Homeless Action Booklet_MedRes 2.pdf — Fontana City Council, July 23, 2024

HOMELESS SOLUTIONS

ACTION PLAN
2024-2028

HOMELESS SOLUTIONS

ACTION PLAN
2024-2028

CITY OF

F ONT AN A
“W e seek and embrace every
opportunity to enrich the
lives of those who live, work,
play and invest in the
City of Fontana. ”
“W e seek and embrace every
opportunity to enrich the
lives of those who live, work,
play and invest in the
City of Fontana. ”

OUR MISSIONOUR MISSION

TABLE OF CONTENTS
Mayor’s Message
City Manager’s Message
Introduction
Background of the City of Fontana and Homelessness
Action 1: Network Enhancements
Action 2: Critical Support Services & Safety
Action 3: Housing Capacity
Overall Timeline for Homelessness Strategies
The Impact
National Best Practices
2024 City of Fontana Point-In-Time Count Data
Fontana Police Department &
Homeless Outreach Support Team Facts
Addressing Social and Racial Equity
Housing First
Conclusion
Acknowledgments
04 05
06 07
09 12
15 17
19 19
20 23
24 25
25 26
2 TABLE OF CONTENTS
Mayor’s Message
City Manager’s Message
Introduction
Background of the City of Fontana and Homelessness
Action 1: Network Enhancements
Action 2: Critical Support Services & Safety
Action 3: Housing Capacity
Overall Timeline for Homelessness Strategies
The Impact
National Best Practices
2024 City of Fontana Point-In-Time Count Data
Fontana Police Department &
Homeless Outreach Support Team Facts
Addressing Social and Racial Equity
Housing First
Conclusion
Acknowledgments
04 05
06 07
09 12
15 17
19 19
20 23
24 25
25 26
3 The Mayor’s Message

I AM COMMITTED
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to addressing the complex and multifaceted issue of homelessness within our community. Our city has made signi/f_icant strides in recent years, but there is still much work to be done. Homelessness aﬀects not only those without a stable place to call home but also has direct and measurable impacts on our entire community.

By fostering collaboration among local organizations, regional partners, and our dedicated city departments, we can create a robust and compassionate response to homelessness. Our goal is to provide eﬀective solutions that not only address immediate needs but also tackle the root causes of homelessness, ensuring a brighter future for all residents of Fontana.

The implementation of our comprehensive homeless housing action plan is essential for the City of Fontana. This plan is not just a response to an immediate crisis but a proactive and strategic approach to creating lasting change. With the recent acquisition of a hotel for emergency transitional housing, the success of Fontana Police Department sponsored initiatives like the C.O.A.S.T. program and formation of their Homeless Outreach Support Team, better known as HOST, along with the integration of the Water of Life’s CityLink services, we are building a strong foundation for our eﬀorts.

The latest point-in-time count data highlights the urgent need for these services, and our action plan aims to reduce homelessness through prevention, rapid re-housing, and supportive services. By securing additional funding at the federal, state and local level for operational services, we will enhance our ability to provide real-time data and accountability, ensuring that our interventions are eﬀective and sustainable.

One of my concerns about homelessness spending is the need to ensure we are making wise investments and holding ourselves as well as our agency and non-pro/f_it partners accountable for carrying out the strategy eﬀectively. Accountability is crucial to guarantee that every dollar spent directly contributes to meaningful and measurable outcomes in reducing homelessness. Data-driven results are a must to ensure our eﬀorts are eﬀective and to continually improve our strategies based on solid evidence.

This action plan is crucial for making homelessness rare, brief, and non-recurring in Fontana, ultimately fostering a safer, healthier, and more inclusive community. I commend my colleagues on the City Council for their unwavering commitment to addressing homelessness and supporting these vital initiatives.

City Manager’s Message

HOMELESSNESS IS
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a complex and growing challenge that requires our collective action and commitment. I extend my heartfelt gratitude to Mayor Warren and the City Council for their leadership in addressing this issue. Our eﬀorts aim to realize their compassionate vision, providing lasting solutions that restore dignity and hope to our homeless neighbors. I also commend San Bernardino County for adopting Laura’s Law, which can be a signi/f_icant resource in addressing homelessness if additional resources are provided, enabling the retention of additional judges and behavioral health specialists to implement this important legislative action.

This plan, although supportive of regional eﬀorts, focuses primarily on Fontana community members in need. Our duty is to those the live and work in the City of Fontana and, although homelessness does not recognize borders, our priority will always be to serving those with direct ties to Fontana.

We are committed to enforcing regulations to improve the cleanliness and safety of Fontana neighborhoods. This includes keeping public spaces clean and free of encampments, enhancing the overall quality of life for all residents. Fontana is dedicated to creating a clean, safe, and compassionate community, with city staﬀ proactively impacting legislation at all levels. Together, we can make a signi/f_icant diﬀerence, ensuring Fontana is a place where everyone has the opportunity to thrive.

