Agenda packet — Glendale City Council, April 15, 2025 (part 1 of 2)

A G E N D A

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
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APRIL 15, 2025

ROLL CALL

1. CLOSED SESSION
– 1:00 PM
( To Commence at 3:00 PM)
a.

Conference with Real Property Negotiators: City-designated negotiators: Roubik Golanian, Bradley Calvert, Michael J. Garcia, Gillian Van Muyden, Mark Berry and Onnig Bulanikian. Property Location: 220 and 234-236 North Glendale Avenue and 215-217, 223-225, 231-231A, and 233-235 North Everett Street. Negotiating Parties:

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Gateways Hospital and Mental Health Center. Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property b.

Conference with Real Property Negotiators: City-designated negotiators: Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, Bradley Calvert, Onnig Bulanikian and Mark Berry. Property Location No. 2: 1000 S. Central Avenue.

Negotiating Parties, Aria Investments, LLC. Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property c.

Conference with Legal Counsel – Existing Litigation: Central BWB LLC v. City of Glendale et al., L.A.S.C. Case No. 25STCP01018; Central BWB LLC v. City of Glendale et al., L.A.S.C. Case No. 25STCP01018
d.

Public Employment – Attorneys
e.

Conference with Legal Counsel – Existing Litigation: Najarian v. City of Glendale, L.A.S.C. Case No. 24STCP02101; Claim of Najarian, No. 25-0009

2. REGULAR BUSINESS AGENDA
– 6:00 PM
Roll Call
a.

Flag Salute: Mayor Elen Asatryan
b.

Invocation: Dr. Suzie Abajian, City Clerk
c.

Report of the City Clerk, re: Posting of Agenda. The Agenda for the April 15, 2025 Regular Meeting of the Glendale City Council was Posted on April 11, 2025, on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a.

Agenda Preview for the Meetings of Tuesday, April 22, 2025 b.

Proclamation Designating April 22, 2025, as Earth Day
c.

Proclamation Designating April 13-19, 2025, as National Public Safety Telecommunicators Week
d.

The Valley Economic Alliance (VEA) to present a certificate outgoing mayor (in the valley region) to Mayor Asatryan
e.

Proclamation for National Lineman Appreciation Day on April 18, 2025 f.

Outgoing Mayor’s Comments
g.

Selection of a New Mayor
h.

New Mayor’s Comments
i.

Nominations for Appointment
•
Alen Malekian, Planning Commission (Seat 4 – Vacant) (Kassakhian (A)/Asatryan (B), 4/1/2025)
•
Allan Durham, Historic Preservation Commission (Seat 4 – Vacant) (Kassakhian (A)/Gharpetian (B), 4/1/2025)
•
Andre Ordubegian, Transportation and Parking Commission (Seat 4 – Replacing Lester) (Kassakhian (A)/Gharpetian (B), 4/1/2025)
•
Anita Quinonez-Gabrielian, Community Development Block Grant Advisory Committee (Seat 4 – Reappointment of Quinonez-Gabrielian) (Kassakhian (A)/Najarian (B), 4/1/2025)

