU-N MU-C
Brewery, Winery, or
Distillery
- CUP
Data Centers - -
Hazardous Waste Facilities - -
Food Processing - -
Furniture and fixtures
manufacturing, cabinet
shops, and woodworking
shops (wholesale sales only)
- -
Laboratory – Medical,
Analytical, Research, Testing
- -
Laundries and Dry-Cleaning
Plants
- -
Manufacturing – Heavy - -
Manufacturing – Light - -
Recycling
Small Collection Facility* - AUP 17.12.290
Large Collection Facility* - - 17.12.290
Light Processing* - - 17.12.290
Item Number: 3.

Page 14 of 611 ends

Heavy Processing* - - 17.12.290
Reverse Vending Machine A A
Research and Development - -
Storage – Outdoor - -
Warehouse, Wholesaling and
Distribution
- -

LODGING

USE MU-N MU-C
Hotel or Motel (without spa) — CUP
Spa Resort — CUP
Emergency Shelter/Low
Barrier Navigation Center
P P
Camping/Glamping -- --

MARIJUANA USES

USE MU-N MU-C
Marijuana/Cannabis Nonstorefront Retail*— —

17.180.045
Marijuana/Cannabis
Distribution*
— —

17.180.080
Marijuana/Cannabis
Cultivation*
— —

17.180.050
Marijuana/Cannabis Lounge — CUP
Marijuana/Cannabis Hotel
Facilities*
- CUP

17.180.085
Marijuana/Cannabis
Manufacturing*
— —

17.180.060
Marijuana/Cannabis
Storefront Retail*
— CUP 17.180.040
Marijuana/Cannabis Testing
Facilities*
— P 17.180.070

MEDICAL-RELATED AND CARE USES

USE MU-N MU-C
Ambulance Fleet — —
Clinic and Urgent Care — CUP
Day Care Center* CUP CUP 17.12.220
Therapy and Rehabilitation
Facilities

AUP AUP
Hospital — CUP
Office, Medical and Dental
Office
AUP P
Residential Care Facilities AUP AUP
Item Number: 3.

Page 15 of 611 ends

(Commercial Assisted
Living, Nursing Home)

PUBLIC AND ASSEMBLY USES

USE MU-N MU-C
Cultural Institutions AUP P
Event Facility, Event Center,
Event Venue
-- P
Public Assembly Facilities — CUP
Religious Assembly Facilities CUP CUP
Schools, Private CUP CUP
Trade and Vocational Schools CUP CUP
Tutoring and Education
Centers
P P

RECREATION AND ENTERTAINMENT

USE MU-N MU-C
Arcade/Electronic Game
Center

CUP AUP
Art Gallery P P
Commercial Recreation –
Indoors

CUP CUP
Commercial Recreation –
Outdoors
— CUP
Entertainment, Indoor
(motion picture theaters,
performance theatres, dance
halls and similar)

CUP AUP
Health/Fitness Facilities –
Small
AUP P
Health/Fitness Facilities –
Large

CUP CUP

RESIDENTIAL

USE MU-N MU-C
Accessory Dwelling Unit P —
Dwelling, Multifamily* P P 17.08.040
Dwelling, Single-Family* P — 17.08.040
Home Occupations A A
Hotel/Motel to Residential
Conversion
— CUP
Live/Work Unit P P
Single Room Occupancy
(SRO)*
— CUP 17.08.210
Item Number: 3.

Page 16 of 611 ends

Supportive Housing (Senior
Citizens/Congregate Care
Housing)
P P
Transitional Housing P P

RETAIL USES

USE MU-N MU-C
Alcohol Beverage Sales
For Off-Site Consumption* -- CUP 17.12.190
For On-Site or Off-Site
Consumption, in Conjunction
with an Allowed Use*
CUP CUP 17.12.190
Building Materials and
Services, Indoor
— P
Building Materials and
Services, Outdoor
— A
Convenience Store, No
Alcohol Sales*
AUP P 17.12.210
Convenience Store, with
Alcohol Sales

CUP CUP
Farmers’ Market TUP TUP
Grocery Store P P
Indoor Retail Concessions P P
Mini-mall (Strip-mall) -- P
Nurseries and Garden Centers AUP P
Outdoor Temporary and/or
Seasonal Sales

TUP TUP
Recreational Equipment
Rentals – Indoor Only
P P
Retail Sales – General P P
Retail Sales – Restricted
(firearm and ammunition
stores, pawn shops, and
jewelry/gold exchanges)
— CUP
Vehicle Sales and Rental* — — 17.12.200
Large Vehicle, Construction,
and Heavy Equipment Sales,
Service, and Rental
— —

SERVICE USES

USE MU-N MU-C
Animal Care, Services
Animal Boarding/Kennels, CUP P
Item Number: 3.

Page 17 of 611 ends

Grooming
Veterinary Services, Large
Animal
-- CUP
Veterinary Services, Small
Animal
AUP P
Funeral Parlors and
Internment Services
-- AUP
Instructional Services AUP P
Maintenance and Repair
Services – Indoor
P P
Moving Companies, Storage
Allowed
— —
Personal Services, General P P
Personal Services, Restricted
(massage establishments, day
spa with massage)

CUP CUP
Recording Studio — AUP
Social Service Facilities — P
Storage
Personal — —
Outdoor Recreational Vehicle
Storage
— —
Vehicle Repair and Services
Service/Fueling Station* — CUP 17.12.310
Vehicle Washing/Detailing — CUP
Vehicle Service, Minor — CUP

TRANSPORTATION, COMMUNICATION, AND INFRASTRUCTURE USES

USE MU-N MU-C
Car Sharing – Parking AUP AUP
Parking Facility – Temporary TUP TUP
Utility Facilities – Staffed — CUP
Utility Facility – Unstaffed CUP CUP
Vehicle Charging Stations –
Commercial
AUP P
Vehicle Storage — —
Wireless Communication
Facilities – Minor

AUP AUP
Wireless Communication
Facilities – Major

CUP CUP
Wireless Telecommunication
Item Number: 3.

Page 18 of 611 ends

Facilities,
Satellite Dish Antenna
P P

OTHER USES

USE MU-N MU-C
Caretaker Quarters — —
Donation Boxes – Outdoors — —
Drive-Through or Drive-Up
Facilities
— CUP
Vending Machine A A
(Ord. 728 1-19-21; Ord. 727 1-19-21; Ord. 712 6-2-20)

17.14.030 Land use district development standards.

A. General Standards. The following standards are minimum unless stated as maximum. The following standards shall apply to development in all mixed-use districts, except as otherwise provided for in this Zoning Ordinance.

1. All indoor uses shall be conducted within a completely enclosed structure. Limited outside uses (e.g. patio dining areas and nursery sales limited to plants and trees) shall be approved with a Development Permit from the Approval Authority.

2. There shall be no visible storage of motor vehicles (except display area for sale or rent of motor vehicles), trailers, airplanes, boats, recreational vehicles, or their composite parts; loose rubbish, garbage, junk, or their receptacles; tents; equipment; or building materials in any portion of a lot. No storage shall occur on any vacant parcel. Building materials for use on the same premises may be stored on the parcel during the time that a valid building permit is in effect for construction.

3. Every parcel with a structure shall have a trash and recycling receptacle on the premises. The trash and recycling receptacle shall comply with adopted standards and be of sufficient size to accommodate the trash and recycling generated. The receptacle(s) shall be screened from public view on at least three (3) sides by a solid wall six (6) feet in height and on the fourth side by a solid gate not less than five (5) feet in height. The gate shall be maintained in working order and shall remain closed except when in use. The wall and gate shall be architecturally compatible with the surrounding structures. Recycling facilities and programs shall be incorporated into refuse storage/disposal areas.

4. All roof-mounted air conditioning or heating equipment, vents or ducts shall not be visible from any abutting lot, or any public street or right-of-way. This shall be accomplished through the extension of the main structure or roof parapet or screened in a manner which is architecturally integrated with the main structure(s).

5. Elevations of all structures shall be architecturally treated to ensure compatibility with neighboring structures.

Item Number: 3.

Page 19 of 611 ends

B. Site Development Standards
TABLE 17.14.02

SITE DEVELOPMENT STANDARDS
USE
Mixed Use Districts
MU-N MU-C Code Section

GENERAL PLAN DENSITY/FAR
Maximum Density –
Residential
15 du/1 ac 30 du/1 ac
Minimum Density –
Residential
- 20.0 du/1 ac
Maximum Floor Area Ratio
(FAR)- Nonresidential

1.00 1.50

LOT DIMENSIONS, SIZE AND COVERAGE
Minimum Lot Size (net)
Single Family
Multifamily
—7,200 sf
10,000 sf
—
20,000 sf
Single-family
developments shall
follow the
standards of
Chapter 17.08.050
through 17.08.080
Minimum Lot Width 50 ft 100 ft
Minimum Lot Depth - -
Maximum Lot Coverage
(Stand-Alone Residential) 60% 70%

SETBACKS AND BUILDING SEPARATIONS
Front Yard Setback
(From Public Right-of-way)
10 ft 5 ft
1 Garage front yard
setback shall be a
minimum of 20 ft.

Side Yard Setback
Interior
Corner or Exterior
5 ft
10 ft
5 ft
10 ft
Rear Yard Setback
Standard Lot
Adjacent to Alley
15 ft
10 ft
15 ft
10 ft
Rear Yard Setback
Item Number: 3.

Page 20 of 611 ends

Standard Lot
Adjacent to Alley
15 ft
10 ft
15 ft
10 ft
Minimum Building
Separation 10 ft 10 ft

DWELLING UNIT SIZE AND LAND AREA
Minimum Dwelling Unit Size
Studio
One Bedroom
Two Bedroom
Three or more Bedrooms
550 sf
700 sf
900 sf
1,000 sf
550 sf
700 sf
900 sf
1,000 sf

BUILDING HEIGHT AND STORIES
Maximum Number of Stories 3 4
Maximum Building/Structure
Height
45 ft 60 ft

OTHER DEVELOPMENT STANDARDS
Signs and Outdoor Displays Chapters 17.44 and 17.45
Off-Street Parking and OffStreet LoadingChapters 17.48 Landscaping Chapter 17.56
(Ord. 714 7-7-20; Ord. 712 6-2-20)

17.14.040 Mixed-use development.

A. General Requirements.

1. Mixed-use projects shall comply with the development criteria in this section in addition to the standards in Table 17.14.02.

2. If a proposed mixed-use development is located in an area covered by a specific plan, the development standards of the specific plan shall take precedence over the standards in this section unless otherwise stated to the contrary.

3. Lighting Standards. Lighting for nonresidential uses shall be designed, located, and shielded to ensure that it does not impact the residential uses.

B. Design Criteria.

The following design criterion are highly encouraged:

1. Development within a mixed-use district. All projects should be designed to:

Item Number: 3.

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a. Provide direct pedestrian linkages to adjacent public sidewalks and trails. b. Create enhanced pedestrian connections throughout the project between residential and nonresidential uses/structures and parking areas.
c. Provide enhanced pedestrian amenities throughout the project, including seating, pedestrian area lighting, special paving, public art, water features, common open space, directories, and similar items to create a pleasant pedestrian experience. d. Incorporate architectural design elements and materials that relate to a pedestrian scale. e. Locate uses in proximity to one another without large intervening parking lots so that it is convenient for people to walk between the various uses and park their vehicles only once. f. Create a pedestrian scale and character of development along the street by providing significant wall articulation and varying roof heights, incorporating pedestrian-scale elements (e.g., doors, windows, lighting, landscaping), and locating storefronts and common open space areas (e.g., plaza, courtyard, outdoor dining) near the public sidewalk to contribute to an active street environment.
g. Provide a transition to adjacent lower-density residential uses by reducing building height and increasing building setbacks.

2. Consistent use of architectural details and materials. Architectural style and use of quality materials should be compatible and consistent throughout an entire mixed-use project. However, differences in architectural details and materials may occur to differentiate between the residential and nonresidential portions of the project. The overall project design and site layout should be one that promotes an active pedestrian environment and street frontage. This can be accomplished by incorporating the following features into the project:
a. Street level features. Variations in the front building plane should be incorporated through the use of varying building setbacks, variations in wall planes, and the inclusion of pedestrian amenities (e.g., plaza, courtyard, outdoor dining, landscaping). Long expanses of blank walls should be avoided.
b. Pedestrian-oriented features. At least 75 percent of the building frontage facing a public street, primary pedestrian way, or parking lot shall be devoted to pedestrian-oriented features (e.g., storefronts, pedestrian entrances to nonresidential uses; transparent display windows; landscaping).
c. Upper-level features. Upper floor balconies, bays, and windows shall be provided to provide architectural accent and functional balcony space. d. Entrances. When nonresidential and residential uses are located in a vertical mixed-use structure, separate pedestrian entrances shall be provided for each use. The entrances for nonresidential uses shall be designed to be visually distinct from the entrances for residential uses.
e. Neighborhood interface. The design of new in-fill development should be sensitive to the scale and design characteristics of established structures in abutting residential neighborhoods, with the objective of achieving a visually distinctive transition between the new development and existing neighborhood. Consideration shall be given to factors including, but not limited to, orientation of architectural features, building articulation, and exterior building treatments.
f. Lighting. Lighting should be incorporated along sidewalks or other pedestrian walkways, Item Number: 3.

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plazas, paseos, courtyards, and other common open areas to enhance the pedestrian environment and increase public safety.
g. Security. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft.

C. Site Layout.

1. Location of nonresidential uses along street frontages. a. For vertical mixed-use projects, only nonresidential uses should be located on the ground floor along public/private street frontages. Supporting areas for residential uses (e.g. lobbies, common areas, or communal rooms) may be located on the ground floor. Residential uses may be located above the ground floor and in areas that do not have frontage on a street.

Up to 20 percent of the ground floor frontage may be occupied by lobby entrances to multiple residential units and pedestrian amenities (e.g., plaza, paseo, or courtyard). b. For horizontal mixed-use projects, the residential portion of the project may have frontage on a public/private street.
c. On corner parcels, the nonresidential space should wrap around the corner for a distance of at least 30 feet along secondary/side streets.

2. Primary building entrances shall be oriented to the major street on which the structure has frontage, street corner, courtyard, plaza, park, or other structures on the site.

3. Site planning should integrate the street pedestrian environment with the nonresidential uses through the provision of pedestrian-oriented features (e.g., courtyard, plaza, paseo, street furniture, enhanced walkways, lighting, and landscaping).

D. Open Space Standards. Common and private open spaces shall be provided for projects with five units or more as follows:

1. In the MU-N district, a freestanding multi -family residential project within a horizontal mixed-use development shall provide common and private open space in compliance with standards for the R- M district. In the MU-C, district, the open space standards for the R-H district shall apply.

2. Residential units that are part of a vertical mixed-use project (i.e., located above the ground floor and above nonresidential uses) shall provide open space as required below:
a. Up to 25 percent of the total open space requirement may be met by counting any private open space areas (patios and balconies) provided within the project. b. The minimum area of any private open space may be in the form of patios or balconies accessible only to the abutting unit.
c. The minimum dimension (length and width) of eligible common open space areas shall be 20 feet. These may be located at grade or above grade and may include terraces, courtyards, rooftop gardens, or other similar areas.
d. Common open space areas shall include amenities for residents. e. Sharing of common open space between residential and nonresidential uses may be allowed when it is clear that the open space will provide direct benefit to residents of the Item Number: 3.

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project and the public in general subject to the following limitations:
i. Up to 30 percent of the required open space for residential uses in a horizontal mixeduse project may be provided as quasi-public open space within the nonresidential component of the project.
ii. Up to 50 percent of the required open space for residential uses in a vertical mixed- use project may be provided as quasi-public open space within the nonresidential component of the project.
iii. The minimum dimension (length and width) of shared common open space areas shall be 20 feet. These areas shall be located at grade and shall be accessible for use by the general public.
iv. Quasi-public open space areas shall not include outdoor dining areas or other outdoor activity areas for exclusive use by an individual business. v. Quasi-public open space areas are areas located on private property and accessible to the general public. These areas shall include pedestrian oriented amenities, including enhanced seating, lighting, paving, landscaping, public art, water features, and other similar features.