Working together, we can serve those most in need while making Fontana safer place for all. 4 City Manager’s Message

Working together, we can serve those most in need while making Fontana safer place for all. 5 INTRODUCTION
The 2024 Homeless Action Plan builds upon the successes and insights gained from prior initiatives, focusing on enhancing coordination, expanding the reach and impact of homeless services, and fostering collaborative partnerships across the community.

This four-year action plan, spanning from 2024 to 2028, emphasizes increasing availability of aﬀordable and supportive housing options, enhancing the coordination of services to oﬀer holistic support, including mental health and substance-abuse treatment, jobs training, and healthcare. It also incorporates working closely with a diverse array of partners, including nonpro/f_it organizations, faith base groups, healthcare providers, and local businesses.

Utilizing real time data to monitor progress, identify gaps, and adjust strategies insures eﬀectiveness of interventions and resource allocation. Implementing programs aimed at preventing
homelessness before it starts speci/f_ically with youth, veterans, and individuals with disabilities and establishing navigational centers that provide comprehensive case management, wraparound
services, and other critical resources are key components of the plan.

Fontana's 2024 Homeless Action Plan is rooted in a solution-based approach, emphasizing the importance of addressing the underlying issues that lead to homelessness. The plan's success will be measured by the reduction in the number of homeless individuals and families, the eﬃciency of service delivery, and the ability to prevent future homelessness. Under the strategic direction of the Fontana Homeless Solutions System, this four-year action plan represents a commitment to making homelessness rare, brief, and non-recurring, thereby improving the quality of life for all residents in the City of Fontana. The City Council’s dedication to these actions and strategies is crucial to executing the aggressive plan towards ensuring a brighter future for our community.

The City of Fontana is dedicated to reducing
homelessness through strategic, innovative,
and data-driven approaches centered around
three actions:

NETWORK

ENHANCEMENTS

NETWORK

ENHANCEMENTS

CRITICAL SUPPORT

SERVICES & SAFETY

CRITICAL SUPPORT

SERVICES & SAFETY

HOUSING

CAPACITY

HOUSING

CAPACITY
6 BACKGROUND
Founded in 1913, Fontana is the second-largest city in San Bernardino County and the 19th largest in California. Initially an agricultural community, Fontana transformed into a thriving industrial town by 1942, largely due to Henry J. Kaiser’s steel mill operations established during World War II on the town's outskirts.

Kaiser Steel remained a signi/f_icant source of employment and revenue until its closure in 1984. Today, Fontana is home to Kaiser Permanente’s largest facility in California, making it the city’s number one employer.

Incorporated in 1952, Fontana and its sphere of in/f_luence cover over 52 square miles with a population of approximately 225,000. Today, Fontana boasts a low crime rate, aﬀordable housing, diversity, and a below-average unemployment rate, making it one of California's fastest-growing cities and a trendsetter in San Bernardino County.

The city oﬀers numerous cultural, sporting, and recreational opportunities through venues such as the Steelworkers' Auditorium, the Art Depot, 59 sports /f_ields, 50 parks, the Paci/f_ic Electric Trail, the state-of-the-art Lewis Library and Technology Center, and Stage Red- the Inland Empire’s premier live entertainment venue. Fontana is served by /f_ive school districts and Chaﬀey Community College, providing a variety of educational opportunities.

The issue of homelessness has not gone unaddressed in the City of Fontana. For the past 15 years, Fontana has worked with federal and state resources to address homelessness, focusing in areas of homeless prevention and rapid rehousing. The primary source of funding came from Housing and Urban Development (HUD) in the form of the Emergency Solutions Grant (ESG) program.

Additionally, the City of Fontana has funded the Community Assistance Program (Fontana CAP) since the early 2000s. Fontana CAP oﬀers Fontana residents no cost or low-cost community services through the Community Assistance Program (CAP).

The Fontana CAP is able to provide direct services for Fontana residents as well as guest referrals through a unique relationship with the City of Fontana and Citylink. Since 2009 Water of Life Community Church has carried out its core value of CARING for the poor, the needy and the hurt, through its local outreach center CITYLINK, located in the downtown area of Fontana. For /f_ifteen (15) years CITYLINK has delivered reliable, high quality direct services to the poor, the homeless and the under-employed residents who come from not only the City of Fontana, but the entire region. Guests have access to services from our food warehouse, clothing store, mobile medical unit, support groups, housing and utility assistance, holiday outreaches, large community events and numerous enrichment and education classes designed to emphasize support of the family unit and its well-being. – (cont.)
/gid00078/gid00069/gid00001/gid00083/gid00071/gid00068/gid00001/gid00036/gid00072/gid00083/gid00088/gid00001/gid00078/gid00069/gid00001/gid00039/gid00078/gid00077/gid00083/gid00064/gid00077/gid00064/gid00001/gid00064/gid00077/gid00067/gid00001/gid00041/gid00078/gid00076/gid00068/gid00075/gid00068/gid00082/gid00082/gid00077/gid00068/gid00082/gid00082 7 The staﬀ at CITYLINK have successfully administered and delivered homeless services to the community under several grants which includes HPRP , HEAP , HHAP-1, ESG, ESG-CV, EFSP and is currently delivering comprehensive homeless services under the HHAP-2, HOMEKEY 2, ESG-23, and the Family Homeless Challenge Grant. Through these grants and other investments, Water of Life Community Church has developed the Pathway to Housing program CityLink.