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•
Aram Stepanian, Building and Fire Board of Appeals (Seat 1 – Vacant) (Asatryan (A)/Kassakhian (B), 4/1/2025)
•
Armik Avedisian, Community Development Block Grant Advisory Committee (Seat 3 – Vacant) (Gharpetian (A)/Kassakhian (B), 4/1/2025) •
Christopher Welch, Design Review Board (Seat 5 – Vacant) (Najarian (A)/Brotman (B), 4/1/2025)
•
Cole Bazemore, Sustainability Commission (Seat 4 – Vacant) (Kassakhian (A)/Brotman (B), 4/1/2025)
•
Danielle Lockareff, Design Review Board (Seat 2 – Reappointment of Lockareff) (Brotman (A)/Kassakhian (B), 4/1/2025)
•
Denise Miller, Audit Commission (Seat 4 – Vacant) (Kassakhian (A)/Asatryan (B). 4/1/2025)
•
Haig Kartounian, Sustainability Commission (Seat 5 – Replacing Werner) (Najarian (A)/Gharpetian (B), 4/1/2025)
•
Hakop Jack Mavyan, Audit Committee (Seat 1 – Replacing Belen) (Asatryan (A)/Gharpetian (B), 4/1/2025)
•
Henrik Sardarbegian, Parks, Recreation & Community Services Commission (Seat 3 – Reappointment of Sardarbegian) (Gharpetian (A)/Kassakhian (B), 4/1/2025)
•
Inessa Kasumyan, Arts and Culture Commission (Seat 5 - Vacant) (Najarian (A)/Asatryan (B), 4/1/2025)
•
Izabela Boyajyan, Design Review Board (Seat 4 – Vacant) (Kassakhian (A)/Asatryan (B), 4/1/2025)
•
Joseph Kaskanian, Design Review Board (Seat 1 – Reappointment of Kaskanian) (Asatryan (A)/Gharpetian (B), 4/1/2025)
•
Lea Awni, Community Development Block Grant Advisory Committee (Seat 2 - Vacant) (Brotman (A)/Gharpetian (B), 4/1/2025)
•
Lisa Cusack, Historic Preservation Commission (Seat 5 – Vacant) (Najarian (A)/Kassakhian (B), 4/1/2025)
•
Mark Marat Hay, Arts and Culture Commission (Seat 3 – Replacing Zadorian) (Gharpetian (A)/Kassakhian (B), 4/1/2025)
•
Ramella Markarian, Commission on the Status of Women (Seat 4 – Vacant) (Kassakhian (A)/Gharpetian (B), 4/1/2025)
•
Rondi Werner, Sustainability Commission (Seat 1 – Vacant) (Asatryan (A)/Kassakhian (B), 4/1/2025)
•
Seda Khojayan, Commission on the Status of Women (Seat 5 – Vacant) (Najarian (A)/Kassakhian (B), 4/1/2025)
•
Sevana Zadorian, Arts and Culture Commission (Seat 4 – Vacant) (Kassakhian (A)/Najarian (B), 4/1/2025)
•
Shana Bonstin, Transportation and Parking Commission (Seat 5 – Replacing Ordubegian) (Najarian (A)/Kassakhian (B), 4/1/2025)
•
Shant Tchakerian, Sustainability Commission (Seat 3 – Replacing Kartounian) (Gharpetian (A)/Asatryan (B), 4/1/2025)
•
Varoojan Avedian, Glendale Water and Power Commission (Seat 3 – Replacing Lowery) (Gharpetian (A)/Asatryan (B), 4/1/2025)
•
Zanku Armenian, Glendale Water and Power Commission (Seat 1 – Vacant) (Asatryan (A)/Kassakhian (B), 4/1/2025)
•
Zareh Amirian, Parks, Recreation & Community Services Commission (Seat 4 – Vacant) (Kassakhian (A)/Najarian (B), 4/1/2025)

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City Clerk, re: Minute of the City Council Meeting of March 18, 2025 and Special City Council and Regular City Council Meeting of April 1, 2025 b.

Glendale Water and Power, re: Professional Services Agreement (PSA) with Eagle Aerial Solutions (EAS) to Conduct a Comprehensive Analysis on all Dedicated Irrigation Meters and Mixed-Use Meters

1. Motion authorizing the City Manager, or his designee, to enter into and execute a Professional Services Agreement (PSA) with Eagle Aerial Solutions to conduct a comprehensive analysis on all dedicated irrigation meters and mixed-use meters in the not-to-exceed amount of $156,710
c.

Public Works, re: Citywide Facility Painting Project

1. Resolution adopting Specification No. 3997 for the Citywide Facility Painting Project and directing the City Clerk to advertise for bids
d.

Public Works, re:

Adopt Plans and Specification for Pacific Park/Edison Elementary School Artificial Turf Replacement Project

1. Resolution adopting the Plans and Specification for the Pacific Park/Edison Artificial Turf Replacement Project, No. 4016; and directing the City Clerk to advertise for bids e.

Community Services and Parks, re: Approval of the Proposed Sub-recipient Funding Awards for the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 5

1. Motion to approve the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 5 proposed sub-recipient funding awards, as recommended by the Continuum of Care (CoC) Board, and authorize the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funding
f.

Community Services and Parks, re: Elderly Nutrition Program Amendment No. 2 with Los Angeles County Aging and Disabilities Department for FY 2024-2025.Elderly Nutrition Program Amendment No. 2 with Los Angeles County Aging and Disabilities Department for FY 2024-2025

1. Motion to accept $58,400 in Elderly Nutrition Program (ENP) baseline Net County Cost (NCC) and One-time-Only (OTO) funding from Los Angeles County Aging and Disabilities Department (AD) for the FY 2024-2025 ENP; and authorize the City Manager or a designee to execute Amendment No. 2. of the Subaward ENP242505 period July 2024 – June 2025 to accept and implement funding

2. Resolution of Appropriation to appropriate:
a. $39,900 in NCC funding to C2 Home Delivered Meals Program b. $18,500 in OTO funding to C2 Home Delivered Meals Program

Community Development, re:

Declaration of Certain City-owned properties as
“Exempt Surplus” from the Surplus Land Act (“SLA”) – revised resolution

1. Resolution finding and declaring certain City-owned properties are exempt from the Surplus Land Act
h.

Police Department, re:

Amended and Restated Professional Services Agreement
with Vital Medical Services LLC for medical services extending the term for one

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year beginning on July 1, 2025

1. Motion authorizing the City Manager, or a designee, to execute an Amended and Restated Professional Service Agreement with Vital Medical Services LLC, to extend the term for one year beginning on July 1, 2025 at a cost of $627,698 for a not-to- exceed amount of $5,107,924
i.