E. Operational Standards.

1. Outdoor nonresidential uses in a mixed-use project that includes residential uses shall be prohibited from operating between the hours of 10:00 p.m. and 6:00 a.m. Approval of a conditional use permit may modify these hours.

2. Loading and unloading activities, including refuse collection, shall not take place after 10:00 p.m. or before 7:00 a.m. on any day of the week.

3. Residents, whether owners or tenants, of a mixed-use development project shall be notified in writing before taking up residence that they will be living in an urban environment and that the noise levels may be higher than a typical residential area.

4. The location and design of recycling and refuse storage facilities shall mitigate nuisances from noise and odors when residential uses might be impacted.

5. Residential dwelling unit interiors and private open space areas shall be designed to be sound attenuated against present and future project noise. New vertical mixed-use projects shall provide an acoustical analysis report, by an acoustical engineer, describing the acoustical design features of the structure required to satisfy the exterior and interior noise standards.

17.14.050 Residential development.

A. Design Criteria. The overall design of the project shall be one that promotes a pedestrian-friendly environment and that is oriented towards adjacent streets while still maintaining adequate security for residents.

B. Open Space Design Criteria. Common and private open spaces provided for projects with five or more units shall incorporate the following in the design:

Item Number: 3.

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1. For multi-family projects, up to 25 percent of the total open space requirement of 17.14.040 D may be met by counting any private exterior open space areas (patios and balconies) provided within the project.

2. The private exterior open space shall be provided in the form of patios or balconies accessible only to the abutting unit.

3. The minimum dimension (length and width) of common open space areas shall be 20 feet. Common open space areas may be located at grade or above grade and may include terraces, courtyards, rooftop gardens, or other similar areas. General open areas that provide access to buildings (e.g., walkways), and required setback areas shall not count towards the common open space requirement unless they meet the minimum dimension and contain amenities.

4. Common open space areas shall include amenities for residents.

C. Security. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft. This may be accomplished by:

1. Maximizing visibility to common open space areas, internal walkways, and public sidewalks. Use opportunities for natural surveillance to increase visibility.

2. Using walkways, low fences, lighting, signage, and landscaping to clearly guide people and vehicles to and from the proper entrances.

3. Eliminating areas of concealment, hiding places, and dead spaces.

4. Using lighting to improve the visibility of common areas while enhancing the pedestrian environment. Lighting should not be overly bright and should provide a uniform level of light over the subject area to eliminate dark spaces. (Ord. 712 6-2-20)

17.14.060 Commercial development.

A. General Requirements. In addition to the development standards outlined within this chapter, standalone commercial development shall comply with design criteria outlined in this section.

B. Design Criteria. The overall design of a stand-alone commercial development should:

1. Provide direct pedestrian linkages to adjacent public sidewalks.

2. Provide enhanced pedestrian amenities throughout the project, including seating, pedestrian area lighting, special paving, public art, water features, common open space, directories, and similar items to create a pleasant pedestrian experience.

3. Incorporate architectural design elements and materials that relate to a pedestrian scale.

4. Locate uses in proximity to one another without large intervening parking lots so that it is convenient for people to walk between the various uses and their vehicles parking only once.

Parking lots shall be located to the rear of buildings.

5. Create a pedestrian scale and character of development along the street by providing significant wall articulation and varying roof heights, incorporating pedestrian scale elements (e.g., doors, windows, lighting, landscaping), and locating storefronts and common open space areas (e.g., Item Number: 3.

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plaza, courtyard, outdoor dining) near the public sidewalk to contribute to an active street environment.

6. Incorporate variations in the front street level building plane through the use of building setbacks, variations in wall planes, and the inclusion of pedestrian amenities (e.g., plaza, courtyard, outdoor dining, landscaping). Long expanses of blank walls shall be prohibited.

7. The design of new in-fill development should be sensitive to the scale and design characteristics of established structures in abutting residential neighborhoods, with the objective of achieving visually distinctive transition between the new development and existing neighborhood.

Consideration should be given to factors including, but not limited to, orientation of architectural features, building articulation, and exterior building treatments.

8. Lighting shall be incorporated along sidewalks or other pedestrian walkways, plazas, paseos, courtyards, and other common open areas to enhance the pedestrian environment and increase public safety.

9. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft by maximizing visibility to common open space areas and internal walkways and minimizing areas of concealment and dead spaces.

10. In the case of either a new single or new multiple building development, a minimum of 50 percent of the primary public street frontage should be occupied by building frontages that incorporate any of the following: storefront entrances, display windows that provide views into the interior commercial space, plazas, courtyards, outdoor dining areas, or similar features. In the case of a secondary public street frontage, a minimum of 30 percent of the street frontage shall be occupied by building frontages that provide the same amenities as described above. (Ord. 712 6-2-20) Item Number: 3.

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Chapter 17.14 MIXED-USE DISTRICTS
Sections:

17.14.010 Purpose.

17.14.020 Permitted uses.

17.14.030 Land use district development standards.Development standards.

17.14.040 Mixed-use development.

17.14.050 Residential development.

17.14.060 Commercial development.

17.14.070 Live/work development.

17.14.010 Purpose.

A. The purpose of this chapter is to establish use regulations, and development standards, a n d g u i d e l i n e s for mixed- use districts. Mixed-use districts are intended to provide suitable locations for a wide variety of interrelated and compatible commercial, office, residential, civic, and entertainment uses, often in a pedestrian-oriented environment. Uses will vary in composition and intensity based on location, accessibility, and surrounding development context. In addition, it is the intent of this chapter to establish use regulations and development standards a n d g u i d e l i n e s for the provision of adequate sites to enable for the development of new and emerging housing types in compliance with the City’s adopted housing element goals and policies.

B.

A. For purposes of this Chapter, the word “should” shall mean highly encouraged.

C. For purposes of this Chapter, the word “shall” shall mean that the act is mandatory.

B.D. The specific purpose of each individual mixed-use district is as follows:

1. MU-N (Mixed-Use Neighborhood). The district is intended to provide local- and neighborhoodsupporting mixed-use activity centers with maximum residential densities of 15 dwelling units per acre and/or nonresidential intensity with a maximum floor area ratio (FAR) of 1.0.

Commercial retail uses are the primary uses allowed on the ground floor. Professional office and residential uses are also allowed, either integrated with a commercial use or as separate, freestanding use. Easy walkable access from residential neighborhoods and pedestrian orientation are key considerations in the location and site design of mixed-use developments in this zone.

1. 2. MU-C (Mixed-Use Corridor). The district is intended to provide higher-intensity, commercially oriented activity with maximum residential densities of 30 dwelling units per acre and/or maximum nonresidential intensities of 1.50 FAR. This district provides for integrated commercial retail, professional office, residential, and civic uses. Commercial retail uses are the preferred uses allowed on the ground floor. Residential development is allowed, either as part of a mixed-use project or as a freestanding use and isare encouraged to be developed at the highest allowable density. Convenient public transportation access, innovative housing options, and Item Number: 3.

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pedestrian-oriented design are key considerations in the location and site design of mixed-use developments in this zone.

17.14.020 Permitted uses.

A. Table 17.14.01 lists the uses permitted in each of the mixed-use districts utilizing the following key:
“P” Use is permitted by right. (A Development Permit may be required for a new use or structure or expansion of an existing use.)
“A” Use is accessory to an established primary use.
“AUP” Use requires an Administrative Conditional Use Permit. “CUP” Use requires a Conditional Use Permit.
“T” Use requires a Temporary Use Permit.
“—” Use is prohibited.

B. Land uses listed in Table 17.14.01 use definitions from the North American Industry Classification System (NAICS) unless otherwise defined specifically by this title. The individual land uses permitted in each of the mixed-use districts are grouped in Table 17.14.01 using broad land use categories.

TABLE 17.14.01
PERMITTED USES – MIXED-USE DISTRICTS

MIXED-USE DISTRICTS

USE MU-N MU-C VS-M CODE SECTION

BUSINESS, FINANCIAL, AND PROFESSIONAL OFFICE
Automated Teller Machines (ATMs) –
Drive-up A A —
Business Support Services P P —
Check Cashing and/or Payday Loans — CUP —
Financial Institutions and Related
Services (without drive-through
facilities)
P P —
Financial Institutions and Related
Services (with drive-through
facilities)
-- P
Office, Business and Professional
(excluding Medical and Dental
Office)
P P —

EATING AND DRINKING ESTABLISHMENTS

USE MU-N MU-C
Bars, Lounges, Nightclubs, and Tasting
Rooms*
— CUP — 17.12.19050
Item Number: 3.

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Food Preparation/Catering
(no on-site sales or service) AUP P AUP
Food Preparation/Catering (with onsite sales or service) AUP P
Restaurant – Full or Limited Service,
Serving
Alcohol*
ACUP ACUP ACUP 17.12.19050
Restaurant – Full or Limited Service,
No Alcohol
Sales
P P P
Restaurant with Drive-through
Facilities*
CUP CUP CUP 17.12.23100
Snack Bar A A A
Mobile food vending vehicle parks* -- AUP 17.12.360 Mobile food vending parks
Mobile food vending vehicle parks -–
Ancillary*
__ AUP 17.12.360 Mobile
food vending parks

INDUSTRY, MANUFACTURING AND PROCESSING, AND WAREHOUSING

USE MU-N MU-C
Brewery, Winery, or Distillery - CUP
Data Centers - -
Hazardous Waste Facilities - -
Food Processing - -
Furniture and fixtures manufacturing,
cabinet shops, and woodworking shops
(wholesale sales only)
- -
Laboratory – Medical, Analytical,
Research, Testing
- -
Laundries and Dry-Cleaning Plants - -
Manufacturing – Heavy - -
Manufacturing – Light - -
Recycling
Small Collection Facility* - AUP 17.12.290
Large Collection Facility* - - 17.12.290
Light Processing* - - 17.12.290
Heavy Processing* - - 17.12.290
Reverse Vending Machine A A
Research and Development - -
Storage – Outdoor - -
Warehouse, Wholesaling and
Distribution
- -

LODGING

USE MU-N MU-C
Hotel or Motel (without spa) — CUP CUP
Spa Resort — CUP CUP
Item Number: 3.

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Homeless Shelters – up to 20 beds — — —
Homeless Shelters – more than 20 beds — — —
Emergency Shelter/Low Barrier
Navigation Center
P P P
Camping/Glamping -- --

MARIJUANA USES

USE MU-N MU-C
Marijuana/Cannabis Non-storefront
Retail*
— — —

17.180.045
Marijuana/Cannabis Distribution* — — — 17.180.080
Marijuana/Cannabis Cultivation* — — — 17.180.050
Marijuana/Cannabis Lounge — CUP —
Marijuana/Cannabis Hotel Facilities* CUP- —CUP CUP 17.180.085 Marijuana/Cannabis Manufacturing* — — — 17.180.060
Marijuana/Cannabis Storefront Retail* — CUP — 17.180.04017.180.040 Marijuana/Cannabis Testing Facilities* — P — 17.180.07017.180.070

MEDICAL-RELATED AND CARE USES

USE MU-N MU-C
Ambulance Fleet — — —
Clinic and Urgent Care — CUP —
Day Care Center* CUP CUP CUP 17.12.220
Health Facilities, Therapy and
Rehabilitation Facilities
—AUP —AUP —
Hospital — CUP —
Office, Medical and Dental Office AUP P P
Residential Care Facilities
(Commercial Assisted Living,
Nursing Home)

AUP AUP CUP

PUBLIC AND ASSEMBLY USES

USE MU-N MU-C
Cultural Institutions AUP P P
Event Facility, Event Center, Event
Venue
-- P
Public Assembly Facilities — CUP —
Religious Assembly Facilities —CUP CUP —
Schools, Private CUP CUP CUP
Trade and Vocational Schools CUP CUP CUP
Tutoring and Education Centers P P P

RECREATION AND ENTERTAINMENT

USE MU-N MU-C
Arcade (/Electronic Game Center) CUP AUP —
Art Gallery P P CUP
Commercial Recreation – Indoors CUP CUP —
Commercial Recreation – Outdoors — CUP —
Entertainment, Indoor (motion picture
theaters, performance theatres, dance
CUP AUP —
Item Number: 3.

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halls and similar)
Health/Fitness Facilities
Health/Fitness Facilities – Small AUP P A
Health/Fitness Facilities – Large CUP CUP —

RESIDENTIAL

USE MU-N MU-C
Accessory Dwelling Unit —P — P
Dwelling, Multifamily* P P P 17.0812.0400140
Dwelling, Single-Family* —P — P 17.0812.04019
Home Occupations A A A
Hotel/Motel to Residential
Conversion
— —CUP CUP
Live/Work Unit P P —
Single Room Occupancy (SRO)* — CUP — 17.0812.210
Supportive Housing (Senior
Citizens/Congregate Care Housing)
P P P
Transitional Housing P P P

RETAIL USES

USE MU-N MU-C
Alcohol Beverage Sales
For Off-Site Consumption* CUP-- CUP — 17.12.050190
For On-Site or Off-Site Consumption,
in Conjunction with an Allowed Use* —CUP CUP CUP 17.12.050190 Building Materials and Services,
Indoor
— P —
Building Materials and Services,
Outdoor
— —A —
Convenience Store, No Alcohol Sales AUP P — 17.12.080210 Convenience Store, with Alcohol Sales CUP CUP
Farmers’ Market TUP TUP TUP
Grocery Store P P CUP
Indoor Retail Concessions --P P
Mini-mall (Strip-mall) -- P
Nurseries and Garden Centers —AUP P —
Outdoor Temporary and/or Seasonal
Sales

TUP TUP TUP
Recreational Equipment Rentals –
Indoor Only
P P P
Retail Sales – General P P P
Retail Sales – Restricted (firearm and
ammunition stores, pawn shops, and
jewelry/gold exchanges)
— CUP —
Item Number: 3.

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Vehicle Sales and Rental* — — — 17.12.20060
Large Vehicle, Construction, and
Heavy Equipment Sales, Service, and
Rental
— — —

SERVICE USES

USE MU-N MU-C
Animal Care, Services
Animal Boarding/Kennels, Grooming PCUP P —
Veterinary Services, Large Animal CUP-- CUP —
Veterinary Services, Small Animal AUP AUPP —
Funeral Parlors and Internment Services -- AUP
Instructional Services AUP P —
Maintenance and Repair Services –
Indoor
P P —
Moving Companies, Storage Allowed — — —
Personal Services, General P P CUP
Personal Services, Restricted
(massage establishments, day spa
with massage)

CUP CUP CUP
Recording Studio — AUP —
Social Service Facilities — P —
Storage
Personal — — —
Outdoor Recreational Vehicle Storage — — —
Vehicle Repair and Services
Service/Fueling Station* — CUP — 17.12.170310
Vehicle Washing/Detailing — —CUP —
Vehicle Service, Minor — —CUP —
Vehicle Service, Major — — —

TRANSPORTATION, COMMUNICATION, AND INFRASTRUCTURE USES

USE MU-N MU-C
Car Sharing – Parking AUP AUP CUP
Parking Facility – Temporary TUP TUP TUP
Utility Facilities – Staffed — CUP —
Utility Facility – Unstaffed CUP CUP —
Vehicle Charging Stations –
Commercial

AUP P A
Item Number: 3.