DESPITE THESE ASSETS AND EFFORTS
Fontana faces the growing issue of homelessness prevalent in California and San Bernardino County. Several factors contribute to this increase in homelessness, including:
• The city's reputation as a safe community attracts homeless individuals from across the region. • Local service providers oﬀer resources to assist those experiencing homelessness. • Fontana's stop on the Metrolink rail system provides access from Los Angeles County. • The housing aﬀordability that once characterized Fontana has diminished due to the statewide housing shortage, driving up housing costs signi/f_icantly. 8 ACTION 1: NETWORK ENHANCEMENTS
Enhancing the homeless network involves a multifaceted approach aimed at improving the overall system. Central to this initiative is the reinforcement of collaboration and dialogue among various entities involved. By fostering stronger connections and open lines of communication, we can ensure that eﬀorts are more synchronized and eﬀective. Additionally, streamlining procedures is crucial to reach more individuals in need. This means eliminating unnecessary complexities and creating more eﬃcient pathways for assistance, ultimately expanding the reach and impact of our support services. In doing so, we aim to build a more responsive and cohesive network that can better address the challenges of homelessness.

STRATEGY 1.1: MAYOR’S COUNCIL ON HOMELESSNESS

TIMELINE
PURPOSE:

The creation of the Mayor's Council on Homelessness will bring together key community leaders and experts to develop and implement additional speci/f_ic strategies to combat homelessness in Fontana. This council will serve as a central hub for coordinating eﬀorts, fostering collaboration, and ensuring that resources are eﬀectively utilized to support those in need.

MONTH 1-3:

Form the council, identifying and inviting
key community leaders and experts.

MONTH 4:

Hold the inaugural meeting to outline
goals, roles, and responsibilities.

ONGOING:

Host meetings quarterly, or as frequently as required to ful/f_ill the mission of the committee. Prepare a
recommendation for City Council consideration annually
for necessary adjustments to this Action Plan
STRATEGY 1.2: RESOURCES OPTIMIZATION
PURPOSE:

Establish clear and direct connections between those experiencing homelessness and the resources they require by updating the city website to include current information, contact details, and program speci/f_ics for each available resource. Provide opportunities for the community to learn about homelessness, available resources, and ways to participate in support eﬀorts.
9 TIMELINE

TIMELINE
MONTH 1-2:

Audit current resources and update the city website
with current information and contact details.

MONTH 3:

Launch public awareness campaigns to educate
the community about homelessness and available resources.

ONGOING:

Continuously update the website and hold
regular community engagement events.

MONTH 1-2:

Identify and establish partnerships with relevant
organizations currently working to serve the homeless community.

MONTH 5: Implement the appropriate system or software for coordination.

MONTH 3-4:

Develop and launch an internet-based tool for real-time resource information.

ONGOING:

Regularly monitor and manage the system,
adjusting as necessary to improve eﬃciency.

STRATEGY 1.3: MANAGE RESOURCES
PURPOSE:

Develop a clearly de/f_ined network of partners to support the action plan. Create an internet-based tool that is readily available and easily accessible, enabling all to access real-time information on available resources.

Obtain, implement, and manage the appropriate system, process, or software to ensure eﬃcient and reliable coordination of homeless services and shelter opportunities between the city and its partners. 10 OUTCOME

TIMELINE
STRATEGY 1.4: OUTREACH
PURPOSE:

The launch of the Homeless Solutions System focuses on identifying and engaging homeless individuals and connecting them to services and temporary shelter, and enhancing existing outreach strategies by shifting to housing-oriented eﬀorts that are client-centered and incorporate motivational interviewing and trauma-informed care. The development of a navigation center, revitalization of outreach team structures for comprehensive coverage in Fontana, and coordination with third-party organizations for consistent resource and case management delivery are all critical steps to strengthen crisis response.

MONTH 1-2:

Launch the Homeless Solutions System and restructure
outreach team strategies.

ONGOING:

Coordinate with internal city staﬀ and third-party organizations for consistent resource and case management, conducting regular evaluations to enhance outreach eﬀectiveness.

MONTH 3-6:

Train outreach teams on housing-oriented eﬀorts, motivational interviewing, and trauma-informed care.

OUTCOME
A strengthened and integrated homeless network will result in improved coordination and communication among stakeholders, leading to more eﬀective and timely assistance for individuals experiencing homelessness. The streamlined processes will reduce barriers to access, ensuring that a greater number of individuals receive the support they need. This enhanced network will foster a collaborative environment, enabling better resource allocation and a uni/f_ied approach to addressing homelessness, ultimately leading to a signi/f_icant reduction in homelessness within the community. 11 ONGOING:

Fully implement the database, continuously monitor usage, and make improvements as needed.