Community Development, re:

Use of City Days at the Alex Theatre: Armenia Fund
presents Artsakh State Dance Ensemble’s First U.S. Concert

1. Council motion to approve use of one of twelve annual City Days at the Alex Theatre for Armenia Fund’s presentation of the Artsakh State Dance Ensemble’s First U.S.

Concert on May 16, 2025

5. CITY COUNCIL/STAFF COMMENTS

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes; 5-Speaker Limit) Per Mayor Policy, This Item Also Permits Speakers Wishing to Speak Under General Oral Communications, Subject to the Three Minute Time Limit. Discussion is Limited to Matters Not on the Agenda.

7. ADOPTION OF ORDINANCES

8. ACTION ITEMS
a.

Public Works, re:

Authorization to Submit Request to the Los Angeles County Metropolitan Transportation Authority (Metro) for Included Municipal Operator designation

1. Motion authorizing the City Manager, or a designee, to submit a request to Metro for Included Municipal Operator designation for the City of Glendale b.

City Attorney, re: Nomination and Appointment of Individuals to Fill Available Positions on the Building & Fire Board of Appeals and the Historic Preservation Commission

9. HEARINGS
a.

Fire Department, re: Public Hearing for the 2025 Annual Weed Abatement Program

1. Motion to approve Abatement order directing the Agricultural Commissioner/Director of Weights and Measures to abate the nuisance on each declared parce

10. REPORTS - INFORMATION

11. WRITTEN COMMUNICATIONS

12. DISCUSSION OF COUNCILMEMBER FUTURE AGENDA REQUESTS
a.

Mayor Asatryan’s request to agendize a discussion directing the Arts and Culture Commission to release a Request for Proposals for a public artwork of "Tatik and Papik" on Artsakh Avenue

13. ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Each Speaker is Allowed 5 minutes.

Council May Question or Respond to The Speaker But There Will be no Debate or Decision.

The City Manager May Refer the Matter to the Appropriate Department for Investigation and Report

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14. NEW BUSINESS

15. ADJOURNMENT

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Alen Malekian, AIA, NCARB
Principal - President
Malekian & Associates
Proﬁle
Alen Malekian has been a valued resident of Glendale for over 42 years and has served as a Design Review Commissioner for the city for more than 16 years. As the founder of Malekian and Associates for over 35 years, he has played a signiﬁcant role in the community, applying his architectural skills to beneﬁt his clients and contribute to local development. Since founding the ﬁrm in 1997, Alen has focused on innovave and praccal design soluons. Under his leadership, the team at Malekian and Associates has excelled in delivering creave architectural and interior design, space planning, and engineering services. The ﬁrm is renowned for its integrated soluons across various sectors, including commercial, instuonal, and corporate projects throughout California.

Mission
Our mission is to enhance the quality of life through innovave design, delivering reliable, accurate, and mely services. We aim to add value to communies and workplaces by fostering a collaborave design process and exceeding client expectaons.

Service Approach
Malekian & Associates is commied to delivering technically sound, innovave projects that adhere to budget and schedule constraints. We maintain strong, long-term client relaonships through aenve service and a parcipatory design process, leveraging BIM capabilies and 3D renderings to facilitate client vision and project modiﬁcaons.

Management
Our ﬁrm comprises experienced architects, designers, engineers, and contractors with over 200 years of combined experience. Each project is led by a principal-in-charge who ensures direct client engagement and oversight throughout the project lifecycle. Our successful track record includes a diverse porolio of corporate, public, private, and instuonal projects.

Professional Experience
Malekian & Associates
Principal - President
1997 - Present
• Established and grew a successful architectural ﬁrm specializing in planning, building design, engineering, and construcon management.
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•
•
Oversaw hundreds of projects including commercial, retail, industrial, and public works facilies across California.

Engaged in community service and local government, contribung to design guidelines and serving as a Design Review Commissioner.

Educaon & Cerﬁcaons
•
•
•
•
•
•
Bachelor of Architecture, Woodbury University, 1993
State of California Licensed Architect, C38560
Licensed General Contractor, B920911
Member, Naonal Council of Architectural Registraon Boards (NCARB) Member, American Instute of Architects (AIA), Naonal and Local Chapters Member, Internaonal Code Council (ICC)
Community Involvement
•
•
City of Glendale Design Review Commissioner (2003 - 2019) Contributor, Comprehensive Design Guidelines for City of Glendale Publicaons & Recognions
Several citaons of projects as design examples in the Comprehensive Design Guidelines for the City of Glendale (pages 55, 57, 60, 61)
•
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3501 Ocean Vie w
Montros e, CA91020
Remodel and renovation of existing
abandoned Cleaners. Completed 2010
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Be fore
Proposed
1150 N . Brand Blvd.