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Vehicle Storage — — —
Wireless Communication Facilities –
Minor

AUP AUP AUP
Wireless Communication Facilities –
Major
CUP CUP —
Wireless Telecommunication
Facilities,
Satellite Dish Antenna
P P P

OTHER USES

USE MU-N MU-C
Caretaker Quarters — — AUP
Donation Boxes – Outdoors — — —
Drive-Through or Drive-Up Facilities — CUP —
Vending Machine A A A
(Ord. 728 1-19-21; Ord. 727 1-19-21; Ord. 712 6-2-20)

17.14.030 Land use district Ddevelopment sstandards.

A. Table 17.14.02 establishes the development standards applicable to mixed-use districts.General Standards. The following standards are minimum unless stated as maximum. The following standards shall apply to development in all mixed-use districts, except as otherwise provided for in this Zoning Ordinance.

1. All indoor uses shall be conducted within a completely enclosed structure. Limited outside uses (e.g. patio dining areas and nursery sales limited to plants and trees) shall be approved with a Development Permit from the Approval Authority.

2. There shall be no visible storage of motor vehicles (except display area for sale or rent of motor vehicles), trailers, airplanes, boats, recreational vehicles, or their composite parts; loose rubbish, garbage, junk, or their receptacles; tents; equipment; or building materials in any portion of a lot. No storage shall occur on any vacant parcel. Building materials for use on the same premises may be stored on the parcel during the time that a valid building permit is in effect for construction.

3. Every parcel with a structure shall have a trash and recycling receptacle on the premises.

The trash and recycling receptacle shall comply with adopted standards and be of sufficient size to accommodate the trash and recycling generated. The receptacle(s) shall be screened from public view on at least three (3) sides by a solid wall six (6) feet in height and on the fourth side by a solid gate not less than five (5) feet in height. The gate shall be maintained in working order and shall remain closed except when in use. The wall and gate shall be architecturally compatible with the surrounding structures. Recycling facilities and programs shall be incorporated into refuse storage/disposal areas.

Item Number: 3.

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4. All roof-mounted air conditioning or heating equipment, vents or ducts shall not be visible from any abutting lot, or any public street or right-of-way. This shall be accomplished through the extension of the main structure or roof parapet or screened in a manner which is architecturally integrated with the main structure(s).

5. Elevations of all structures shall be architecturally treated to ensure compatibility with or enhancing of neighboring structures.

A. An intensity bonus of up to 12 square feet for each one (1) square foot of permanent space for properly designed and administered day care facilities may be approved by the review authority.

B. Design criteria as outlined Sections 17.14.040 through 17.14.070 applicable to the respective development type within the mixed-use districts shall apply and are in addition to the standards of Table 17.14.02.Site Development Standards
TABLE 17.14.02
SITE DEVELOPMENT STANDARDS – MIXED-USE DISTRICTS

MIXED-USE DISTRICTS

USE MU-N MU-C VS-M CODE SECTION

GENERAL PLAN DENSITY/FAR
Maximum Density – Residential 15 du/1 ac 30 du/1 ac 15 du/1 ac Minimum Density – Residential - 20.0 du/1 ac -
Maximum Floor Area Ratio (FAR)-
Nonresidential

1.00 1.50 1.00

LOT DIMENSIONS, SIZE AND COVERAGE
Minimum Lot Size (net)
Single Family
Multifamily
—7,200 sf
10,000 sf
—
20,000 sf
7,200 sf
10,000 sf
Single-family
developments shall
follow the standards of
Chapter 17.08.050
through 17.08.080
Minimum Lot Width 5100 ft 100 ft 45 ft
Minimum Lot Depth - - 90 ft
Maximum Lot Coverage
(Stand-Alone Residential) 60% 70% 50%

SETBACKS AND BUILDING SEPARATIONS
Maximum Front Yard Setback
(From Public Right-of-way) 10 ft 5 ft 15 ft1
1 Garage front yard
setback shall be a
minimum of 20 ft.

Item Number: 3.

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Maximum Side Yard Setback
Interior
Corner or Exterior
5 ft
10 ft
50 ft
10 ft
5 ft
10 ft
Minimum Rear Yard Setback
Standard Lot
Adjacent to Alley
15 ft
10 ft
15 ft
10 ft
15 ft
10 ft
Minimum Building Separation
Between Multiple Buildings on a
Single Lot – Residential to
Residential or Residential to
Nonresidential
Window to Window Walls
Window to Non-Window Walls
Non-Window to Non-Window
Walls
3010 ft
25 ft
15 ft
2510 ft
20 ft
10 ft
15 ft
10 ft
10 ft
Minimum Building Separation
Between Multiple
Nonresidential Buildings on a Single
Lot
- - -

DWELLING UNIT SIZE AND LAND AREA
Minimum Dwelling Unit Size
Studio
One Bedroom
Two Bedroom
Three or more Bedrooms
Per R-M
District550
sf
700 sf
900 sf
1,000 sf
Per R-H
District
550 sf
700 sf
900 sf
1,000 sf
Per R-M
District
Maximum Dwelling Unit Size

BUILDING HEIGHT AND STORIES
Maximum Number of Stories 3 4 2
Maximum Building/Structure Height 45 ft 60 ft 30 ft

OTHER DEVELOPMENT STANDARDS
Signs and Outdoor Displays Chapters 17.44 and 17.45
Off-Street Parking and Off-Street Chapters 17.48 and 17.52 Item Number: 3.

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Loading
Landscaping Chapter 17.56
(Ord. 714 7-7-20; Ord. 712 6-2-20)

17.14.040 Mixed-use development.

A. General Requirements.

1. Mixed-use projects shall comply with the development criteria in this section in addition to the standards in Table 17.14.02.

2. If a proposed mixed-use development is located in an area covered by a specific plan, the development standards of the specific plan shall take precedence over the standards in this section unless otherwise stated to the contrary.

3. Lighting Standards. Lighting for nonresidential uses shall be designed, located, and shielded to ensure that it does not impact the residential uses.

2.4. B. Design Criteria.

The following design criterion are highly encouraged:

1. Development within a mixed-use district. All projects shouldall be designed to:
a. Provide direct pedestrian linkages to adjacent public sidewalks and trails. b. Create enhanced pedestrian connections throughout the project between residential and nonresidential uses/structures and parking areas.
c. Provide enhanced pedestrian amenities throughout the project, including seating, pedestrian area lighting, special paving, public art, water features, common open space, directories, and similar items to create a pleasant pedestrian experience. d. Incorporate architectural design elements and materials that relate to a pedestrian scale. e. Locate uses in proximity to one another without large intervening parking lots so that it is convenient for people to walk between the various uses and park their vehicles only once.
f. Create a pedestrian scale and character of development along the street by providing significant wall articulation and varying roof heights, incorporating pedestrian-scale elements (e.g., doors, windows, lighting, landscaping), and locating storefronts and common open space areas (e.g., plaza, courtyard, outdoor dining) near the public sidewalk to contribute to an active street environment. g. Provide a transition to adjacent lower-density residential uses by reducing building height and increasing building setbacks.

2. Consistent use of architectural details and materials. Architectural style and use of quality Item Number: 3.

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materials shouldall be compatible and consistent throughout an entire mixed-use project.

However, differences in architectural details and materials may occur to differentiate between the residential and nonresidential portions of the project. The overall project design and site layout shouldall be one that promotes an active pedestrian environment and street frontage. This can be accomplished by incorporating the following features into the project:
a. Street level features. Variations in the front building plane shouldall be incorporated through the use of varying building setbacks, variations in wall planes, and the inclusion of pedestrian amenities (e.g., plaza, courtyard, outdoor dining, landscaping). Long expanses of blank walls should all be avoidedprohibited. b. Pedestrian-oriented features. At least 75 percent of the building frontage facing a public street, primary pedestrian way, or parking lot shall be devoted to pedestrian-oriented features (e.g., storefronts, pedestrian entrances to nonresidential uses; transparent display windows; landscaping).
c. Upper- level features. Upper floor balconies, bays, and windows shall be provided to provide architectural accent and functional balcony space. d. Entrances. When nonresidential and residential uses are located in a vertical mixed-use structure, separate pedestrian entrances shall be provided for each use. The entrances for nonresidential uses shall be designed to be visually distinct from the entrances for residential uses. Entrances to individual residential units in a vertical mixed-use project shall not be allowed along a street frontage. Instead, shared entrances to residential units located above the ground floor shall be from lobbies that serve multiple units. e. Neighborhood interface. The design of new in-fill development shouldall be sensitive to the scale and design characteristics of established structures in abutting residential neighborhoods, with the objective of achieving a visually distinctive transition between the new development and existing neighborhood. Consideration shall be given to factors including, but not limited to, orientation of architectural features, building articulation, and exterior building treatments.
f. Lighting. Lighting shouldall be incorporated along sidewalks or other pedestrian walkways, plazas, paseos, courtyards, and other common open areas to enhance the pedestrian environment and increase public safety.
g. Security. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft.

C. Site Layout.

1. Location of nonresidential uses along street frontages. a. For vertical mixed-use projects, only nonresidential uses shouldall be located on the ground floor along public/private street frontages. S u p p o r t i n g a r e a s f o r r e s i d e n t i a l u s e s ( e . g . l o b b i e s , c o m m o n a r e a s , o r c o m m u n a l r o o m s ) m a y b e l o c a t e d o n t h e g r o u n d f l o o r . Residential uses may be located above the ground floor and in areas that do not have frontage on a street. Up to 20 percent of the ground floor frontage may be occupied by lobby entrances to multiple residential units and pedestrian amenities (e.g., plaza, paseo, or courtyard).

Item Number: 3.

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b. For horizontal mixed-use projects, the residential portion of the project may have frontage on a public/private street.
c. On corner parcels, the nonresidential space shouldall wrap around the corner for a distance of at least 30 feet along secondary/side streets.

2. Primary building entrances shall be oriented to the major street on which the structure has frontage, street corner, courtyard, plaza, park, or other structures on the site., but not to interior blocks or parking lots/structures.

3. Site planning shouldall integrate the street pedestrian environment with the nonresidential uses through the provision of pedestrian-oriented features (e.g., courtyard, plaza, paseo, street furniture, enhanced walkways, lighting, and landscaping).

D. Lighting Standards. Lighting for nonresidential uses shall be designed, located, and shielded to ensure that it does not impact the residential uses.

E.D. Open Space Standards. Common and private open spaces shall be provided for projects with five units or more as follows:

1. In the MU-N district, a freestanding m u l t i - f a m i l y residential project within a horizontal mixed-use development shall provide common and private open space in compliance with standards for the R- M district. In the MU-C, district, the open space standards for the R-H district shall apply.

2. Residential units that are part of a vertical mixed-use project (i.e., located above the ground floor and above nonresidential uses) shall provide open space as required below:
a. Up to 25 percent of the total open space requirement may be met by counting any private open space areas (patios and balconies) provided within the project. b. The minimum area of any private open space may be in the form of patios or balconies accessible only to the abutting unit.
c. The minimum dimension (length and width) of eligible common open space areas shall be 20 feet. These may be located at grade or above grade and may include terraces, courtyards, rooftop gardens, or other similar areas.
d. Common open space areas shall include amenities for residents. e. Sharing of common open space between residential and nonresidential uses may be allowed when it is clear that the open space will provide direct benefit to residents of the project and the public in general subject to the following limitations:
i. Up to 30 percent of the required open space for residential uses in a horizontal mixeduse project may be provided as quasi-public open space within the nonresidential component of the project.
ii. Up to 50 percent of the required open space for residential uses in a vertical mixeduse project may be provided as quasi-public open space within the nonresidential component of the project.
iii. The minimum dimension (length and width) of shared common open space areas shall be 20 feet. These areas shall be located at grade and shall be accessible for use by the general public.

Item Number: 3.

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iv. Quasi-public open space areas shall not include outdoor dining areas or other outdoor activity areas for exclusive use by an individual business. v. Quasi-public open space areas are areas located on private property and accessible to the general public. These areas shall include pedestrian oriented amenities, including enhanced seating, lighting, paving, landscaping, public art, water features, and other similar features.

F.E. Operational Standards.

1. Outdoor nonresidential uses in a mixed-use project that includes residential uses shall be prohibited from operating between the hours of 10:00 p.m. and 6:00 a.m. Approval of a conditional use permit may modify these hours.

2. Loading and unloading activities, including refuse collection, shall not take place after 10:00 p.m. or before 7:00 a.m. on any day of the week.

3. Residents, whether owners or tenants, of a mixed-use development project shall be notified in writing before taking up residence that they will be living in an urban environment and that the noise levels may be higher than a typical residential area.

4. The location and design of recycling and refuse storage facilities shall mitigate nuisances from noise and odors when residential uses might be impacted.

5. Residential dwelling unit interiors and private open space areas shall be designed to be sound attenuated against present and future project noise. New vertical mixed-use projects shall provide an acoustical analysis report, by an acoustical engineer, describing the acoustical design features of the structure required to satisfy the exterior and interior noise standards.

G. Parking, Loading, and Circulation.

1. The total number of parking spaces shall comply with the requirements of Chapter 17.48. A mixed-use project may be required to submit a parking study for review and approval by the City to allow a different requirement through a conditional use permit.

2. Parking facilities shall be separated for nonresidential uses and residential uses, except that guest parking for the residential use may be shared with nonresidential uses.

3. If enclosed parking, including parking garages and structures, is provided for residential and nonresidential portions of a mixed-use project, separate areas/levels shall be provided for each use and separate entrances shall be provided unless it can be demonstrated to the satisfaction of the Community Development Director that this requirement cannot be achieved.

4. Loading areas for nonresidential uses shall be located as far as possible from residential units and shall be completely screened from view from the residential portion of the project and public streets. Loading areas shall be compatible in architectural design and details with the overall project. The location and design of loading areas shall mitigate nuisances from noise when residential uses might be impacted.

5. Separate site access driveways shall be provided for nonresidential and residential uses unless it can be demonstrated to the satisfaction of the Community Development Director that this requirement cannot be achieved. Site access driveways shall incorporate distinctive design Item Number: 3.

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elements, landscape features, and signs to help differentiate access to nonresidential parking areas from access to residential parking areas.

6. Vehicular circulation shall be designed to direct traffic away from adjacent residential streets outside the mixed-use districts to the greatest extent feasible.

H. Trash and Recycling Enclosures.

1. Trash and recycling enclosures for nonresidential uses shall be located as far as possible from residential units and shall be completely screened from view from the residential portion of the project and public streets.

2. Trash and recycling storage facilities shall be integrated into and be compatible with the architectural design and details with the overall project.

3. The location and design of trash and recycling enclosures shall mitigate nuisances from noise and odors. (Ord. 712 6-2-20)

17.14.050 Residential development.

A. Design Criteria. The overall design of the project shall be one that promotes a pedestrian-friendly environment and that is oriented towards adjacent streets while still maintaining adequate security for residents.

B. Open Space Design Criteria. Common and private open spaces provided for projects with five or more units shall incorporate the following in the design:

1. For multi-family projects, uUp to 25 percent of the total open space requirement of 1 7 . 1 4 . 0 4 0 D may be met by counting any private exterior open space areas (patios and balconies) provided within the project.

2. The private exterior open space shall be provided in the form of patios or balconies accessible only to the abutting unit.

3. The minimum dimension (length and width) of common open space areas shall be 20 feet.

Common open space areas may be located at grade or above grade and may include terraces, courtyards, rooftop gardens, or other similar areas. General open areas that provide access to buildings (e.g., walkways), and required setback areas shall not count towards the common open space requirement unless they meet the minimum dimension and contain amenities.

4. Common open space areas shall include amenities for residents.

C. Security. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft. This may be accomplished by:

1. Maximizing visibility to common open space areas, internal walkways, and public sidewalks.

Use opportunities for natural surveillance to increase visibility.

2. Using walkways, low fences, lighting, signage, and landscaping to clearly guide people and vehicles to and from the proper entrances.

Item Number: 3.

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3. Eliminating areas of concealment, hiding places, and dead spaces.