MONTH 1-2:

Select and procure the appropriate online
database system.

MONTH 5:

Train dedicated personnel on the use and management
of the database.

MONTH 3-4:

Develop and customize the database to meet the speci/f_ic needs of Fontana's homeless services.

MONTH 6:

Launch the database and begin pilot testing with a small group of users.

ACTION 2: CRITICAL SUPPORT SERVICES & SAFETY
Implement a comprehensive strategy to ensure individuals aﬀected by homelessness in Fontana receive immediate and eﬀective assistance. This includes creating an online database for managing participant services, facilitating access to resources and housing alternatives, and providing wraparound services.

STRATEGY 2.1: MANAGEMENT PARTICIPANT SERVICES
PURPOSE:

Implement an online database to provide a clear and de/f_ined path for individuals aﬀected by homelessness. This system is designed to ensure that individuals at risk of or experiencing homelessness can access immediate resources and housing alternatives. By doing so, we aim to make homelessness in the City of Fontana preventable or brief. This database, supported by dedicated personnel, will facilitate the delivery of all services to individuals aﬀected by homelessness, ensuring they receive timely and eﬀective assistance.

STRATEGY 2.2: WRAP-AROUND SERVICES
PURPOSE:

Expand resources and services in Fontana by developing regional partnerships and improving communication to ensure uniform care for all. Implement housing-focused case management with training in best practices like trauma-informed care and motivational interviewing. Enhance outreach eﬀorts to contact and assist the entire homeless population with a collaborative approach for eﬃcient case management, especially for those with mental illness, developmental disabilities, and chronic health conditions.

TIMELINE
12 ONGOING:

Identify households at imminent risk of homelessness
and scale prevention programs.

ONGOING: Develop and implement diversion programs.

ONGOING:

Secure funding for permanent supportive housing and
emergency housing units.

ONGOING:

Provide continuous case management for at-risk individuals and families, monitoring and adjusting strategies as needed.

ONGOING:

Continuously monitor and enhance outreach strategies,
ensuring eﬀective case management for those with mental illness, developmental disabilities, and chronic health conditions.

MONTH 1-2:

Identify and establish regional partnerships with
relevant organizations.

MONTH 5-6:

Train case management staﬀ in trauma-informed care
and motivational interviewing.

MONTH 3-4:

Develop communication channels and protocols to
ensure uniform care.

MONTH 7-12:

Expand outreach eﬀorts to contact the entire
homeless population.

STRATEGY 2.3: COMMUNITY STABILIZATION
PURPOSE:

Coordinate resources to assist households at imminent risk of homelessness by scaling prevention and diversion programs. Provide case management for at-risk individuals and families, and secure funding for permanent supportive housing and emergency housing units for low- and extremely low-income residents in Fontana.

TIMELINE

TIMELINE
13 STRATEGY 2.4: INDIVIDUAL SAFETY
PURPOSE:

Support San Bernardino County's implementation of Laura's Law, Care Court, and conservatorships to help individuals with severe mental illnesses. These initiatives ensure that those unable to seek help voluntarily receive necessary treatment and support. Laura's Law provides court-ordered outpatient treatment, Care Court connects individuals to essential services, and conservatorships oﬀer appropriate oversight and care. Embracing these measures will improve mental health outcomes, enhance public safety, and provide compassionate care.

ONGOING: Train city personnel on the speci/f_ics of these programs and their roles in supporting them.

ONGOING: Monitor the impact of these initiatives, making necessary adjustments to improve outcomes and public safety.

MONTH 1-12:

Collaborate with San Bernardino County to support the
implementation of Laura's Law, Care Court,
and conservatorships.

TIMELINE

OUTCOME

OUTCOME
The implementation of Critical Support & Safety Services will enhance access to immediate resources and housing alternatives, making homelessness in Fontana preventable or brief. By expanding wrap-around services and improving communication, we will deliver uniform and comprehensive care. Community stabilization eﬀorts will prevent homelessness for at-risk households, while increased funding will expand permanent supportive and emergency housing.

Supporting Laura's Law, Care Court, and conservatorships will improve mental health outcomes and public safety, providing compassionate care for the most vulnerable residents.
14 ONGOING: Form regional partnerships with public and private entities.

ONGOING: Secure initial funding and identify potential sites for new housing facilities.

MONTH 6-15:

Pending funding sources for wrap around services and capital, /f_inalize plan for the construction of the 24-hour managed care navigation center and emergency shelter.

ACTION 3: HOUSING CAPACITY
Most important to addressing homelessness is the lack of emergency, transitional and long-term housing availability. To navigate individuals, it is necessary to implement a comprehensive Case Management Program that provides detailed information on every homeless individual within the City of Fontana, while coordinating with the countywide HMIS programming. This system will document every individual encounter, including resources utilized, organizations engaged with, observable needs, and goals for a path to permanent supportive housing. Fontana must prioritize its families and children, particularly those with deep roots in the community, by helping them secure emergency transitional housing to improve their quality of life before serving other cities in the region.