Glendale, CA91202
Remodel of existing Retail
Store to Dental office.

Completed 2012
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Completed Projects Outside of
City of Glendale
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Duley Road
ElSegundo, CA
Creative Office Park
Completed 2018
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M I N U T E S
SPECIAL MEETING: GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
APRIL 1, 2025
The Special Public Meeting of the Glendale City Council convened in the City Chambers, in said City, at 2:50 P.M., on the above date, pursuant to a call for such meeting signed by the City Clerk of the City Council, and on file with the City Clerk, a copy of which is as follows:

March 28, 2025
Date
Written Notice of said meeting was given, which Notice consisted of a copy of the foregoing Call, and was served on each Member of the Council not joining in the Call, and upon the in said City not less than 24 hours before the time fixed in said Call for said meeting, as follows:

Upon Dan Brotman at 5:00 p.m. March 28, 2025 Glendale, CA Upon Vartan Gharpetian at 5:00 p.m. March 28, 2025 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. March 28, 2025 Glendale, CA Upon Ara Najarian at 5:00 p.m. March 28, 2025 Glendale, CA Upon Elen Asatryan at 5:00 p.m. March 28, 2025 Glendale, CA Mayor Asatryan called the meeting to order at 2:50 P.M..

ROLL CALL
- All Present
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, April 1, 2025 Special Public Meeting of the City Council was posted on March 28, 2025, on the Bulletin Board Outside City Hall.

A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 2:00 PM on Tuesday, April 1, 2025, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1. Community Development, re: Annual Report on the Status of the General Plan Presenting:

Vilia Zemaitaitis, Deputy Director of Community Development Teresa Santilena, Principal Planner
Staff Comments:

Roubik Golanian, City Manager
Bradley Calvert, Director of Community Development
a. Motion Accepting the Annual Progress Report on the Status of the General Plan, in accordance with State law, and Noting and Filing Same
Moved: Kassakhian Seconded: Brotman
Vote as Follows:

ADJOURNMENT - 3:40 P.M.

Moved: Kassakhian Seconded: Gharpetian
Ayes:

Noes:

Absent:

Abstain:

City Clerk of the City of Glendale
Mayor of the City of Glendale
Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
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1 M I N U T E S

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
APRIL 1, 2025
ROLL CALL – All Present

1.CLOSED SESSION – 3:43 P.M.
a.Conference with Legal Counsel – Existing Litigation: Najarian v. City of Glendale, L.A.S.C. Case No. 24STCP02101; Claim of Najarian, No. 25-0009 b.Conference with Legal Counsel – Existing Litigation: Sanchez v. City of Glendale, L.A.S.C. Case No. 23GDCV00701
c.Conference with Legal Counsel – Existing Litigation: Godinez v. City of Glendale, L.A.S.C. Case No. 23GDCV00684
d.Conference with Legal Counsel – Existing Litigation: Central BWB LLC v. City of Glendale et al., L.A.S.C. Case No. 25STCP01018 e.Public Employment – Attorneys
f.Conference with Real Property Negotiators: City-designated negotiators:

Roubik Golanian, Bradley Calvert, Michael J. Garcia, Gillian Van Muyden, Mark Berry and Onnig Bulanikian. Property Location: 220 and 234-236 North Glendale Avenue and 215-217, 223-225, 231-231A, and 233-235 North Everett Street. Negotiating Parties: Gateways Hospital and Mental Health Center. Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property
g.Conference with Real Property Negotiators. 135-190 West Glenoaks Blvd. (APNs: 5644-013-905, 907, 914, 915, 917, 919, 921, 923, 924, 929, 930, 934, 935, and 936) and the landscaped public right-of-way of approximately 18,878 square feet located between Glenoaks Boulevard and the Verdugo Wash between Brand Boulevard and Central Avenue, all commonly referred to as the “Verdugo Wash/Glenoaks ROW Parcels.” Negotiating parties:

Kam Sang Company, Inc.. Agency negotiators attending the closed session are: Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, Bradley Calvert, and Mark Berry. Instructions to the negotiator(s) will concern the price and terms for the sale of City-owned property
h.Conference with Real Property Negotiators: City-designated negotiators:

Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, and Daniel Hernandez. Property Location: 1745 Gardena Ave. Negotiating Parties: Silverglen Properties, LLC. Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property i.Conference with Real Property Negotiators: City-designated negotiator:

Bradley Calvert. Negotiating Party: Events at Eden. Property: 1401 N.