4. Using lighting to improve the visibility of common areas while enhancing the pedestrian environment. Lighting should not be overly bright and should provide a uniform level of light over the subject area to eliminate dark spaces. (Ord. 712 6-2-20)

17.14.060 Commercial development.

A. General Requirements. In addition to the development standards outlined within this chapter, stand- alone commercial development shall comply with design criteria outlined in this section.

B. Design Criteria. The overall design of a stand-alone commercial development shouldall:

1. Provide direct pedestrian linkages to adjacent public sidewalks.

2. Provide enhanced pedestrian amenities throughout the project, including seating, pedestrian area lighting, special paving, public art, water features, common open space, directories, and similar items to create a pleasant pedestrian experience.

3. Incorporate architectural design elements and materials that relate to a pedestrian scale.

4. Locate uses in proximity to one another without large intervening parking lots so that it is convenient for people to walk between the various uses and their vehicles parking only once.

Parking lots shall be located to the rear of buildings.

5. Create a pedestrian scale and character of development along the street by providing significant wall articulation and varying roof heights, incorporating pedestrian scale elements (e.g., doors, windows, lighting, landscaping), and locating storefronts and common open space areas (e.g., plaza, courtyard, outdoor dining) near the public sidewalk to contribute to an active street environment.

6. Incorporate variations in the front street level building plane through the use of building setbacks, variations in wall planes, and the inclusion of pedestrian amenities (e.g., plaza, courtyard, outdoor dining, landscaping). Long expanses of blank walls shall be prohibited.

7. The design of new in-fill development shouldall be sensitive to the scale and design characteristics of established structures in abutting residential neighborhoods, with the objective of achieving visually distinctive transition between the new development and existing neighborhood. Consideration shouldall be given to factors including, but not limited to, orientation of architectural features, building articulation, and exterior building treatments.

8. Lighting shall be incorporated along sidewalks or other pedestrian walkways, plazas, paseos, courtyards, and other common open areas to enhance the pedestrian environment and increase public safety.

9. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft by maximizing visibility to common open space areas and internal walkways and minimizing areas of concealment and dead spaces.

10. In the case of either a new single or new multiple building development, a minimum of 50 percent of the primary public street frontage shouldall be occupied by building frontages that incorporate any of the following: storefront entrances, display windows that provide views into the interior commercial space, plazas, courtyards, outdoor dining areas, or similar features. In the Item Number: 3.

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case of a secondary public street frontage, a minimum of 30 percent of the street frontage shall be occupied by building frontages that provide the same amenities as described above. (Ord. 712 6-2-20)

17.14.070 Live/work development.

A. General Requirements. Live/work units are structures or spaces within structures that are used jointly for commercial and residential purposes. The development of live/work units and the reuse of existing nonresidential structures to accommodate live/work opportunities shall comply with the development standards in this chapter and the use limitations and design criteria of this section.

B. Specific Requirements for Allowed Uses.

1. The nonresidential component of a live/work unit shall only be a nonresidential use allowed within the applicable mixed-use district, except that certain uses are determined to be incompatible within a shared residential environment and are therefore prohibited as provided in subsection C of this section.

2. The residential component of a live/work unit shall only be a residential use allowed within a mixed-use district.

C. Prohibited Uses. A live/work unit shall not be used for any of the following activities:

1. Adult-oriented businesses.

2. Animal care or boarding.

3. Classroom instruction (e.g., art/music lessons, tutoring, and similar uses) involving five or more students at any one time.

4. Commercial food preparation activities.

5. Industrial uses.

6. Vehicle maintenance or repair (e.g., body or mechanical work, including boats and recreational vehicles), vehicle detailing and painting, upholstery, etc.

7. Storage of flammable liquids or hazardous materials beyond that normally associated with a residential use.

8. Medical and dental offices, clinics, and laboratories (not including chiropractors or counselors/psychotherapists).

9. Activities or uses that are incompatible with residential activities that would clearly conflict with other live/work activities or the character of the surrounding neighborhood.

10. Activities or uses that would adversely affect the health or safety of live/work unit residents, because of dust, glare, heat, noise, noxious gases, odor, smoke, traffic, vibration, or other impacts, or that would be hazardous because of materials, processes, products, or wastes.

D. Design Standards.

1. Each live/work unit fronting a public street shall have a pedestrian-oriented frontage that allows Item Number: 3.

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views into the interior of the nonresidential areas of the unit.

2. Each live/work unit shall have a clearly identified, separate access from other live/work units within the structure or development. Access to individual units shall be from common access areas, parking lots, or walkways. Access to each unit shall be clearly identified to provide for emergency services.

3. The living space within the live/work unit shall be contiguous with the working space, with direct access between the two areas.

E. Operating Standards.

1. No portion of a live/work unit shall be separately sold or rented.

2. The owner or developer of a structure containing live/work units shall provide written notice to all occupants, tenants, and users that the surrounding area may be subject to higher impacts associated with nonresidential uses (e.g., noise) than exist in more predominantly residential areas.

3. All activities related to the “work” component of a live/work unit shall be conducted within a completely enclosed building.

4. Up to two additional persons who do not reside in the live/work unit may work in the unit.

5. Client and customer visits to live/work units are allowed.

6. A live/work unit shall not be converted to either entirely residential use or entirely nonresidential use.

7. A live/work use may display a window or building-mounted signup to a maximum of foursquare feet. Signs shall not be illuminated, including neon signs. (Ord. 712 6-2-20) Item Number: 3.

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5/31/23, 2:26 PM Chapter 17.14 MIXED-USE DISTRICTS
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Title 17 ZONING
Chapter 17.14 MIXED-USE DISTRICTS

17.14.010 Purpose.

17.14.020 Permitted uses.

17.14.030 Development standards.

17.14.040 Mixed-use development.

17.14.050 Residential development.

17.14.060 Commercial development.

17.14.070 Live/work development.

17.14.010 Purpose.

A. The purpose of this chapter is to establish use regulations and development standards for mixeduse districts. Mixed-use districts are intended to provide suitable locations for a wide variety of interrelated and compatible commercial, office, residential, civic, and entertainment uses, often in a pedestrian-oriented environment. Uses will vary in composition and intensity based on location, accessibility, and surrounding development context. In addition, it is the intent of this chapter to establish use regulations and development standards for the provision of adequate sites for the development of new and emerging housing types in compliance with the City’s adopted housing element goals and policies.

B. The specific purpose of each individual mixed-use district is as follows:

1. MU-N (Mixed-Use Neighborhood). The district is intended to provide local- and neighborhoodsupporting mixed-use activity centers with maximum residential densities of 15 dwelling units per acre and/or nonresidential intensity with a maximum floor area ratio (FAR) of 1.0. Commercial retail uses are the primary uses allowed on the ground floor. Professional office and residential uses are also allowed, either integrated with a commercial use or as separate, free-standing use. Easy walkable access from residential neighborhoods and pedestrian orientation are key considerations in the location and site design of mixed-use developments in this zone.

Item Number: 3.

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2. MU-C (Mixed-Use Corridor). The district is intended to provide higher-intensity, commercially oriented activity with maximum residential densities of 30 dwelling units per acre and/or maximum nonresidential intensities of 1.50 FAR. This district provides for integrated commercial retail, professional office, residential, and civic uses. Commercial retail uses are the preferred uses allowed on the ground floor. Residential development is allowed, either as part of a mixed-use project or as a freestanding use and are encouraged to be developed at the highest allowable density. Convenient public transportation access, innovative housing options, and pedestrianoriented design are key considerations in the location and site design of mixed-use developments in this zone.

3. VS-M (Visitor-Serving Mixed). This district is intended to provide for areas appropriate for accommodations, goods, and services intended to serve primarily visitors to the City. Also allowed are detached and attached residential uses at a maximum density of 20 dwelling units per acre.

Either commercial or residential development is allowed, but not concurrently on the same property. (Ord. 712 6-2-20)

17.14.020 Permitted uses.

A. Table 17.14.01 lists the uses permitted in each of the mixed-use districts utilizing the following key:
“P” Use is permitted by right.
“A” Use is accessory to an established primary use.
“AUP” Use requires an Administrative Conditional Use Permit. “CUP” Use requires a Conditional Use Permit.
“T” Use requires a Temporary Use Permit.
“—” Use is prohibited.

B. Land uses listed in Table 17.14.01 use definitions from the North American Industry Classification System (NAICS) unless otherwise defined specifically by this title. The individual land uses permitted in each of the mixed-use districts are grouped in Table 17.14.01 using broad land use categories.

TABLE 17.14.01
PERMITTED USES – MIXED-USE DISTRICTS
USE

MIXED-USE DISTRICTS

CODE SECTION

MU-N MU-C VS-M

BUSINESS, FINANCIAL, AND

PROFESSIONAL OFFICE
Automated Teller Machines (ATMs) – Drive-up A A —
Business Support Services P P —
Item Number: 3.

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https://library.qcode.us/lib/desert_hot_springs_ca/pub/municipal_code/item/title_17-chapter_17_14?view=all 3/16 Check Cashing and/or Payday Loans — CUP —
Financial Institutions and Related Services
(without drive-through facilities)
P P —
Office, Business and Professional (excluding
Medical and Dental Office)
P P —

EATING AND DRINKING ESTABLISHMENTS
Bars, Lounges, Nightclubs, and Tasting Rooms — CUP — 17.12.050 Food Preparation/Catering
(no on-site sales or service)

AUP P AUP
Restaurant – Full or Limited Service, Serving
Alcohol
CUP CUP CUP 17.12.050
Restaurant – Full or Limited Service, No Alcohol
Sales
P P P
Restaurant with Drive-through Facilities CUP CUP CUP 17.12.100 Snack Bar A A A

LODGING
Hotel or Motel (without spa) — CUP CUP
Spa Resort — CUP CUP
Homeless Shelters – up to 20 beds — — —
Homeless Shelters – more than 20 beds — — —
Low Barrier Navigation Center P P P

MARIJUANA USES
Marijuana Nonstorefront Retail — — —
Marijuana Distribution — — —
Marijuana Cultivation — — —
Marijuana Entertainment Facilities — CUP —
Marijuana Hotel Facilities CUP — CUP
Marijuana Manufacturing — — —
Marijuana Storefront Retail — CUP — 17.180.040
Marijuana Testing Facilities — P — 17.180.070

MEDICAL-RELATED AND CARE USES
Ambulance Fleet — — —
Clinic and Urgent Care — CUP —
Day Care Center CUP CUP CUP
Item Number: 3.

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Hospital — CUP —
Office, Medical and Dental Office AUP P P
Residential Care Facilities AUP AUP CUP

PUBLIC AND ASSEMBLY USES
Cultural Institutions P P P
Public Assembly Facilities — CUP —
Religious Assembly Facilities — CUP —
Schools, Private CUP CUP CUP
Trade and Vocational Schools CUP CUP CUP
Tutoring and Education Centers P P P

RECREATION AND ENTERTAINMENT
Arcade (Electronic Game Center) CUP AUP —
Art Gallery P P CUP
Commercial Recreation – Indoors CUP CUP —
Commercial Recreation – Outdoors — CUP —
Entertainment, Indoor CUP AUP —
Health/Fitness Facilities
Health/Fitness Facilities – Small AUP P A
Health/Fitness Facilities – Large CUP CUP —

RESIDENTIAL
Accessory Dwelling Unit — — P
Dwelling, Multifamily P P P 17.12.140
Dwelling, Single-Family — — P 17.12.190
Home Occupations A A A
Hotel/Motel to Residential Conversion — — CUP
Live/Work Unit P P —
Single Room Occupancy (SRO) — CUP — 17.12.210
Supportive Housing P P P
Transitional Housing P P P

RETAIL USES
Alcohol Beverage Sales
For Off-Site Consumption CUP CUP — 17.12.050
Item Number: 3.

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Conjunction with an Allowed Use
— CUP CUP 17.12.050
Building Materials and Services, Indoor — P —
Building Materials and Services, Outdoor — — —
Convenience Store, No Alcohol Sales AUP P — 17.12.080
Farmers’ Market TUP TUP TUP
Grocery Store P P CUP
Nurseries and Garden Centers — P —
Outdoor Temporary and/or Seasonal Sales TUP TUP TUP
Recreational Equipment Rentals – Indoor Only P P P
Retail Sales – General P P P
Retail Sales – Restricted — CUP —
Vehicle Sales and Rental — — — 17.12.060
Large Vehicle, Construction, and Heavy
Equipment Sales, Service, and Rental
— — —

SERVICE USES
Animal Care, Services
Animal Boarding/Kennels, Grooming P P —
Veterinary Services, Large Animal CUP CUP —
Veterinary Services, Small Animal AUP AUP —
Instructional Services AUP P —
Maintenance and Repair Services – Indoor P P —
Moving Companies, Storage Allowed — — —
Personal Services, General P P CUP
Personal Services, Restricted CUP CUP CUP
Recording Studio — AUP —
Social Service Facilities — P —
Storage
Personal — — —
Outdoor Recreational Vehicle Storage — — —
Vehicle Repair and Services
Service/Fueling Station — CUP — 17.12.170
Vehicle Washing/Detailing — — —
Item Number: 3.

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Vehicle Service, Major — — —

TRANSPORTATION, COMMUNICATION, AND

INFRASTRUCTURE USES
Car Sharing – Parking AUP AUP CUP
Parking Facility – Temporary TUP TUP TUP
Utility Facilities – Staffed — CUP —
Utility Facility – Unstaffed CUP CUP —
Vehicle Charging Stations – Commercial AUP P A
Vehicle Storage — — —
Wireless Communication Facilities – Minor AUP AUP AUP
Wireless Communication Facilities – Major CUP CUP —
Wireless Telecommunication Facilities,
Satellite Dish Antenna
P P P

OTHER USES
Caretaker Quarters — — AUP
Donation Boxes – Outdoors — — —
Drive-Through or Drive-Up Facilities — CUP —
Vending Machine A A A
(Ord. 728 1-19-21; Ord. 727 1-19-21; Ord. 712 6-2-20)

17.14.030 Development standards.

A. Table 17.14.02 establishes the development standards applicable to mixed-use districts.

B. Design criteria as outlined Sections 17.14.040 through 17.14.070 applicable to the respective development type within the mixed-use districts shall apply and are in addition to the standards of Table

17.14.02. TABLE 17.14.02
DEVELOPMENT STANDARDS – MIXED-USE DISTRICTS

DEVELOPMENT STANDARD MIXED-USE DISTRICTS

ADDITIONAL

REQUIREMENTS

MU-N MU-C VS-M

GENERAL PLAN DENSITY/FAR
Maximum Density – Residential 15 du/1 ac 30 du/1 ac 15 du/1 ac Item Number: 3.

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Maximum Floor Area Ratio (FAR) –
Nonresidential

1.00 1.50 1.00

LOT DIMENSIONS, SIZE AND COVERAGE
Minimum Lot Size (net)
Single Family — — 7,200 sf
Multifamily 10,000 sf 20,000 sf 10,000 sf
Minimum Lot Width 100 ft 100 ft 45 ft
Minimum Lot Depth - - 90 ft
Maximum Lot Coverage
(Stand-Alone Residential)
60% 70% 50%

SETBACKS AND BUILDING SEPARATIONS
Maximum Front Yard Setback
(From Public Right-of-way)
10 ft 5 ft 15 ft1
1 Garage front
yard setback shall
be a minimum of
20 ft.