TIMELINE
STRATEGY 3.1: NEW HOUSING FACILITIES
PURPOSE:

The City of Fontana needs to secure funding for the acquisition, development, construction, or lease of primary homeless service facilities in Fontana, including a 24-hour managed care navigation center, an emergency shelter for the transitionally homeless, and additional permanent supportive housing units. This initiative also involves forming regional partnerships with public and private entities to develop additional facilities for those needing acute or recuperative care. Funding will be allocated for operational expenses without aﬀecting existing city operations, ensuring services such as skills training, education, social rehabilitation, addiction counseling, clinical services, family reuni/f_ication assistance, and transportation are provided based on individual needs.

STRATEGY 3.2: HOUSING-FOCUSED CASE MANAGEMENT
PURPOSE:

Implementing a comprehensive Case Management Program in Fontana will document every contact and encounter with homeless individuals noting resources used, organizations engaged with, needs, and housing goals, while coordinating with countywide HMIS programming. The Fontana Homeless Solutions Case Manager, under the direction of the Homeless Solutions Manager, will maintain a database of all homeless activities in the city. This system will support the transition from temporary to permanent housing with case management lasting from ninety days to eighteen months. Collaborative partnerships will be established to identify actions that further assist individuals in securing permanent housing solutions. 15 MONTH 3-12: Initiate contact with 100% of unhoused individuals within the city of Fontana.

ONGOING:

Implement case management services for all Fontana
community members that are currently homeless or at risk of becoming homeless
ONGOING:

Continuously monitor and update the database, re/f_ining the program based on feedback and outcomes, and ensuring sustained support for transitioning individuals from temporary to permanent housing.

MONTH 1-2:

Identify, select, and contract case management staﬀ
for emergency transitional housing facility.

TIMELINE

OUTCOME

OUTCOME
Expanding housing capacity in Fontana will signi/f_icantly reduce homelessness by addressing the critical shortage of emergency, transitional, and long-term housing. Implementing a Case Management Program will track each homeless individual's encounters, resources, and housing goals, coordinated with countywide HMIS programming, stabilizing transitions from temporary to permanent housing with up to eighteen months of support. Securing funding for new facilities and forming regional partnerships will increase housing availability. Operational funding will ensure essential services like skills training, education, social rehabilitation, addiction counseling, clinical services, family reuni/f_ication assistance, and transportation are provided, enhancing community stability and well-being. 16 FOR HOMELESSNESS STRATEGIES
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OVERALL
August 2024
Mayor’s Council on Homelessness (1.1):/uni00A0Form the council, identifying and inviting key community leaders and experts. Resources Optimization (1.2):/uni00A0 Audit current resources and update the city website with current information and contact details. Manage Resources (1.3):/uni00A0Identify and establish partnerships with relevant organizations. Outreach (1.4):/uni00A0Launch the Homeless Solutions System and restructure outreach team strategies.

Management Participant Services (2.1):/uni00A0Select and procure the appropriate online database system. Wrap-around Services (2.2):/uni00A0Identify and establish regional partnerships with relevant organizations. New Housing Facilities (3.1):/uni00A0Form regional partnerships with public and private entities. Secure initial funding and identify potential sites for new housing facilities.

Housing-Focused Case Management (3.2):/uni00A0Identify, select, and contract case management staﬀ for emergency transitional housing facility.

September 2024
Resources Optimization (1.2):/uni00A0Continue auditing current resources.

Manage Resources (1.3):/uni00A0Continue identifying and establishing partnerships. Outreach (1.4):/uni00A0Continue launching the Homeless Solutions System and restructuring outreach team strategies. Management Participant Services (2.1):/uni00A0Continue selecting and procuring the online database system. Wrap-around Services (2.2):/uni00A0Continue identifying and establishing regional partnerships with relevant organizations.

October 2024
Mayor’s Council on Homelessness (1.1):/uni00A0Hold the inaugural meeting to outline goals, roles, and responsibilities. Resources Optimization (1.2):/uni00A0 Launch public awareness campaigns to educate the community about homelessness and available resources. Manage Resources (1.3):/uni00A0Develop and launch an internet-based tool for real-time resource information.

Management Participant Services (2.1):/uni00A0Develop and customize the database to meet the speci/f_ic needs of Fontana's homeless services.

Wrap-around Services (2.2):/uni00A0Develop communication channels and protocols to ensure uniform care. Housing-Focused Case Management (3.2):/uni00A0Begin to initiate contact with 100% of unhoused individuals within the city of Fontana.
17 November 2024
Manage Resources (1.3):/uni00A0Continue developing and launching the internet-based tool for real-time resource information. Outreach (1.4):/uni00A0Train outreach teams on housing-oriented eﬀorts, motivational interviewing, and trauma-informed care. Management Participant Services (2.1):/uni00A0Continue developing and customizing the database. Wrap-around Services (2.2):/uni00A0Train case management staﬀ in trauma-informed care and motivational interviewing. Housing-Focused Case Management (3.2):/uni00A0Continue contacting unhoused individuals.