Verdugo Road. Instructions to the negotiator(s) will concern the price and terms of payment for the lease of the City-owned Civic Auditorium Chief Assistant City Attorney, Gillian van Muyden, indicated that action is anticipated on Items B, C, and E.
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2 Council recessed to closed session at 3:44:P.M.

2.REGULAR BUSINESS AGENDA – 6:05 PM
Roll Call – All Present
a.Flag Salute: Mayor Elen Asatryan
b.Invocation: Western Diocese of the Armenian Church, Reverend Father Zaven Markosyan and Western Prelacy of the Armenian Church, Reverend Father Movses Shannakian
c.Report of the City Clerk, re: Posting of Agenda. The Agenda for the April 1, 2025 Regular Meeting of the Glendale City Council was Posted on March 28, 2025, on the Bulletin Board Outside City Hall.

3.PRESENTATIONS AND APPOINTMENTS
a.Agenda Preview for the Meetings of Tuesday, April 8, 2025 Cancellation of the Regular Tuesday, April 8, 2025 City Council Meeting. The next Regular City Council Meeting will be held on Tuesday, April 15, 2025. b.Proclamation Designating April 2025, as Armenian Heritage Month Karekin Khanjian Co-Chair of Armenian Genocide Committee Gary Khanjian, Co-Chair of Armenian Genocide Committee
Mehran Khatchadorian, Committee member with the Armenian Genocide Committee
c.Proclamation Designating the week of April 7-13, 2025, as Food Waste Prevention Week
Dr. Zola Acuyan, Dean of Student Affairs at Glendale Community College Roubik Golanian, City Manager
d.Proclamation Designating April 6-12, 2025, as National Library Week Lessa Pelayo-Lozada, Director of Library, Arts & Culture Joan Zierhut Library, Arts & Culture Trust President
e.Nominations for Appointment:
•Alen Malekian, Planning Commission (Seat 4 – Vacant) (Kassakhian (A)/Asatryan (B), 4/1/2025)
•Allan Durham, Historic Preservation Commission (Seat 4 – Vacant) (Kassakhian (A)/Gharpetian (B), 4/1/2025)
•Andre Ordubegian, Transportation and Parking Commission (Seat 4 – Replacing Lester) (Kassakhian (A)/Gharpetian (B), 4/1/2025)
•Anita Quinonez-Gabrielian, Community Development Block Grant Advisory Committee (Seat 4 – Reappointment of Quinonez-Gabrielian) (Kassakhian (A)/Najarian (B), 4/1/2025)
•Aram Stepanian, Building and Fire Board of Appeals (Seat 1 – Vacant) (Asatryan (A)/Kassakhian (B), 4/1/2025)
•Armik Avedisian, Community Development Block Grant Advisory Committee (Seat 3 – Vacant) (Gharpetian (A)/Kassakhian (B), 4/1/2025)
176 of 379

3 •Christopher Welch, Design Review Board (Seat 5 – Vacant) (Najarian (A)/Brotman (B), 4/1/2025)
•Cole Bazemore, Sustainability Commission (Seat 4 – Vacant) (Kassakhian (A)/Brotman (B), 4/1/2025)
•Danielle Lockareff, Design Review Board (Seat 2 – Reappointment of Lockareff) (Brotman (A)/Kassakhian (B), 4/1/2025)
•Denise Miller, Audit Commission (Seat 4 – Vacant) (Kassakhian (A)/Asatryan (B). 4/1/2025)
•Haig Kartounian, Sustainability Commission (Seat 5 – Replacing Werner) (Najarian (A)/Gharpetian (B), 4/1/2025)
•Hakop Jack Mavyan, Audit Committee (Seat 1 – Replacing Belen) (Asatryan (A)/Gharpetian (B), 4/1/2025)
•Henrik Sardarbegian, Parks, Recreation & Community Services Commission (Seat 3 – Reappointment of Sardarbegian) (Gharpetian (A)/Kassakhian (B), 4/1/2025) •Inessa Kasumyan, Arts and Culture Commission (Seat 5 - Vacant) (Najarian (A)/Asatryan (B), 4/1/2025)
•Izabela Boyajyan, Design Review Board (Seat 4 – Vacant) (Kassakhian (A)/Asatryan (B), 4/1/2025)
•Joseph Kaskanian, Design Review Board (Seat 1 – Reappointment of Kaskanian) (Asatryan (A)/Gharpetian (B), 4/1/2025)
•Lea Awni, Community Development Block Grant Advisory Committee (Seat 2 - Vacant) (Brotman (A)/Gharpetian (B), 4/1/2025)
•Lisa Cusack, Historic Preservation Commission (Seat 5 – Vacant) (Najarian (A)/Kassakhian (B), 4/1/2025)
•Mark Marat Hay, Arts and Culture Commission (Seat 3 – Replacing Zadorian) (Gharpetian (A)/Kassakhian (B), 4/1/2025)
•Ramella Markarian, Commission on the Status of Women (Seat 4 – Vacant) (Kassakhian (A)/Gharpetian (B), 4/1/2025)
•Rondi Werner, Sustainability Commission (Seat 1 – Vacant) (Asatryan (A)/Kassakhian (B), 4/1/2025)
•Seda Khojayan, Commission on the Status of Women (Seat 5 – Vacant) (Najarian (A)/Kassakhian (B), 4/1/2025)
•Sevana Zadorian, Arts and Culture Commission (Seat 4 – Vacant) (Kassakhian (A)/Najarian (B), 4/1/2025)
•Shana Bonstin, Transportation and Parking Commission (Seat 5 – Replacing Ordubegian) (Najarian (A)/Kassakhian (B), 4/1/2025)
•Shant Tchakerian, Sustainability Commission (Seat 3 – Replacing Kartounian) (Gharpetian (A)/Asatryan (B), 4/1/2025)
•Varoojan Avedian, Glendale Water and Power Commission (Seat 3 – Replacing Lowery) (Gharpetian (A)/Asatryan (B), 4/1/2025)
•Zanku Armenian, Glendale Water and Power Commission (Seat 1 – Vacant) (Asatryan (A)/Kassakhian (B), 4/1/2025)
177 of 379