Maximum Side Yard Setback
Interior 5 ft 0 ft 5 ft
Corner or Exterior 10 ft 10 ft 10 ft
Minimum Rear Yard Setback
Standard Lot 15 ft 15 ft 15 ft
Adjacent to Alley 10 ft 10 ft 10 ft
Minimum Building Separation Between Multiple
Buildings on a Single Lot – Residential to
Residential or Residential to Nonresidential
Window to Window Walls 30 ft 25 ft 15 ft
Window to Non-Window Walls 25 ft 20 ft 10 ft
Non-Window to Non-Window Walls 15 ft 10 ft 10 ft
Minimum Building Separation Between Multiple
Nonresidential Buildings on a Single Lot
- - -

DWELLING UNIT SIZE AND LAND AREA
Minimum Dwelling Unit Size
Per R-M
District
Per R-H
District
Per R-M
District
Maximum Dwelling Unit Size

BUILDING HEIGHT AND STORIES
Maximum Number of Stories 3 4 2
Item Number: 3.

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OTHER DEVELOPMENT STANDARDS
Signs and Outdoor Displays Chapters 17.44 and 17.45
Off-Street Parking and Off-Street Loading Chapters 17.48 and 17.52 Landscaping Chapter 17.56
(Ord. 714 7-7-20; Ord. 712 6-2-20)

17.14.040 Mixed-use development.

A. General Requirements.

1. Mixed-use projects shall comply with the development criteria in this section in addition to the standards in Table 17.14.02.

2. If a proposed mixed-use development is located in an area covered by a specific plan, the development standards of the specific plan shall take precedence over the standards in this section unless otherwise stated to the contrary.

B. Design Criteria.

1. Development within a mixed-use district. All projects shall be designed to:
a. Provide direct pedestrian linkages to adjacent public sidewalks and trails. b. Create enhanced pedestrian connections throughout the project between residential and nonresidential uses/structures and parking areas.
c. Provide enhanced pedestrian amenities throughout the project, including seating, pedestrian area lighting, special paving, public art, water features, common open space, directories, and similar items to create a pleasant pedestrian experience. d. Incorporate architectural design elements and materials that relate to a pedestrian scale. e. Locate uses in proximity to one another without large intervening parking lots so that it is convenient for people to walk between the various uses and park their vehicles only once. f. Create a pedestrian scale and character of development along the street by providing significant wall articulation and varying roof heights, incorporating pedestrian-scale elements (e.g., doors, windows, lighting, landscaping), and locating storefronts and common open space areas (e.g., plaza, courtyard, outdoor dining) near the public sidewalk to contribute to an active street environment.
g. Provide a transition to adjacent lower-density residential uses by reducing building height and increasing building setbacks.

Item Number: 3.

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2. Consistent use of architectural details and materials. Architectural style and use of quality materials shall be compatible and consistent throughout an entire mixed-use project. However, differences in architectural details and materials may occur to differentiate between the residential and nonresidential portions of the project. The overall project design and site layout shall be one that promotes an active pedestrian environment and street frontage. This can be accomplished by incorporating the following features into the project:
a. Street level features. Variations in the front building plane shall be incorporated through the use of varying building setbacks, variations in wall planes, and the inclusion of pedestrian amenities (e.g., plaza, courtyard, outdoor dining, landscaping). Long expanses of blank walls shall be prohibited.
b. Pedestrian-oriented features. At least 75 percent of the building frontage facing a public street, primary pedestrian way, or parking lot shall be devoted to pedestrian-oriented features (e.g., storefronts, pedestrian entrances to nonresidential uses; transparent display windows; landscaping).
c. Upper level features. Upper floor balconies, bays, and windows shall be provided to provide architectural accent and functional balcony space. d. Entrances. When nonresidential and residential uses are located in a vertical mixed-use structure, separate pedestrian entrances shall be provided for each use. The entrances for nonresidential uses shall be designed to be visually distinct from the entrances for residential uses. Entrances to individual residential units in a vertical mixed-use project shall not be allowed along a street frontage. Instead, shared entrances to residential units located above the ground floor shall be from lobbies that serve multiple units. e. Neighborhood interface. The design of new in-fill development shall be sensitive to the scale and design characteristics of established structures in abutting residential neighborhoods, with the objective of achieving a visually distinctive transition between the new development and existing neighborhood. Consideration shall be given to factors including, but not limited to, orientation of architectural features, building articulation, and exterior building treatments.
f. Lighting. Lighting shall be incorporated along sidewalks or other pedestrian walkways, plazas, paseos, courtyards, and other common open areas to enhance the pedestrian environment and increase public safety.
g. Security. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft.

C. Site Layout.

1. Location of nonresidential uses along street frontages.

Item Number: 3.

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https://library.qcode.us/lib/desert_hot_springs_ca/pub/municipal_code/item/title_17-chapter_17_14?view=all 10/16 a. For vertical mixed-use projects, only nonresidential uses shall be located on the ground floor along public/private street frontages. Residential uses may be located above the ground floor and in areas that do not have frontage on a street. Up to 20 percent of the ground floor frontage may be occupied by lobby entrances to multiple residential units and pedestrian amenities (e.g., plaza, paseo, or courtyard).
b. For horizontal mixed-use projects, the residential portion of the project may have frontage on a public/private street.
c. On corner parcels, the nonresidential space shall wrap around the corner for a distance of at least 30 feet along secondary/side streets.

2. Primary building entrances shall be oriented to the major street on which the structure has frontage, street corner, courtyard, plaza, park, or other structures on the site, but not to interior blocks or parking lots/structures.

3. Site planning shall integrate the street pedestrian environment with the nonresidential uses through the provision of pedestrian-oriented features (e.g., courtyard, plaza, paseo, street furniture, enhanced walkways, lighting, and landscaping).

D. Lighting Standards. Lighting for nonresidential uses shall be designed, located, and shielded to ensure that it does not impact the residential uses.

E. Open Space Standards. Common and private open spaces shall be provided for projects with five units or more as follows:

1. In the MU-N district, a freestanding residential project within a horizontal mixed-use development shall provide common and private open space in compliance with standards for the RM district. In the MU-C, district, the open space standards for the R-H district shall apply.

2. Residential units that are part of a vertical mixed-use project (i.e., located above the ground floor and above nonresidential uses) shall provide open space as required below:
a. Up to 25 percent of the total open space requirement may be met by counting any private open space areas (patios and balconies) provided within the project. b. The minimum area of any private open space may be in the form of patios or balconies accessible only to the abutting unit.
c. The minimum dimension (length and width) of eligible common open space areas shall be 20 feet. These may be located at grade or above grade and may include terraces, courtyards, rooftop gardens, or other similar areas.
d. Common open space areas shall include amenities for residents. e. Sharing of common open space between residential and nonresidential uses may be allowed when it is clear that the open space will provide direct benefit to residents of the project and the public in general subject to the following limitations:

Item Number: 3.

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https://library.qcode.us/lib/desert_hot_springs_ca/pub/municipal_code/item/title_17-chapter_17_14?view=all 11/16 i. Up to 30 percent of the required open space for residential uses in a horizontal mixed-use project may be provided as quasi-public open space within the nonresidential component of the project.
ii. Up to 50 percent of the required open space for residential uses in a vertical mixeduse project may be provided as quasi-public open space within the nonresidential component of the project.
iii. The minimum dimension (length and width) of shared common open space areas shall be 20 feet. These areas shall be located at grade and shall be accessible for use by the general public.
iv. Quasi-public open space areas shall not include outdoor dining areas or other outdoor activity areas for exclusive use by an individual business. v. Quasi-public open space areas are areas located on private property and accessible to the general public. These areas shall include pedestrian oriented amenities, including enhanced seating, lighting, paving, landscaping, public art, water features, and other similar features.

F. Operational Standards.

1. Outdoor nonresidential uses in a mixed-use project that includes residential uses shall be prohibited from operating between the hours of 10:00 p.m. and 6:00 a.m. Approval of a conditional use permit may modify these hours.

2. Loading and unloading activities, including refuse collection, shall not take place after 10:00 p.m. or before 7:00 a.m. on any day of the week.

3. Residents, whether owners or tenants, of a mixed-use development project shall be notified in writing before taking up residence that they will be living in an urban environment and that the noise levels may be higher than a typical residential area.

4. The location and design of recycling and refuse storage facilities shall mitigate nuisances from noise and odors when residential uses might be impacted.

5. Residential dwelling unit interiors and private open space areas shall be designed to be sound attenuated against present and future project noise. New vertical mixed-use projects shall provide an acoustical analysis report, by an acoustical engineer, describing the acoustical design features of the structure required to satisfy the exterior and interior noise standards.

G. Parking, Loading, and Circulation.

1. The total number of parking spaces shall comply with the requirements of Chapter 17.48. A mixed-use project may be required to submit a parking study for review and approval by the City to allow a different requirement through a conditional use permit.

Item Number: 3.

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2. Parking facilities shall be separated for nonresidential uses and residential uses, except that guest parking for the residential use may be shared with nonresidential uses.

3. If enclosed parking, including parking garages and structures, is provided for residential and nonresidential portions of a mixed-use project, separate areas/levels shall be provided for each use and separate entrances shall be provided unless it can be demonstrated to the satisfaction of the Community Development Director that this requirement cannot be achieved.

4. Loading areas for nonresidential uses shall be located as far as possible from residential units and shall be completely screened from view from the residential portion of the project and public streets. Loading areas shall be compatible in architectural design and details with the overall project. The location and design of loading areas shall mitigate nuisances from noise when residential uses might be impacted.

5. Separate site access driveways shall be provided for nonresidential and residential uses unless it can be demonstrated to the satisfaction of the Community Development Director that this requirement cannot be achieved. Site access driveways shall incorporate distinctive design elements, landscape features, and signs to help differentiate access to nonresidential parking areas from access to residential parking areas.

6. Vehicular circulation shall be designed to direct traffic away from adjacent residential streets outside the mixed-use districts to the greatest extent feasible.

H. Trash and Recycling Enclosures.

1. Trash and recycling enclosures for nonresidential uses shall be located as far as possible from residential units and shall be completely screened from view from the residential portion of the project and public streets.

2. Trash and recycling storage facilities shall be integrated into and be compatible with the architectural design and details with the overall project.

3. The location and design of trash and recycling enclosures shall mitigate nuisances from noise and odors. (Ord. 712 6-2-20)

17.14.050 Residential development.

A. Design Criteria. The overall design of the project shall be one that promotes a pedestrian-friendly environment and that is oriented towards adjacent streets while still maintaining adequate security for residents.

B. Open Space Design Criteria. Common and private open spaces provided for projects with five or more units shall incorporate the following in the design:

1. Up to 25 percent of the total open space requirement may be met by counting any private exterior open space areas (patios and balconies) provided within the project.

Item Number: 3.

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2. The private exterior open space shall be provided in the form of patios or balconies accessible only to the abutting unit.

3. The minimum dimension (length and width) of common open space areas shall be 20 feet.

Common open space areas may be located at grade or above grade and may include terraces, courtyards, rooftop gardens, or other similar areas. General open areas that provide access to buildings (e.g., walkways), and required setback areas shall not count towards the common open space requirement unless they meet the minimum dimension and contain amenities.

4. Common open space areas shall include amenities for residents.

C. Security. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft. This may be accomplished by:

1. Maximizing visibility to common open space areas, internal walkways, and public sidewalks.

Use opportunities for natural surveillance to increase visibility.

2. Using walkways, low fences, lighting, signage, and landscaping to clearly guide people and vehicles to and from the proper entrances.

3. Eliminating areas of concealment, hiding places, and dead spaces.

4. Using lighting to improve the visibility of common areas while enhancing the pedestrian environment. Lighting should not be overly bright and should provide a uniform level of light over the subject area to eliminate dark spaces. (Ord. 712 6-2-20)

17.14.060 Commercial development.

A. General Requirements. In addition to the development standards outlined within this chapter, standalone commercial development shall comply with design criteria outlined in this section.

B. Design Criteria. The overall design of a stand-alone commercial development shall:

1. Provide direct pedestrian linkages to adjacent public sidewalks.

2. Provide enhanced pedestrian amenities throughout the project, including seating, pedestrian area lighting, special paving, public art, water features, common open space, directories, and similar items to create a pleasant pedestrian experience.

3. Incorporate architectural design elements and materials that relate to a pedestrian scale.

4. Locate uses in proximity to one another without large intervening parking lots so that it is convenient for people to walk between the various uses and their vehicles parking only once.

Parking lots shall be located to the rear of buildings.

Item Number: 3.

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5. Create a pedestrian scale and character of development along the street by providing significant wall articulation and varying roof heights, incorporating pedestrian scale elements (e.g., doors, windows, lighting, landscaping), and locating storefronts and common open space areas (e.g., plaza, courtyard, outdoor dining) near the public sidewalk to contribute to an active street environment.

6. Incorporate variations in the front street level building plane through the use of building setbacks, variations in wall planes, and the inclusion of pedestrian amenities (e.g., plaza, courtyard, outdoor dining, landscaping). Long expanses of blank walls shall be prohibited.

7. The design of new in-fill development shall be sensitive to the scale and design characteristics of established structures in abutting residential neighborhoods, with the objective of achieving visually distinctive transition between the new development and existing neighborhood.

Consideration shall be given to factors including, but not limited to, orientation of architectural features, building articulation, and exterior building treatments.

8. Lighting shall be incorporated along sidewalks or other pedestrian walkways, plazas, paseos, courtyards, and other common open areas to enhance the pedestrian environment and increase public safety.

9. Projects shall be designed to minimize security risks to residents and to minimize the opportunities for vandalism and theft by maximizing visibility to common open space areas and internal walkways and minimizing areas of concealment and dead spaces.

10. In the case of either a new single or new multiple building development, a minimum of 50 percent of the primary public street frontage shall be occupied by building frontages that incorporate any of the following: storefront entrances, display windows that provide views into the interior commercial space, plazas, courtyards, outdoor dining areas, or similar features. In the case of a secondary public street frontage, a minimum of 30 percent of the street frontage shall be occupied by building frontages that provide the same amenities as described above. (Ord. 712 6-2-20)

17.14.070 Live/work development.

A. General Requirements. Live/work units are structures or spaces within structures that are used jointly for commercial and residential purposes. The development of live/work units and the reuse of existing nonresidential structures to accommodate live/work opportunities shall comply with the development standards in this chapter and the use limitations and design criteria of this section.

B. Specific Requirements for Allowed Uses.

1. The nonresidential component of a live/work unit shall only be a nonresidential use allowed within the applicable mixed-use district, except that certain uses are determined to be incompatible within a shared residential environment and are therefore prohibited as provided in subsection C of this section.

2. The residential component of a live/work unit shall only be a residential use allowed within a mixed-use district.

Item Number: 3.

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https://library.qcode.us/lib/desert_hot_springs_ca/pub/municipal_code/item/title_17-chapter_17_14?view=all 15/16 C. Prohibited Uses. A live/work unit shall not be used for any of the following activities:

1. Adult-oriented businesses.

2. Animal care or boarding.

3. Classroom instruction (e.g., art/music lessons, tutoring, and similar uses) involving five or more students at any one time.

4. Commercial food preparation activities.

5. Industrial uses.

6. Vehicle maintenance or repair (e.g., body or mechanical work, including boats and recreational vehicles), vehicle detailing and painting, upholstery, etc.

7. Storage of flammable liquids or hazardous materials beyond that normally associated with a residential use.

8. Medical and dental offices, clinics, and laboratories (not including chiropractors or counselors/psychotherapists).

9. Activities or uses that are incompatible with residential activities that would clearly conflict with other live/work activities or the character of the surrounding neighborhood.

10. Activities or uses that would adversely affect the health or safety of live/work unit residents, because of dust, glare, heat, noise, noxious gases, odor, smoke, traffic, vibration, or other impacts, or that would be hazardous because of materials, processes, products, or wastes.

D. Design Standards.

1. Each live/work unit fronting a public street shall have a pedestrian-oriented frontage that allows views into the interior of the nonresidential areas of the unit.

2. Each live/work unit shall have a clearly identified, separate access from other live/work units within the structure or development. Access to individual units shall be from common access areas, parking lots, or walkways. Access to each unit shall be clearly identified to provide for emergency services.

3. The living space within the live/work unit shall be contiguous with the working space, with direct access between the two areas.