December 2024
Manage Resources (1.3):/uni00A0Implement the appropriate system or software for coordination. Outreach (1.4):/uni00A0Continue training outreach teams. Management Participant Services (2.1):/uni00A0Train dedicated personnel on the use and management of the database. Wrap-around Services (2.2):/uni00A0Continue training case management staﬀ. Housing-Focused Case Management (3.2):/uni00A0Continue contacting unhoused individuals.

January through May 2025
Outreach (1.4):/uni00A0Continue training outreach teams. Management Participant Services (2.1):/uni00A0Launch the database and begin pilot testing with a small group of users. Wrap-around Services (2.2):/uni00A0Expand outreach eﬀorts to contact the entire homeless population. Housing-Focused Case Management (3.2):/uni00A0Continue contacting unhoused individuals.

June 2025
Outreach (1.4):/uni00A0Continue training outreach teams. New Housing Facilities (3.1):/uni00A0Begin construction of the 24-hour managed care navigation center and emergency shelter. Housing-Focused Case Management (3.2):/uni00A0Continue contacting unhoused individuals.

Ongoing (July 2025 and onward)
Mayor’s Council on Homelessness (1.1):/uni00A0Host meetings quarterly or as frequently as required to ful/f_ill the mission of the committee. Prepare annual recommendations for City Council consideration for necessary adjustments to the Action Plan. Resources Optimization (1.2):/uni00A0Continuously update the website and hold regular community engagement events. Manage Resources (1.3):/uni00A0Regularly monitor and manage the system, adjusting as necessary to improve eﬃciency. Outreach (1.4):/uni00A0Coordinate with third-party organizations for consistent resource and case management, conducting regular evaluations to enhance outreach eﬀectiveness. Wrap-around Services (2.2):/uni00A0Continuously monitor and enhance outreach strategies, ensuring eﬀective case management for those with mental illness, developmental disabilities, and chronic health conditions. Community Stabilization (2.3):/uni00A0Identify households at imminent risk of homelessness and scale prevention programs. Develop and implement diversion programs. Secure funding for permanent supportive housing and emergency housing units. Provide continuous case management for at-risk individuals and families, monitoring and adjusting strategies as needed. Individual Safety (2.4):/uni00A0Collaborate with San Bernardino County to support the implementation of Laura's Law, Care Court, and conservatorships. Train city personnel on the speci/f_ics of these programs and their roles in supporting them. Monitor the impact of these initiatives, making necessary adjustments to improve outcomes and public safety. New Housing Facilities (3.1):/uni00A0Continuously secure funding and identify potential sites for new housing facilities. Housing-Focused Case Management (3.2):/uni00A0Continuously monitor and update the database, re/f_ining the program based on feedback and outcomes, and ensuring sustained support for transitioning individuals from temporary to permanent housing. 18 THE IMPACT
The implementation of this plan signals a strengthened period for Fontana's homeless services system at a time when bold action is more critical than ever. It demands expanded coordination, data-informed decision-making, and collective impact approaches. Tremendous eﬀort, new partnerships, and innovative strategies involving the entire community will be essential. The unwavering commitment of partners and service providers to do "whatever it takes" will oﬀer life-changing support that many individuals have never experienced. In the coming year, Fontana will seize numerous funding opportunities to address homelessness, as detailed in the appendix with additional data and funding strategies. By building on existing strengths, scaling successful programs, integrating services, and coordinating community eﬀorts, we will reduce both the number of individuals and families experiencing homelessness and the duration of their homelessness. This comprehensive plan will signi/f_icantly enhance public safety and improve the quality of life for all residents, setting a precedent for neighboring cities. Through these concerted eﬀorts, Fontana will foster a compassionate and proactive approach to housing and social services, ultimately contributing to the overall well-being and prosperity of the entire region.

THE IMPACT

NA TIONAL BEST PRACTICES
Communities nationwide are implementing best practices identi/f_ied by entities such as the U.S. Interagency Council on Homelessness and the National Alliance to End Homelessness to optimize their homeless response systems. Key elements supported by evidence-based research include:

These elements were considered in developing the proposed city-wide strategies and activities outlined in the plan. • Coordinated Entry System (CES)
• Prevention, diversion, and problem-solving resources
• Crisis response focused on rehousing participants
• Permanent housing opportunities for those exiting homelessness • A robust, diverse workforce re/f_lective of participants and inclusive of partners with lived expertise • Quality Homeless Management Information System (HMIS) data with comprehensive participation and cross-jurisdictional planning
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/gid00064/gid00070/gid00070/gid00081/gid00068/gid00082/gid00082/gid00072/gid00085/gid00068/gid00001/gid00079/gid00075/gid00064/gid00077/gid00001/gid00083/gid00078/gid00086/gid00064/gid00081/gid00067/gid00082/gid00001/gid00068/gid00077/gid00082/gid00084/gid00081/gid00072/gid00077/gid00070/gid00001/gid00064/gid00001/gid00065/gid00081/gid00072/gid00070/gid00071/gid00083/gid00068/gid00081/gid00001/gid00069/gid00084/gid00083/gid00084/gid00081/gid00068/gid00001/gid00069/gid00078/gid00081/gid00001/gid00078/gid00084/gid00081/gid00001/gid00066/gid00078/gid00076/gid00076/gid00084/gid00077/gid00072/gid00083/gid00088/gid00015