4 •Zareh Amirian, Parks, Recreation & Community Services Commission (Seat 4 – Vacant) (Kassakhian (A)/Najarian (B), 4/1/2025)

4.CONSENT ITEMS (Including Minutes)
The following are Routine and May be Acted Upon by One Motion. Any Member of Council or the Audience Requesting Separate Consideration May do so by Making Such Request Before Motion is Proposed.
a.City Clerk, re: Minute of the Special City Council Meeting of March 18, 2025 Moved: Kassakhian Seconded: Brotman
Vote as Follows
b.Community Services and Parks, re: No-Cost Extension to the Agreements between the City of Glendale and Health Net, LLC, City of Glendale and L.A.

Care, and City of Glendale and Ascencia, for the Shelter Plus Care Rental Assistance Program funded by the Housing and Homeless Incentive (HHIP)

1.Motion approving a no-cost extension to the existing Agreements between the City of Glendale and Health Net, LLC, and City of Glendale and L.A.

Care, from December 31, 2024, to August 31, 2025, for the Housing and Homeless Incentive (HHIP) Program
Moved: Kassakhian Seconded: Brotman
Vote as Follows

2.Motion approving a no-cost extension to the existing Sub-recipient Agreements, (8002255 and 8002406) between the City of Glendale and Ascencia for services provided under the Shelter Plus Care Rental Assistance Program, funded by Housing and Homeless Incentive (HHIP) Program
Moved: Kassakhian Seconded: Brotman
Vote as Follows
c.Community Development, re: Use of City Days at the Alex Theatre:

Armenian Fairytale’s Annual Concert

1.Motion to approve use of one of twelve annual City Days at the Alex Theatre for Armenian Fairytale’s Annual Concert in December 2025 Moved: Kassakhian Seconded: Brotman
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
178 of 379

5 Vote as Follows
d.Community Development, re: Use of City Days at the Alex Theatre:

Horizon TV’s Celebration of Armenian Independence Day with Gohar Hovhannisyan

1.Motion to approve use of one of twelve annual City Days at the Alex Theatre for Horizon TV’s concert with Gohar Hovannisyan on May 29, 2025
Moved: Kassakhian Seconded: Brotman
Vote as Follows
e.Community Services and Parks, re: Verdugo Workforce Development Board’s Request for Approval to be the America’s Job Center of CaliforniaSM Adult and Dislocated Worker Career Services Provider for the Verdugo Workforce Development Area

1.Motion to approve submission of the Verdugo Workforce Development Board’s request to the Governor of California for approval to be the America’s Job Center of CaliforniaSM Adult and Dislocated Worker Career Services provider for the Verdugo Workforce Development Area for four years beginning July 1, 2025, through June 30, 2029
Moved: Kassakhian Seconded: Brotman
Vote as Follows
f.City Attorney, re: Findings and Conditions of Approval of DRB Case No.