E. Operating Standards.

1. No portion of a live/work unit shall be separately sold or rented.

2. The owner or developer of a structure containing live/work units shall provide written notice to all occupants, tenants, and users that the surrounding area may be subject to higher impacts associated with nonresidential uses (e.g., noise) than exist in more predominantly residential areas.

Item Number: 3.

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3. All activities related to the “work” component of a live/work unit shall be conducted within a completely enclosed building.

4. Up to two additional persons who do not reside in the live/work unit may work in the unit.

5. Client and customer visits to live/work units are allowed.

6. A live/work unit shall not be converted to either entirely residential use or entirely nonresidential use.

7. A live/work use may display a window or building-mounted signup to a maximum of foursquare feet. Signs shall not be illuminated, including neon signs. (Ord. 712 6-2-20) Contact:

City Clerk: 760-329-6411 – Ext. 107, Email: [email protected] Published by Quality Code Publishing, Seattle, WA. By using this site, you agree to the terms of use.

Item Number: 3.

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SR-24-037
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: Code & Cannabis Compliance
Prepared by: Christina Newsom, Compliance Director
Subject: An Ordinance to Lower Cannabis Cultivation Taxes RECOMMENDATION:

Introduce for First Reading and read by title only: "An Ordinance of the City Council of the City of Desert Hot Springs, California, amending Chapters 3.33 (Titled "Marijuana Cultivation Tax" and 3.35 (Titled "Medical Marijuana Cultivation Tax") to amend Sections 3.33.005 (Titled "Imposition of Tax") and 3.35.005 (Titled "Imposition of Tax") to lower recreational and medical cultivation taxes of the Desert Hot Springs Municipal Code ("DHSMC").

BACKGROUND:

In 2023 the City Council made a series of temporary tax adjustments in response to prevailing economic conditions and industry feedback. These strategic decisions aim to sustain the viability of the cannabis industry within our community while also considering the fiscal health of the City. The Council continued to hear challenges from the industry and instructed staff again to come back with further analysis and recommendations. On February 7, 2024, the City Council approved a recommendation to reduce the cannabis cultivation tax from $10.20 per square foot to $5.75 per square foot.

Pursuant to Desert Hot Springs Municipal Code (DHSMC) Section 3.35.050 an annual adjustment based on the Consumer Price Index shall be imposed on cultivation tax. DHSMC Chapter 3.33.005 and Chapter 3.35 reflect the cannabis cultivation tax rates of $10 as they were adopted prior to the annual CPI adjustment.

DISCUSSION:

The proposed ordinance will reduce the cannabis cultivation tax from $10.20 per square foot to $5.75 per square foot of space utilized in connection with the cultivation of recreational and medical marijuana.

FISCAL IMPACT:

The reduction of the Cannabis Cultivation Tax to $5.75 per square foot would result in the following reduction of budgeted revenues (based on 440,442 square feet of City defined canopy space):
•FY 23-24: $1,917,759 (Not actual revenue reduction, but reduction based on $10.20) •FY24-25: $2,303,146 (Not actual revenue reduction, but reduction based on $10.20) Item Number: 4.

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SR-24-037
The above estimate does not include any new anticipated cultivation space opening in the future.

Actual revenues received in Fiscal '23 and estimated '24 are in line with the adjustment to $5.75, which is approximately $2.5M.

ATTACHMENTS:
1) Cultivation Tax Amendment Ordinance
Item Number: 4.

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ORDINANCE NO. ______

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF DESERT
HOT SPRINGS, CALIFORNIA, AMENDING CHAPTERS 3.33 (TITLED “MARIJUANA CULTIVATION TAX” AND 3.35 (TITLED “MEDICAL
MARIJUANA CULTIVATION TAX”) TO AMEND SECTIONS 3.33.005
(TITLED “IMPOSITION OF TAX”) AND 3.35.005 (TITLED “IMPOSITION OF TAX”) TO LOWER RECREATIONAL AND MEDICAL CULTIVATION

TAXES OF THE DESERT HOT SPRINGS MUNICIPAL CODE SECTION
(“DHSMC”)
WHEREAS, the City of Desert Hot Springs (“City”) is a municipal corporation and a charter city; and
WHEREAS, the cannabis industry is suffering hardship and struggling to pay cultivation taxes owed by Marijuana Cultivation Facilities, as defined by Desert Hot Springs Municipal Code Section (“DHSMC”) section 17.180.030, and regulated pursuant to DHSMC Section 17.180.050; and
WHEREAS, the City of Desert Hot Springs intends to establish fair and equitable tax fees for the Cannabis industry; and
WHEREAS, DHSMC Section 3.33.005 as it relates to recreational marijuana cultivation currently imposes taxes as follows, “In the event the cultivation of marijuana for casual/recreational use is legalized or decriminalized in California, any person or entity cultivating marijuana for casual/recreational use in the City shall pay an annual tax of $10 per square foot for space utilized in connection with the cultivation of marijuana for casual/recreational use.”; and
WHEREAS, DHSMC Section 3.35.005 as it relates to medical marijuana cultivation currently imposes taxes as follows, “Every medical marijuana collective, cooperative, dispensary, operator, establishment, provider or other type of entity legally cultivating medical marijuana in the City, consistent with the provisions of the Medical Marijuana Program Act (California Health and Safety Code Section 11362.5 et seq.), shall pay an annual tax of $10 per square foot for space utilized in connection with the cultivation of marijuana for medical use.”; and
WHEREAS, DHSMC Section 3.33.060 provides in part that the City Council can amend the recreational cultivation marijuana tax in a manner which does not result in an increase in the amount of the tax or broaden the scope of the tax imposed herein, without further voter approval; and
WHEREAS, DHSMC Section 3.35.070 provides in part that the City Council can amend the medical cultivation marijuana tax in a manner which does not result in an increase in the amount of the tax or broaden the scope of the tax imposed herein, without further voter approval; and
WHEREAS, DHSMC Sections 3.33.070 (recreational) and 3.35.080 (medical) provide, among other things that the City Manager, or designee, and/or the City Council by ordinance may promulgate regulations to implement Chapter 3.33 and 3.35; and Item Number: 4.

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WHEREAS, on February 7, 2024, the City Council agendized an item to discuss marijuana taxation in general, and provided Staff direction to lower Marijuana Cultivation Taxes; and
WHEREAS, the City Council deems now that Marijuana Cultivation Facilities, as defined by DHSMC Section 17.180.030 and regulated pursuant to DHSMC Section

17.180.050, as applicable to both recreational and medical marijuana cultivation should be lowered to encourage the City’s competitive advantage; and WHEREAS, at this time, the City Council desires to amend Chapters 3.33 and

3.35 to explicitly lower the marijuana cultivation tax for Marijuana Cultivation Facilities, as defined by DHSMC Section 17.180.030 and regulated pursuant to DHSMC Section

17.180.050; and
WHEREAS, such proposed amount does in fact lower the current recreational cultivation tax, and medical cultivation tax; and
WHEREAS, the equal dignity rule requires Chapters 3.33 and 3.35 as proposed by this Ordinance be adopted by ordinance;
WHEREAS, the City Council finds that the adoption of this ordinance is categorically exempt from environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment; and
WHEREAS, the City Council finds that this ordinance is good for the public health, safety and welfare.

NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Desert Hot Springs as follows:

Section 1. RECITALS
That the foregoing recitals are true and correct and are herein adopted by this reference.

Section 2. AMENDMENT OF SECTION 3.33.005 TITLED “IMPOSITION OF TAX: OF CHAPTER 3.33 TITLE “MARIJUANA CULTIVATION
TAX” OF THE DESERT HOT SPRINGS MUNICIPAL CODE (FOR

RECREATIONAL MARIJUANA CULTIVATION)
Section 3.33.005 of the Desert Hot Springs Municipal Code shall be amended to read as follows:

3.33.005. Imposition of Tax
In the event the cultivation of marijuana for casual/recreational use is legalized or decriminalized in California, any person or entity cultivating marijuana for Item Number: 4.

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casual/recreational use in the City shall pay an annual tax of $10 $5.75 per square foot for space utilized in connection with the cultivation of marijuana for casual/recreational use.

Section 3. AMENDMENT OF SECTION 3.35.005 TITLED “IMPOSITION OF TAX” OF CHAPTER 3.35 “MEDICAL MARIJUANA
CULTIVATION TAX” OF THE DESERT HOT SPRINGS

MUNICIPAL CODE (FOR MEDICAL MARIJUANA CULTIVATION)
Section 3.35.005 of the Desert Hot Springs Municipal Code shall be amended to read as follows:

3.35.005. Imposition of Tax.

Every medical marijuana collective, cooperative, dispensary, operator, establishment, provider or other type of entity legally cultivating medical marijuana in the City, consistent with the provisions of the Medical Marijuana Program Act (California Health and Safety Code Section 11362.5 et seq.), shall pay an annual tax of $10 $5.75 per square foot for space utilized in connection with the cultivation of marijuana for medical use.

Section 4. SEVERABILITY
That, should any provision, section, paragraph, sentence or word of this ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this ordinance as hereby adopted shall remain in full force and effect.

Section 5. REPEAL OF CONFLICTING PROVISIONS
That all the provisions of the Municipal Code as heretofore adopted by the City of Desert Hot Springs that are in conflict with the provisions of this ordinance are hereby repealed.

Section 6. AMENDING OF BAIL SCHEDULE
That the City Attorney’s Office is hereby directed to determine whether this ordinance necessitates amendment of the City’s Bail Schedule and to cause such necessary amendments to be made and filed with the local branches of the Superior Court of the County of Riverside.

Section 7. EFFECTIVE DATE
That this ordinance shall take effect on February 20, 2024.

Section 8. CERTIFICATION
That the City Clerk shall certify to the passage of this ordinance and shall cause the same to be published according to law.

Item Number: 4.

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PASSED AND ADOPTED by the City Council of the City of Desert Hot Springs at a regular meeting held on the ____day of _________, 2024 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________
Scott Matas, Mayor
ATTEST:
______________________________
Jerryl Soriano, City Clerk
APPROVED AS TO FORM:
______________________________
Tuan-Anh Vu, Interim City Attorney
Item Number: 4.

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SR-24-041
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: City Clerk
Prepared by: Jerryl Soriano, City Clerk
Subject: City Council Regular Meeting Minutes: February 6, 2024 RECOMMENDATION:

Approve the Minutes as presented; or as corrected.

ATTACHMENTS:
1) Draft City Council Regular Meeting Minutes - February 6, 2024 Item Number: 5.

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City of Desert Hot Springs

DRAFT ACTION MINUTES
City Council Meeting
6:00 PM - Tuesday, February 6, 2024
Council Chambers
CLOSED SESSION - 4:30 P.M.

CALL TO ORDER
Mayor Matas called the Closed Session to order at 4:30 PM.

ROLL CALL

Present:

Council Members: Russell Betts, Gary Gardner, Jan Pye
Mayor Pro Tem: Roger Nuñez
Mayor: Scott Matas

PUBLIC COMMENTS
None.

Jennifer Mizrahi, City Attorney, announced the Closed Session items.

CLOSED SESSION:

1. CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Paragraph (1) of subdivision (d) of Section 54956.9)
Name of case: City of Desert Hot Springs v. Yeh Dynasty Entertainment, LLC et al.; Riverside County Superior Court Case Number CVPS2104940

2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: One Potential Case

3. Public Employee Complaints
PRESENTATIONS - 5:30 P.M.

Recognition of the 2023 Photo Contest Winner - Elena Mercado Elena Mercado was presented with a Certificate of Recognition for winning the Item Number: 5.

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City Council
February 6, 2024
2023 Photo Contest.

Desert Healthcare District, Mobile Health Clinic Presentation Alejandro Espinoza, Desert Healthcare District, presented an overview of the mobile health clinic services provided at the Desert Hot Springs Access Hub; and responded to questions.

Special Recognition
It was announced that Jennifer Mizrahi, City Attorney, was resigning her position.

Mayor Matas and the City Council presented a plaque in recognition and gratitude for her dedicated service and commitment to the City of Desert Hot Springs.

REGULAR SESSION - 6:00 P.M.

CALL TO ORDER
Mayor Matas called the Regular Session to order at 6:00 PM.

ROLL CALL

Present:

Council Members: Russell Betts, Gary Gardner, Jan Pye
Mayor Pro Tem: Roger Nuñez
Mayor: Scott Matas

INVOCATION
Thomas Tarrant gave the Invocation.

PLEDGE OF ALLEGIANCE
Councilmember Nuñez led the Pledge of Allegiance.

CITY ATTORNEY REPORT ON CLOSED SESSION
Tuan-Anh Vu, Interim City Attorney, advised that there was no reportable action.

APPROVAL OF AGENDA
Item Number: 5.

Page 69 of 611 ends

City Council
February 6, 2024
ACTION: Approve the February 6, 2024 Regular Meeting agenda and approve the Consent Calendar in its entirety (with Councilmember Betts voting "no" on Item 8).

Moved by Council Member Gardner
Seconded by Mayor Pro Tem Nuñez
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas

PUBLIC COMMENTS
1) Brian Brodowski gave Rotary Club updates.
2) Thu Huynh expressed concerns regarding short-term vacation rental license renewal.
3) Charles McKay expressed concerns regarding short-term vacation rental license renewal.
4) Tom Moen spoke regarding the need for jobs; and expressed concerns regarding the condition of Varner Road in Cathedral City.
5) Scot Rusczyk announced the Coachella Valley Cannabis Alliance Network (CVCAN) "CBD/Cannabis Education for Wellness" Program.
6) Louis Diaferio commended the City Council and City staff.

CITY MANAGER REPORT
Geoffrey Buchheim, Administrative Services Director, provided a financial update.

Daniel Porras, Assistant City Manager, provided updates regarding the construction of the Public Safety Campus and new Fire Station.

MAYOR AND COUNCIL MEMBER REPORTS
Councilmember Betts reported on the various meetings and events he attended.

Councilmember Gardner reported on the various meetings and events he attended.

Mayor Pro Tem Pye reported on the various meetings and events she attended.

Councilmember Nuñez reported on the various meetings and events he attended.

Mayor Matas reported on the various meetings and events he attended.

Item Number: 5.

Page 70 of 611 ends

City Council
February 6, 2024
ADMINISTRATIVE CALENDAR:

4. Appointment of a Delegate and Alternate Delegate for the 2024 Southern California Association of Governments (SCAG) Annual General Assembly Recommendation:

Appoint a delegate and alternate delegate for the 2024 SCAG Annual General Assembly on May 2, 2024 - May 3, 2024.

Staff Report - SR-24-026 - Pdf
ACTION: Appoint Councilmember Betts as the delegate; and Mayor Pro Tem Pye as the alternate.

Moved by Council Member Betts
Seconded by Mayor Matas
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas

5. Cannabis Tax Policy
Recommendation:

Staff is recommending the City Council give policy direction on the following and direct staff to bring back the first reading of the ordinance on February 20th:
1) Reduce the cannabis canopy tax to $5.75
2) Add an annual cannabis license fee of $5,775, excluding dispensaries 3) Add an allowance for lost crop
4) Payment Arrangements are an application and not a right 5) Monthly Tax Payments
6) Late penalties and interest will apply after the due date 7) Require the connection to Monarch from each entity's point of sale system 8) Limit Space (500 sq.ft) at a dispensary and not plants 9) Add the ability to create consumption spaces
Staff Report - SR-24-024 - Pdf
Frank Luckino, City Manager, presented the staff report. 1) Paula Turner, CVCAN, expressed support.
2) Larry Loren, Microbuddery, expressed support.
3) Scot Rusczyk, CVCAN, expressed support.

A discussion ensued.

ACTION: Approve Staff recommendation.

Moved by Mayor Pro Tem Nuñez
Seconded by Council Member Betts
Item Number: 5.