QUICK FACTS
Fontana, having the fourth highest point-in-time count homeless population in San Bernardino County, identi/f_ied a total of 301 homeless individuals in 2024.
2024 Point-In-Time Count Data
This represents an increase from the 2023 count, which reported a total of 240 homeless individuals, all of whom were unsheltered.

In 2024, among the 301 homeless, 260 were unsheltered, living in places not meant for habitation.

The remaining 41 individuals were considered sheltered; of these, 13 were in emergency shelters, while 28 were residing in transitional housing facilities.

This data highlights the growing scope of homelessness in Fontana, emphasizing the need for continued eﬀorts and resources to address this critical issue.
22 23
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FONTANA POLICE DEPARTMENT &

HOMELESS OUTREACH SUPPORT TEAM FACTS
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7,124
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INTERACTIONS
842
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UNSHEL TERED INDIVIDUALS

HOUSING
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UNSHEL TERED INDIVIDUALS

ORIGIN/STATE
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PROGRAMS
IMPROVEMENT2UNSHEL TERED
/gid00066/gid00064/gid00082/gid00068/gid00075/gid00078/gid00064/gid00067 ACTIVE
14 /gid00078/gid00069/gid00001/gid00077/gid00068/gid00086/gid00001/gid00071/gid00078/gid00076/gid00068/gid00075/gid00068/gid00082/gid00082/gid00001/gid00072/gid00077/gid00083/gid00064/gid00074/gid00068

EVERY MONTH

AVERAGE
20 ADDRESSING RACIAL AND SOCIAL EQUITY
The City of Fontana has a growing population of nearly 225,000 residents, 73% of whom identify as Hispanic. 26% of the population is foreign born and 55% of households report that a language other than English is spoken at home. This is quite the departure from the segregated Fontana of the 1950s-70s. But that doesn’t necessarily mean that race is not a contributing factor to the challenge of homelessness.

Examining the Point-In-Time-Count statistics, three of the traits for homeless population that are inconsistent with census data in general were 1) History of Incarceration (30.5%), 2) History of Mental Health disability (21.3%), & 3) Foster Care (16.1%).

The racial inequities related to incarceration in California are signi/f_icant. According to the California Budget and Policy Center, Black individuals are incarcerated at race 3 to 4 times higher than wide individuals according to the California Budget and Policy Center. Despite various justice reforms, these disparities have persisted and even widened with Black and Latino individuals continuing to be incarcerated at proportionately higher rates. Although this issue is not unique to the City of Fontana, and its residence, the cities proximity to the W. Valley Detention Center in Rancho Cucamonga may result in a unique impact on our community, potentially increasing local visibility of these in equities and aﬀecting social dynamics.

To properly address homelessness and its root causes, it is essential to recognize the impact of historical biases and inequities. These biases may contribute to homelessness in Fontana today. Discrimination is not always conscious, explicit, or readily visible, but it can result in adverse health consequences, mental health challenges, and unstable living conditions. These inequities frequently create a harmful scenario of providing too little support for some individuals while providing too much support for others, creating a dependency. .

Both scenarios result in further disenfranchising the individual, which has tremendous personal and societal cost. Providing the appropriate level of a social safety net can only be done through focused and unbiased attention to the individual, regardless of racial or ethnic background. Ending homelessness by creating a population dependent upon public services in perpetuity is not a sustainable model, for the individual experiencing homelessness, or for the agency providing the service.

This plan will include a racial equity approach, which recognizes that lower income groups and those without access to aﬀordable homes are more often people of color. Through this action plan, we hope to speci/f_ically address the needs of the individual. This focused attention will allow all individuals aﬀected by homelessness the opportunity to achieve similar outcomes, ultimately empowering them with the opportunity to live life independently when appropriate and possible.

TO ENSURE SOCIAL EQUITY, THE PLAN MUST:

ANALYZE THE SYSTEM DATA:

Examine selected homeless response system policies, procedures, and related data to identify areas to improve equitable access and use of homelessness assistance and to serve as a template for further community-wide conversations.

INCLUDE PEOPLE WITH LIVED HOMELESS EXPERIENCE IN A MEANINGFUL WAY:

Ensure that people that have experienced homelessness are included at all levels of system planning conversations.