PDR 002532-2023 located at 1000 Sandringham Drive for the construction of a new 2- story, 5,067 square-foot (SF) single-family dwelling with an attached 3-car garage on a vacant 31,290 SF lot located in the R1R, FAR District III Zone

1.Motion to sustain the Design REview Board’s decision of April 25, 2024, to approve the project with conditions
Moved: Kassakhian Seconded: Brotman
Vote as Follows
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian
None
None
Asatryan (recusal), Najarian (recusal)
179 of 379

6 Revised – 4G Moved To 9B

5.CITY COUNCIL/STAFF COMMENTS
Councilmember Kassakhian honored the life and service of Sergeant Edvin F. Franco, a distinguished member of the community, who tragically passed away along with other U.S. service members during a training exercise in Lithuania.

Councilmember Brotman requested that the Council reconsider the item related to staff support for Councilmembers. He proposed that this discussion take place during the upcoming budget study sessions so that any potential costs could be incorporated into the next fiscal year budget.

Councilmember Najarian expressed interest in discussing with the Council which priority items he should bring to the Metro Board in order to secure funding for the City. In response, Mayor Asatryan asked staff to compile a list of potential items to guide the conversation and help determine the City's priorities.

Councilmember Gharpetian shared reflections on recent City events he attended, including the Cesar Chavez Commemorative Event and the Soroptimist International Glendale Luncheon.

Councilmember Kassakhian addressed a public concern about trash cans in the Montrose Shopping Park lacking liners and also mentioned issues related to parking fees in that area.

Mayor Asatryan inquired about the timeline for the public artwork that was supposed to be commissioned on Artsakh Avenue and requested that the City Manager provide an update on the related RFP.

Mayor Asatryan thanked the Chamber of Commerce for hosting the State of the City luncheon and acknowledged staff for organizing the Sister Cities Kickoff. She encouraged members of the public interested in joining a Sister City Committee to visit glendaleca.gov/sistercities.

Mayor Asatryan requested the return of an item for discussion regarding events organized by organizations that are free and open to the public, specifically exploring how such events might also support small business revenue. She raised concerns about high City fees and the need to explore City partnerships with local organizations that are organizing these types of community events.

Finally, she recommended that the City of Glendale collaborate with Miles from the Alex Theatre on upcoming programming for Alex Theatre’s 100th anniversary. She expressed interest in the City participating in the planning for these centennial events. 180 of 379

7 6.COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes; 5-Speaker Limit) Per Mayor Policy, This Item Also Permits Speakers Wishing to Speak Under General Oral Communications, Subject to the Three Minute Time Limit. Discussion is Limited to Matters Not on the Agenda.

Tony Passarella
Mike Mohill

7.ADOPTION OF ORDINANCES
Agenda Out of Order – Item 9a Read Next.

8.ACTION ITEMS
a.City Attorney re: Discussion of the Current Mayoral Selection Policy Set Forth in Glendale Municipal Code Section 2.04.020 and its Application to the Upcoming Mayoral Selection on April 15, 2025
Presenting:

Mike Garcia, City Attorney
Public Comments:

Arty Rumdary
Vivian Kanchian
Staff Comments:

None

9.HEARINGS
a.Community Development, re: Adoption of Glendale General Plan's 2025 Safety Element Update – Opened at 7:05 P.M. – Closed at 7:40 P.M.

Presenting:

Vilia Zemaitaitis, Deputy Director of Long Range Planning Public Comments:

None
Staff Comments:

Roubik Golanian, City Manager
Bradley Calvert, Director of Community Development
Scott Mellon, Acting General Manager Glendale Water and Power

1.Resolution to adopt the 2025 Safety Element Update and California Environmental Quality Act Exemption findings pursuant to CEQA Guidelines Sections 15060(c)(2) and15301(b)
Moved: Brotman Seconded: Kassakhian
Vote as Follows
Ayes:

Noes:

Absent:

Abstain:

Brotman, Kassakhian, Najarian, Asatryan
None
None
Gharpetian
181 of 379

8 b.Public Works, re: Vacation of the First Alley Easterly of Brand Boulevard, Northerly of Fairview Avenue (Alley 130) Vacation Case No. 188V – Opened at 7:44 P.M. – Closed at 7:47 P.M.

Presenting:

No Presentation
Public Comments:

Rodney Khan
Staff Comments:

Daniel Hernandez, Director of Public Works

1.Resolution Ordering the Vacation
Moved: Kassakhian Seconded: Najarian
Vote as Follows

2.Resolution Adopting Plan No. 12-242
Moved: Kassakhian Seconded: Najarian
Vote as Follows

10.REPORTS - INFORMATION

11.WRITTEN COMMUNICATIONS

12.DISCUSSION OF COUNCILMEMBER FUTURE AGENDA REQUESTS

The City Manager May Refer the Matter to the Appropriate Department for Investigation and Report.