Page 71 of 611 ends

City Council
February 6, 2024
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas
CONSENT CALENDAR:

6. City Council Regular Meeting Minutes: January 16, 2024 Staff Report - SR-24-030 - Pdf
ACTION: Approved the Minutes as presented.

7. Unmanned Aircraft Systems (Drone) Policy
Staff Report - SR-24-023 - Pdf
ACTION: Approved Staff recommendation to approve the Unmanned Aircraft Systems (Drone) Policy.

8. Notice of Completion: Guy J. Tedesco Restroom Replacement Project, City Project No. 4015
Staff Report - SR-24-029 - Pdf
ACTION: Approved Staff recommendation to approve the work, accept the project, and direct the City Manager to file the Notice of Completion for the Guy J. Tedesco Restroom Replacement Project, City Project No. 4015. (Councilmember Betts voted opposed).

9. Notice of Completion: Pierson Bridge Repairs (City Project No. 2005) Staff Report - SR-24-028 - Pdf
ACTION: Approved Staff recommendation to approve the work, accept the project, and direct the City Manager to file the Notice of Completion for the Pierson Bridge Repair, City Project No. 2005.

PUBLIC COMMENTS
None.

ADJOURN
Mayor Matas adjourned the meeting at 7:56 PM.

Jerryl Soriano, CMC, City Clerk
Item Number: 5.

Page 72 of 611 ends

SR-24-045
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: City Council
Prepared by: Gary Gardner, Council Member
Subject: Council Member Policy
RECOMMENDATION:
1) The Policy Committee is recommending that the Mayor and Council Members do NOT speak before City Commissions or bodies on matters where such commission or body is the final decisionmaking authority, it is encouraged that Council Members do not do so as a matter of policy; and 2) Approve placing the policy in the appropriate section of the "City Council and Commissions - Meeting Guidelines and Procedures Policy."
BACKGROUND:

The City Council has a Policy Committee that consists of Mayor Pro Tem Pye and Council Member Gardner. They are recommending the below policy for Council Members speaking before City Commissions or bodies on matters where such commission or body is the final decision-making authority, it is encouraged that Council Members do not do so as a matter of policy.

DISCUSSION:

In general, the City Council discourages any City councilmember from providing testimony or speaking on any matter that is before a City commission or body. Doing so can be seen as undermining the Commission or body.

Although the City Council recognizes that councilmembers have a right to speak before the City Commissions or bodies on matters where such commission or body is the final decision-making authority, it is encouraged that councilmembers do not do so as a matter of policy. The City Council adjudicates and makes final determinations on items that may be appealed to the City Council. Any such underlying testimony or comments by a City councilmember before a City Commission or body will be seen as prejudicing or biasing that City councilmember from voting on the City Council decision, if appealed. Therefore, any councilmember who makes public comments or testimony before a City Commission or body, shall recuse themselves from voting on that item if appealed.

FISCAL IMPACT:

Not applicable.

OPTIONAL:

Make modification as appropriate.

Item Number: 6.

Page 73 of 611 ends

SR-24-045
Item Number: 6.

Page 74 of 611 ends

SR-24-044
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: City Manager
Prepared by: Noe Arechiga, Grants Manager
Subject: The HUB - Homeless Housing, Assistance, and Prevention (HHAP) Funds RECOMMENDATION:
1) Authorize the City Manager to execute Subrecipient Agreement (HWS-0000051) between the City of Desert Hot Springs and the County of Riverside through its Department of Housing and Workforce Solutions for the Desert Hot Springs Navigation Center and Crisis Stabilization Beds utilizing Homeless Housing, Assistance, and Prevention (HHAP-3) Riverside County Continuum of Care allocation to provide 24-hour shelter services for an amount not to exceed $416,219.00 for the period beginning January 1, 2024, through December 31, 2024 pursuant to legal counsel approval; and 2) Authorize the City Manager to sign all necessary documents related to the administration of Subrecipient Agreement (HWS-0000051) including but not limited to amendments to the Subrecipient Agreement that stay within intent of the agreement.

BACKGROUND:

On January 16, 2024, City Council approved the adoption of the Riverside Housing and Workforce Solutions Homeless Action Plan.

On December 14, 2023, the County of Riverside Housing and Workforce Solutions (HWS); Homeless Housing, Assistance, and Prevention (HHAP) Program, conditionally awarded the City $416,219 through their Continuum of Care (CoC) Governance Board.

HWS-CoC will be requesting the Riverside County Board of Supervisors to award the agreement on February 27, 2024.

DISCUSSION:

The County is requesting for specific language authorizing the City Manager to enter into agreement with the Riverside County.

FISCAL IMPACT:

If HHAP funding is approved by the Board of Supervisors, the City of Desert Hot Springs will be allocated $416,219 for this contract.

ATTACHMENTS:

Item Number: 7.

Page 75 of 611 ends

SR-24-044
1) HHAP Staff Report from January 16, 2024
2) City of Desert Hot Springs Subrecipient Agreement (FINAL) Item Number: 7.

Page 76 of 611 ends

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

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

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

BACKGROUND:

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

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

Page 77 of 611 ends

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

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

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

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

DISCUSSION:

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

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

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

FISCAL IMPACT:

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

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

Page 78 of 611 ends

RE: BillingMartha's Village & KitchenServicesConsult
Attached for your review and approval is a summ
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Page 79 of 611 ends

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Page 90 of 611 ends

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Page 91 of 611 ends

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Housing and Workforce Solutions:

Homeless Strategic Plan
Board of Supervisors
May 2, 2023
Item Number: 7.

Page 95 of 611 ends

Process Overview
5 Year
Countywide
Strategic Action
Plan
Gaps Analysis
Need for new
comprehensive
plan
Formation of
New Department
Item Number: 7.

Page 96 of 611 ends

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

Item Number: 7.

Page 97 of 611 ends

System Strengths
Creation
of the Housing and Workforce Solutions
Department.

Prevention
Program that targets the right populations
and has strong positive outcomes
Implementation
Of the new Homeless Management
Information System (HMIS)
Strong Response
to the COVID-19 Pandemic
Integration
Of the Coordinated Entry System (CES)
with the new HMIS.
05 01
02 03
04 Item Number: 7.

Page 98 of 611 ends

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

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

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

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

Challenge 4
Insufficient Permanent
Supportive and Rapid
Rehousing
opportunities.

System Challenges
Item Number: 7.

Page 99 of 611 ends

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

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

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

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

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

System Challenges

Page 100 of 611 ends

Item Number: 7.

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

Page 101 of 611 ends

Item Number: 7.

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

Page 102 of 611 ends

Item Number: 7.

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

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

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

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

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

The 5 Action Areas

Page 103 of 611 ends

Item Number: 7.

Action Area
Strategies

Page 104 of 611 ends

Item Number: 7.

1. Strengthen Leadership and Departmental Capacity

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

3. Implement Prioritization Framework to Address
System Flow

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

5. Strengthen Coordinated Access

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

7. Support Regional, Cross-Sector Alignment and
Partnership

8. Refine Communications Efforts Around
Homelessness in Riverside County

9. Expand Accountability to Clients

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

11. Center Race Equity in Homeless Response
Strengthen
System to
Better Prevent
and End

Page 105 of 611 ends

Item Number: 7.

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

12. Increase Regional Capacity of Homeless Street
Outreach

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

14. Improve Access for People Experiencing
Homelessness

15. Develop Countywide Encampment Management
Protocols

16. Support the Decriminalization of Homelessness

17. Develop Training for First Responders

18. Establish Key Resources for Special Populations
Experiencing Unsheltered Homelessness

Page 106 of 611 ends

Item Number: 7.

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

19. Increase the Number of Crisis Housing
Beds Regionally

20. Refine Crisis Housing Policies and
Procedures

Page 107 of 611 ends

Item Number: 7.

Expand and
Ensure
Equitable
Access to
Permanent
Housing in Our
Communities

21. Advocate for the Increased Production of Affordable Housing

22. Increase Permanent Supportive Housing Units and Capacity

23. Increase Rapid Rehousing Housing Units and Capacity

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

25. Innovate Approaches to Expand Existing Housing Stock

26. Increase Flexible Housing Funds

27. Address Housing Needs of Unique Subpopulations

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

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

30. Strengthen Approaches to Case Management

31. Leverage Housing Authority Division Resources for People Experiencing Homelessness

32. Continue to Advocate for Legislation Protecting Against Housing Discrimination in Housing Search Page 108 of 611 Item Number: 7.

33. Increase Homelessness Prevention, Diversion, and
Mediation Services

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

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

36. Reduce Reentries into Homeless Response System

37. Preserve Vulnerable Housing and Prevent Community
Displacement

38. Expand Protections for Renter/Tenants

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

Page 109 of 611 ends

Item Number: 7.

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

Page 110 of 611 ends

Item Number: 7.

Alignment With
ATHOME
Accountability
Transparency
Housing
Outreach
Mitigation
Economic
Opportunity

Page 111 of 611 ends

Item Number: 7.

Questions?

Page 112 of 611 ends

Item Number: 7.

COUNTY OF RIVERSIDE

DEPARTMENT OF HOUSING

AND WORKFORCE

SOLUTIONS AND

CONTINUUM OF CARE

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

HOUSING AND

WORKFORCE

SOLUTIONS
Prepared by
January 2022
Item Number: 7.

Page 113 of 611 ends

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

TABLE OF CONTENTS
Item Number: 7.

Page 114 of 611 ends

3 / HOMELESS ACTION PLAN

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

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

County of Riverside Board of
Supervisors:

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

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

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

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

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

Item Number: 7.

Page 115 of 611 ends

4 / HOMELESS ACTION PLAN

EXECUTIVE

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

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

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

1. Strengthen System to
Better Prevent and End
Homelessness

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

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

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

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

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

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

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

Item Number: 7.

Page 116 of 611 ends

5 / HOMELESS ACTION PLAN

LETTER FROM THE HOUSING AND

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

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

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

Heidi Marshall
Director
Housing and Workforce Solutions

LETTER FROM THE CONTINUUM OF CARE &

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

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

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

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

Greg Rodriguez
Chair
Continuum of Care
Karen Roper
Vice Chair
Continuum of Care
Tammy Marine
Chair
Board of Governance
Leticia De Lara
Vice Chair
Board of Governance
Item Number: 7.

Page 117 of 611 ends

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

Item Number: 7.

Page 118 of 611 ends

7 / HOMELESS ACTION PLAN

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

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

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

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

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

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

Item Number: 7.

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8 / HOMELESS ACTION PLAN

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

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

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

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

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

HOMELESSNESS IN

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

WITH EXISTING

FRAMEWORKS

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

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

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

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

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

The Action Plan is divided into five
key action areas.

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

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

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

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

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

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

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

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

Strengthen System to Better Prevent
and End Homelessness.

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OVERVIEW OF ACTION

AREAS, STRATEGIES,

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

A robust system of cross-sector alignment will open
new opportunities for collaboration and integration that will significantly increase the impact of the homeless
response system. Cross-sector initiatives will curb the inflows into homelessness, with targeted measures for
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14 / HOMELESS ACTION PLAN
early identification, effective discharge planning, and rapid supports when someone faces housing instability.

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

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

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

ACTION AREA 1:

STRENGTHEN SYSTEM TO

BETTER PREVENT AND

END HOMELESSNESS

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

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

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

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

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

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

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

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

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

This document does not present specific percentages,
proportions, or funding allocations to be assigned to
each category, as they are not intended to be fixed, but instead, this framework represents a strategic shift in orientation and investments for all resources that address homelessness and its root causes that prioritize reducing inflows and outflows to end homelessness. The goal of
this prioritization framework is to right-size the system flow by decreasing the rate at which people become
homeless while reaching equilibrium of interim and
permanent housing resources.
1 www.allhomeca.org/regionalactionplan
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16 / HOMELESS ACTION PLAN
• Reducing Inflow: Root Causes and Homelessness
Prevention
- Curtailing the inflows into the homeless response
system will require addressing the root causes of
homelessness and preventing new individuals,
families, or communities from falling into
homelessness.
- Upstreaming solutions by developing equitycentered, regional, and cross-sector collaboration that focuses on preventing people from becoming
homeless through homelessness prevention
programs, preservation of vulnerable housing
and communities, tenant protections, and the
production of affordable housing, all of which will
begin to address the system flow.
• Increasing Outflow: Housing Solutions and Supportive
Services
- Housing solutions with corresponding supportive
services rooted in Housing First, like supportive
housing, rapid rehousing, and other flexible
housing subsidies and supports are necessary
tools to end homelessness.
• Supporting Interim Solutions: Interim and Emergency
Options
- Supporting the needs of unsheltered people
experiencing homelessness will be a critical
component to humanely addressing homelessness.

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

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

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

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

Providing this type of support and incentive to cities and regional governments will not only reward those entities Item Number: 7.

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

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

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

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

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

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

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

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

Item Number: 7.

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

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

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

Areas of focus for the task force could include
fundraising, advocacy, job creation, and housing
access
• Create a countywide education/PR campaign/
communication strategy that increases awareness
about the causes and impacts of homelessness, the
ongoing efforts to end homelessness, and addressing
NIMBYism concerns
• As a part of a communications strategy, invest
in a client facing component that targets those
experiencing or at-risk of homelessness through
robust multi-media strategies to make access to
services intuitive and radically accessible
• Develop opportunities to include the voices of those
with lived experience
• Provide opportunities for action and compassion
among all residents, housed and homeless, through
advocacy, volunteerism, donations, and other
initiatives
• Increase community engagement and support for
affordable and supportive housing development
throughout Riverside County
Item Number: 7.

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

The homeless response system also plays a role in
perpetuating inequities in service provision, access, and mobility. We will continue to center race equity in the homeless response, disaggregate data to better develop
solutions, and look upstream at the inflows and structural roots of homelessness. To achieve goals, we will apply a targeted universalism approach, which will set universal goals pursued by targeted processes for specific groups to achieve those goals. Through these strategies we will rebuild the homeless response system to be anti-racist, to ensure all people, especially people of color, have
equitable access and opportunity.
• Embed a racial equity lens into all homelessness and
housing decisions
• Develop a racial equity impact assessment that will
forecast and assess the impacts of new programs and
funding decisions
• Incorporate a focus on racial equity data, analysis,
and planned activities when submitting and reviewing
applications for funding
• Utilize HMIS to analyze data and create public-facing dashboards around racial inequities in experiences of
homelessness, provision of services, and outcomes
• Analyze whether housing outcomes and placements
perpetuate residential segregation
• Adapt program guidelines, policies, procedures
focused on racial equity
• Incorporate a focus on racial equity data, analysis,
and planned activities within applications for CoC
funded projects and analyze the data and information
gathered in response
• Create a plan to move forward on racial equity work
that will include system and programmatic actions
• Institute standardized cultural humility, trauma
informed care, and anti-racist trainings for CoC
programs and system partners
• Align racial equity work in the homelessness sector
with other racial equity initiatives in Riverside County Item Number: 7.

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20 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

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

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

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

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

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21 / HOMELESS ACTION PLAN

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

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

FIVE YEAR GOALS
The following Five-Year Goals will be tracked utilizing various existing and new reporting tools. These tools may include but are not limited to: HUD Reporting Tools, Point in Time Count, System Performance Measures, Longitudinal Systems Analysis, Stella, Riverside County CoC Public Data Dashboards, Annual Housing Inventory Count, Regional Housing Need Assessment, other real-time housing inventory tracking mechanisms, and County and Riverside County CoC process reporting tools.
• Total number of people successfully exiting to housing each month/year exceeds the people entering homelessness each month/year
• 100% of the programs/services adhere to CES Policies and Procedures • 100% of programs/services are integrated within CES and HMIS • 50% reduction in the length of stay (SO, ES, SH, TH)
• System Performance Measures are reflected in public facing dashboards • 100% of data reports, dashboards, etc. have data disaggregated demographically • Disparities of Black, Indigenous and People of Color (BIPOC) experiencing homelessness are reduced across all program types
• Riverside County CoC has increased the number of active partnerships with cross-sector/mainstream systems • 100% of identified cross-sector/mainstream systems utilize developed homeless tracking metrics and processes • Riverside County CoC has an effective provider training, learning collaborative, provider forum schedule in place to develop service provider capacity regionally
• Riverside County CoC has adopted Policy Agenda
• Riverside County CoC tracks client program satisfaction results and uses them to inform decision making • Increases in Riverside County CoC staff that have lived experience and/or are Black, Indigenous and People of Color (BIPOC)
• 100% of awarded projects address racial equity disparities • 100% of CoC staff and service providers are trained in cultural humility, trauma-informed care, and anti-racist trainings
• Riverside County CoC Framework implemented to right-size system flow Item Number: 7.