EDUCATE:

A cultural humility approach can increase the ability to see from each other’s viewpoints, understand each other’s backgrounds, and ultimately work together more respectfully and collaboratively. By ensuring that case managers and caregivers understand racial and cultural inequities exist, the system can be restructured to ensure equal opportunities exist for positive life outcomes for all people in the City of Fontana. 24 HOUSING FIRST

CONCLUSION
California's "Housing First" policies are designed to address homelessness by providing stable housing as a primary step. The key tenants of the Housing First initiative are to provide immediate access to housing by reducing the barriers to housing entry, providing emphasis on permanent housing options, and maintaining appropriate and customized services for those bene/f_itting from the housing programs. This action plan, while supportive of, and fully compliant with, California’s Housing First policy, attempts to /f_ill the gaps by implementing accountability standards for service providers and program participants.

Housing First policies focus on providing housing often without addressing underlying issues such as substance abuse, mental health problems, or unemployment. This plan recognizes that without tackling these root causes, individuals may not be able to maintain stable housing in the long term.

Housing First policies are sometimes seen as fostering dependency by providing housing without requiring individuals to take steps to improve their situation, such as seeking employment or treatment for substance abuse. This plan encourages personal responsibility and self-suﬃciency, integrating mandatory participation in services as a condition for remaining in service programs. While Housing First policies oﬀer a compassionate and potentially eﬀective /f_irst step to addressing homelessness, this plan incorporates a balanced approach that considers the needs and circumstances of diﬀerent homeless populations.

The actions and strategies outlined in this plan primarily target unsheltered homelessness but are foundational for addressing homelessness among all individuals that may experience homelessness in their lifetime, whether brief or chronic. This approach recognizes the interconnectedness of diﬀerent forms of homelessness and the need for holistic solutions.

Rapid placement into permanent housing is a key strategy. This approach aims to provide individuals experiencing homelessness with stable housing as quickly as possible, recognizing that housing stability is foundational to addressing other needs and challenges.

Addressing supportive service based on the individual’s need may require permanent support to maintain housing stability. Individuals may require long-term case management to facilitate access to healthcare, employment assistance, mental health services, and substance abuse treatment.

Implementing the Homeless Action Plan will require unprecedented leadership, teamwork, and discipline on the part of the city. This underscores the importance of collaboration among various stakeholders, including government agencies, service providers, community organizations, and residents.

Funding availability and strategic allocation for prevention and homeless services are critical ingredients for developing a comprehensive approach to preventing and ending homelessness. Success of plan implementation will require allocation of resources eﬃciently and eﬀectively to maximize impact and achieve desired outcomes. This program is not a handout but a hand-up for those seeking to improve their lives despite facing various challenges, including mental health issues and job loss. It will be strict on metrics and performance, holding service providers, and service recipients accountable.

The city is making signi/f_icant investments to ensure the success and integrity of this initiative.

The Homeless Action Plan for the City of Fontana emphasizes a comprehensive, coordinated, and community-wide approach to preventing and ending homelessness. By focusing on rapid housing placement, supportive services, targeted assistance, leadership, teamwork, funding availability, and equitable prevention eﬀorts, the city aims to achieve better outcomes for all residents, especially those experiencing homelessness. 25 ACKNOWLEDGEMENTS
The City of Fontana Homeless Strategic Action Plan was developed through a highly collaborative and comprehensive team eﬀort. While many people participated in the process, a group of team members made signi/f_icant contributions to the plan and/or provided critical subject matter expertise and data.

This plan would not have been possible without the participation and testimonials of individuals eﬀected by homelessness and front-line staﬀ who work in Fontana’s homeless response system every day.

City of Fontana
Mayor Acquanetta Warren
Mayor Pro Tem Peter A. Garcia
Council Member John B. Roberts
Council Member Jesse Sandoval
Council Member Phillip W. Cothran
City Manager Matt Ballantyne
Deputy City Manager Philip Burum
Homeless Solutions Manager Lanea Coleman
Housing Development Manager Valerie Gonzales
Communications & Marketing Manager Monique Carter
Fontana Police Department Homeless
Outreach & Multiple Enforcement Team
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Chief of Police Michael Dorsey
Captain James Burton
Lieutenant Raul Fileto
Sgt. Jon VanTuinen
Oﬃcer Christie Tomicic
Oﬃcer Mike Hall
Supportive Organizations
San Bernardino County Board of Supervisors
San Bernardino County Department of Behavioral Health Department San Bernardino County Probation Department
San Bernardino County Fire Department
Pursuit 360 Strategies
Water of Life Church
City Link
26 27

COUNCIL MEMBER
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COUNCIL MEMBER
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COUNCIL MEMBER
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MAYOR PRO TEM
/gid00049/gid00038/gid00053/gid00038/gid00051/gid00001/gid00034/gid00015/gid00001/gid00040/gid00034/gid00051/gid00036/gid00042/gid00034 CITY OF FONTANA | 8353 SIERRA AVENUE FONTANA, CA 92335 | /parenleft.cap909/parenright.cap 350/hyphen.cap7600 | WWW.FONTANACA.GOV

Fontana City CouncilJuly 23, 2024

Fontana City Council
July 23, 2024