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22 / HOMELESS ACTION PLAN

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

EQUITABLY ADDRESS

THE HEALTH, SAFETY,

AND SERVICES NEEDS OF

PEOPLE EXPERIENCING

UNSHELTERED

HOMELESSNESS

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

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

Shifting the entity responding to homeless related
issues would be a continued step in decriminalizing the response to homelessness. The complexities of outreach
and engagement often come to a point when responding
Item Number: 7.

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

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

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

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

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

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

We know that the longer people remain unhoused, the
more it negatively effects their physical and mental
health, employability, and connection with support
networks. One of the key system components for
outreach services is to diminish the inflows into chronic homelessness and long-term homelessness. Establishing
consistent outreach across the county will reduce
the need for more intense housing interventions. The
Riverside County CoC will establish a proactive, nonpunitive, engagement focused, countywide response to homeless street outreach that focuses on reducing
entries into chronic homelessness and increasing street to housing placements.
• Create CoC Homeless Street Outreach Protocol with
regional stakeholder that include the standardization
of outreach practices, schedules, and engagement
strategies and corresponding training across all
outreach efforts
• Establish outreach coordination infrastructure in each sub-region
• Leverage person-centered, housing-focused case
management with enhanced training in evidence
based best practices (e.g., trauma-informed care,
critical time intervention, motivational interviewing,
and housing first strategies) for service delivery
• Develop encampment management and resolution
policies
• Increase access and safety for all to basic hygiene
resources, such as bathrooms, showers, and laundry,
that accommodate their self-identified race, gender
identity, gender expression, etc.
• Increase the number of free public transportation
options for people who are unhoused to access
services
• Expand the number of outreach teams and staff
to ensure appropriate coverage to all sub-regions
throughout the county, with specific emphasis on
under-resourced communities
• Further develop data initiatives to better track,
target, and ensure comprehensive, efficient, and
effective delivery of outreach and permanent
housing assistance for people experiencing chronic
homelessness
• Connect unsheltered individuals directly with rental
assistance with the understanding that shelter
or transitional housing is not a requirement for
unsheltered individuals working with outreach teams
to qualify for rental assistance
• Develop programs that support frequent users of
public systems, including hospitals, jails or prisons,
and shelters, and provide them with supportive
housing, significantly reducing returns to the streets
• Develop systems for mental health professionals to
intervene in place of law enforcement
• Identify technological strategies to enhance street
outreach coordination
Strategy 13: Support the Health of People Experiencing
Unsheltered Homelessness through CrossDepartmental/Cross-Sector Supports Meeting the health needs of people experiencing
unsheltered homelessness will require increased behavioral health, mental health, and substance use disorder services and housing supports from Riverside County and its
partners. The Riverside County CoC will need to leverage Item Number: 7.

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24 / HOMELESS ACTION PLAN
cross-departmental/cross-sector collaboration to address regionalized service gaps for individuals with conditions related to physical health, Serious Mental Illness (SMI), and Substance Use Disorder (SUD).
• Identify strategies to improve ongoing connectivity
for clients referred for mental health services and/or
substance use services
• Support communities in implementing multi-agency,
multi-jurisdictional outreach and protective measures
addressing the health and safety needs of people
experiencing unsheltered homelessness
• Increase the number of mobile crisis teams with
clinical staff and expand their hours to support
individuals experiencing severe mental health and
substance use crises
• Increase the number of beds available for substance
use treatment and provide the follow-up supportive
services needed to prevent relapses
• Increase access to mental health treatment for people who are unhoused and struggling with mental illness
• Develop a plan to eliminate service access and
treatment gaps for unsheltered people struggling with
chronic and severe mental illness
• Improve health access for people experiencing
unsheltered homelessness, including through CalAIM
services like Enhanced Care Management and In Lieu
of Services
• Develop new, and enhance existing, partnerships
between behavioral health and social service
providers, neighborhood associations, cities, and
regional governments, including law enforcement and
other first responders. Engage partners in proactive
strategies that link individuals who are homeless
with housing and services with the additional goal of
reducing criminal justice system involvement
• Ensure adequate resources are available for proactive and consistent outreach efforts
• Develop multi-disciplinary teams that include
homeless street outreach, mental health services, etc.
• Ensure people living outside have adequate access to
basic needs
• Engage regional stakeholders to ensure appropriate
responses to persons living in vehicles and to ensure
adequate safe zones for people to park and receive
services while working towards housing
Strategy 14: Improve Access for People Experiencing
Homelessness
The Riverside County CoC currently utilizes a hybridized “No Wrong Door Approach,” meaning that a homeless
individual or family can present at any homeless housing and service provider in the geographic area or by
accessing a mobile hotline. A decentralized system is often difficult to navigate for individuals newly experiencing homelessness and makes administering prevention
assistance challenging. The number of locations, the
varied regional capacities, and the different agencies
conducting intakes and providing orientation to the
system often results in discrepancies, compromised data, and a wide range of client experiences. The Riverside
County CoC will need to continue to refine its hybridized “No Wrong Door Approach,” establishing access centers
across the region to serve as key nodes, or front doors, within the system. The Riverside County CoC will work to establish system access that is radically accessible to all. • Refine hybridized “No Wrong Door Approach” by
establishing Access Centers/Navigation Centers in
key subregions that are focused on providing access
to services with a focus on connecting to housing
• Enhance training, standard orientation messaging, and client facing materials to help people experiencing or
at-risk of homelessness understand what services and
resources are available to them and what the process
looks like to access services/housing across the CoC
• Develop a culture of housing-focused problem-solving
across all programs that serve as access points
(outreach, drop-in centers, access centers, navigation
centers, etc.)
• Streamline intake processes for individuals and
families experiencing homelessness, including a
review of the desirability of the VI-SPDAT through the
lens of equity
• Improve protocols for prioritization into emergency
shelter, interim housing, medical respite, etc. to ensure that bed availability is real-time
• Improve roles and responsibilities for assisting
clients in obtaining housing-related documentation,
like IDs, social security cards, proof of income, birth certificates, etc.
• Implement diversion/problem-solving conversations at
all points of entry
Strategy 15: Develop Countywide Encampment
Management Protocols
As part of the development of Homeless Street Outreach
Protocols, the Riverside County CoC will need to develop a Countywide Encampment Management Protocol. This
will include best practices in encampment management
and person-centered approaches.
• Enhance coordination between agencies engaging
people living in encampments to ensure consistent
and humane approaches to encampment resolution
across the county
• Coordinate between department and agencies to
create a coordinated encampment management
strategy
• As part of CoC Homeless Street Outreach Protocol,
establish guidance on Encampment Management and
Resolution Protocols
Item Number: 7.

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

Black, Indigenous and People of Color (BIPOC) are
disproportionately affected by homelessness and are
disproportionately represented in the criminal justice
system. Moving towards a decriminalized system will
decrease the likelihood of further trauma, decrease
time spent outdoors, and reduce criminal charges that
are often barriers to housing, employment, and other
resources. Not prosecuting chronically or unsheltered
homeless people for minor offenses reduces the
likelihood that police officers and other system
officials will attempt to arrest or institutionalize people experiencing unsheltered homelessness and may reduce
interactions between police and people experiencing
homelessness overall. Homeless Courts are also another
key strategy to resolve these barriers through voluntary, individualized action to satisfy fines, fees, and case
dismissal. The County of Riverside should continue to
push for alternatives to criminalization policies that are focused on engagement and housing.
• Develop Homeless Street Outreach Protocols to
compliment decriminalization advocacy
• Advocate for decriminalizing homelessness responses
across the county and state that include preadjudication and sentencing alternatives to minimize involvement of people experiencing homelessness in
criminal justice system
• Develop processes to ensure greater collaboration
between judicial agencies and local alternative courts
like Homeless Court and pre-booking diversion
resources
• Ensure that Riverside County does not
disproportionately enforce existing county ordinances
against homeless individuals and families
• Develop an inclusive approach to public space
management with non-punitive policies
Strategy 17: Develop Training for First Responders
First responders, like emergency medical services, fire, and law enforcement, frequently respond to homeless
related emergencies. In moving towards a responsive,
engagement-focused outreach system, the Riverside
County CoC will also need to engage and train first
responders in integrating evidence based best practices (e.g., trauma-informed care, critical time intervention, motivational interviewing, and housing first strategies) for service delivery. The Riverside County CoC will
work in partnership with first responders to develop
targeted trainings and protocols for first responders
when engaging people experiencing unsheltered
homelessness on streets or encampments.
• Co-develop protocol for first responders when
engaging people on the streets and encampments
with key considerations when engaging with key
subpopulations (survivors of domestic violence,
individuals with Severe Mental Illness (SMI) or
Substance Use Disorder (SUD), Transitional Aged
Youth (TAY), older adults/seniors, and dependent
adults)
• Ensure that the first responder training and protocol is in alignment with CoC initiated Homeless Outreach
Strategy and Encampment Protocols
• Co-design and implement outreach training for first
responders that focuses on evidence based best
practices in homeless street outreach and service
coordination
Strategy 18: Establish Key Resources for Special
Populations Experiencing Unsheltered Homelessness
There are specific subpopulations of people experiencing unsheltered homelessness that will need additional
considerations and resources to address their health,
safety, and service needs. This will include unsheltered chronically homeless, individuals with Severe Mental
Illness (SMI), individuals with Substance Use Disorder
(SUD), Transitional Aged Youth (TAY), high utilizers of emergency services, survivors fleeing domestic violence, families, and older adults/seniors.
• Refine specific policies and procedures as it relates to needs of unsheltered chronically homeless
• Refine specific policies and procedures as it relates to needs of unsheltered individuals with Severe Mental
Illness (SMI)
• Refine specific policies and procedures as it relates to needs of unsheltered individuals with Substance Use
Disorder (SUD)
• Refine specific policies and procedures as it relates to needs of unsheltered Transitional Aged Youth (TAY).
• Refine specific policies and procedures as it relates to needs of unsheltered high utilizers of emergency
services
• Refine specific policies and procedures as it relates to needs of unsheltered survivors fleeing domestic
violence
• Refine specific policies and procedures as it relates to needs of unsheltered families
• Refine specific policies and procedures as it relates to needs of unsheltered older adults/seniors
• Refine specific policies and procedures as it relates to needs of unsheltered LGBTQIA+ individuals
Item Number: 7.

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26 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

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

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

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

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

Strategy 18: Establish Key Resources for
Special Populations Experiencing Unsheltered
Homelessness
Number of successful referrals to support
services (mental health, employment, hygiene,
nutrition, etc.)
Item Number: 7.

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27 / HOMELESS ACTION PLAN

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

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

ACTION AREA 3: EXPAND

COMMUNITIES CAPACITY

TO PROVIDE SAFE AND

EFFECTIVE SHELTER AND

INTERIM HOUSING

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

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

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

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

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

2.0, the Riverside County CoC will need to increase the number of crisis housing (ES, SH, TH) units to meet the Item Number: 7.

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

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

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29 / HOMELESS ACTION PLAN

PERFORMANCE METRICS

STRATEGY PERFORMANCE METRICS MECHANISMS

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

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

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

PROCESS MEASURES
Strategy 19: Increase the Number of Crisis
Housing Beds Regionally
Strategy 20: Refine Crisis Housing Policies and
Procedures
Number of successful referrals to support
services (mental health, employment, hygiene,
nutrition, etc.)
Various County and Riverside County CoC
process reporting tools. Some process
measures will likely need to include
the creation of new tools and reporting
mechanisms
Item Number: 7.

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30 / HOMELESS ACTION PLAN

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

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

AND ENSURE EQUITABLE

ACCESS TO PERMANENT

HOUSING IN OUR

COMMUNITIES

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

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

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

The RHNA estimate of 21,000 is primarily a production
goal, meaning it represents the number of homes that
must be built. This goal can only be met primarily by
producing new homes or converting existing buildings—
such as motels, offices, or commercial buildings—into
housing. Each locality’s RHNA is based on a number
given to each region from the state, and then distributed across the region by Southern California Association
of Governments (SCAG). The need of about 46,000
additional homes affordable to ELI households does not
need to be met by new construction of ELI-affordable
units alone. It can be met in a variety of ways, including new construction, maintaining affordability, and reducing cost of housing. This 46,000-unit threshold will secure Item Number: 7.

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

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

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

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

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

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

PROPOSED STRATEGIES
Strategy 21: Advocate for the Increased Production of
Affordable Housing
There currently is a shortfall of units available for
the extremely low-income population in the County
of Riverside. In order to address the housing and
homelessness crises, the County of Riverside will
need to work towards developing and implementing
a strategy to build enough affordable housing to meet
the region’s housing needs. The Riverside County
CoC, alongside other regional partners, will need to
identify and coordinate clear unit production goals
and targets. This will require the County of Riverside
to leverage a wide array of private, local, state, and
federal funding to support the expansion of affordable
housing. For individuals, families, and communities
that are experiencing homelessness, or are at-risk of
homelessness, it will require the equitable development of housing affordable to extremely low-income
households.
• Advocate for federal, state, county, and local policies and funding to increase and preserve affordable
housing for households earning below 30% Area
Median Income (AMI)
• Pursue lower-cost housing typologies, like tiny homes, accessory dwelling units, mobile homes, hotel and
motel conversions, prefabricated modular housing,
and shipping containers, and innovative housing and
financing models
• Identify feasibility to develop affordable and
supportive housing on underutilized state, county, and
city owned land
• Ensure Riverside County utilizes full funding
opportunities from the federal and state governments
for housing development
• Advocate for inclusionary housing policies, up zoning, and infill development
• As part of communication strategy, develop strategies to address NIMBY sentiments
Strategy 22: Increase Permanent Supportive Housing
Units and Capacity
To meet the needs of people experiencing
homelessness, the Riverside County CoC will need
to develop additional Permanent Supportive Housing
(PSH) units, including site-based, scattered site, and
tenant-based. Not only will the Riverside County CoC
work towards increasing the total number of units but
will also focus on increasing PSH capacity by optimizing utilization, refining system-wide guidelines, and
supporting moving on strategies.
• Increase the number of permanent supportive housing
stock
• Identify costs associated with developing adequate
supply of permanent supportive housing
• Increase access to tenant-based, scattered site
Permanent Supportive Housing programs
• Assess coordinated entry, referral patterns to identify regional gaps, and under resourced PSH capacity
• Ensure that PSH programs access is equitable through
review of data
• Expand partnerships with behavioral health treatment
services through Riverside County and local
behavioral health providers to ensure that PSH units
are paired with adequate supportive services
• Implement a “moving on” strategy, targeting up to
20% of current PSH residents for transition to general
population affordable housing, thus freeing up PSH for
new tenants
• Convene stakeholders (housing developers,
planning departments, service providers, cities,
regional governments) to explore ways to create
and streamline permanent supportive housing within
context of local housing elements
• Leverage a wide array of private, local, state, and
federal funding, including CalAIM and Project
Homekey, to support the expansion of a Permanent
Supportive Housing
Item Number: 7.

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