Rafik Babakhanyan
Beth Brooks
Glendale Yimby

Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
182 of 379

9 14.NEW BUSINESS
a.Motion that the City Attorney be and hereby is authorized to resolve the lawsuit entitled Anahi Godinez, et al. v. City of Glendale, Los Angeles Superior Court Case No. 23GDCV00684 in exchange for a full release of all claims in the amount of $30,000.This settlement is not an admission of any liability whatsoever for any wrongdoing with respect to Plaintiff by Defendant or by any person or department, but is the compromise of a disputed claim.

Moved: Brotman Seconded: Najarian
Vote as Follows
b.Motion that the City Council hereby waives its attorney client and confidentiality privileges as to only the fact of the aggregate amount spent in the Najarian v. City of Glendale, Los Angeles Superior Court Case No. 24STCP02101, as of April 1, 2025.

Moved: Kassakhian Seconded: Brotman
Vote as Follows
c.Motion that the City Attorney be and hereby is authorized to resolve the lawsuit entitled Erik David Sanchez v. City of Glendale, Los Angeles Superior Court Case No. 23GDCV00701 in exchange for a full release of all claims in the amount of $50,000. This settlement is not an admission of any liability whatsoever for any wrongdoing with respect to Plaintiff by Defendant or by any person or department, but is the compromise of a disputed claim.

Moved: Najarian Seconded: Brotman
Vote as Follows
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Asatryan
None
None
Najarian
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
183 of 379

1 0

15.ADJOURNMENT – 8:51 P.M.

Moved: Kassakhian Seconded: Asatryan
City Clerk of the City of Glendale
Mayor of the City of Glendale
184 of 379

1 M I N U T E S

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
MARCH 18, 2025

ROLL CALL

1.CLOSED SESSION
a.Conference with Labor Negotiators. The City-designated negotiator attending the closed session is: Mayor Elen Asatryan. The unrepresented employee positions are: City Manager and City Attorney

2.REGULAR BUSINESS AGENDA – 6:07 PM
Roll Call – All Present
a.Flag Salute: Local Students: Leah, Lana, and Andrew
b.Invocation: Pastor Angela Gulanis Price from the Glendale First United Methodist Church
c.Report of the City Clerk, re: Posting of Agenda. The Agenda for the March 18, 2025 Regular Meeting of the Glendale City Council was Posted on March 14, 2025, on the Bulletin Board Outside City Hall.

3.PRESENTATIONS AND APPOINTMENTS
a.Agenda Preview for the Meetings of Tuesday, March 25, 2025:

Notice of Cancellation for the March 25, 2025 Meeting; Next regular meeting of the City Council will be on April 1, 2025.
b.Proclamation Designating March 8, 2025, as International Women’s Day and March as Women’s History Month
Diane Lambillotte, Chair of the Commission on the Status of Women Jennifer Tebo, Board Member of Planned Parenthood Advocates of Pasadena and San Gabriel Valley
Debra Suh, YWCA of Glendale and Pasadena CEO
Natalie Hovanesian, Student Commissioner on the Commission on the Status of Women c.Nominations for Appointment
•Edik Minassian, Planning Commission (Seat 1 – Vacant) (Asatryan (A) / Gharpetian (B), 3/11/2025)
Moved: Gharpetian Seconded: Najarian
Vote as Follows
a.
•Lilit Rostomyan, Parks, Recreation and Community Services Commission (Seat 5 – Vacant) (Najarian (A) / Asatryan (B), 3/11/2025) Moved: Gharpetian Seconded: Najarian
Vote as Follows
b.Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
185 of 379

2 4.CONSENT ITEMS (Including Minutes)
The following are Routine and May be Acted Upon by One Motion. Any Member of Council or the Audience Requesting Separate Consideration May do so by Making Such Request Before Motion is Proposed.
a.City Clerk, re: Minutes of the Regular City Council Meeting of March 4, 2025, and the Regular City Council and Joint City Council and Housing Authority Meetings of March 11, 2025
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
b.Fire Department, re: Annual Weed Abatement Program for 2025

1. Resolution 25-16 declaring that noxious weeds on certain properties are a public nuisance; that the City intends to cause abatement by removal; that a hearing will be held on April 1, 2025, for objections to removal
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
c.
c.Community Services and Parks, re: Acceptance of grant funds from the U.S.

Department of Housing and Urban Development for the 2024 Continuum of Care Program

1. Motion approving acceptance of grant funds in the amount of $3,298,618 from the Department of Housing and Urban Development (HUD) for the 2024 Continuum of Care (CoC) Program; authorizing the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funds
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
d.

2. Resolution 25-34 of Appropriation to appropriate grant funds in the amount of $3,298,618 received from U.S. Department of Housing and Urban Development (HUD) for the 2024 Continuum of Care (CoC) Program
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
e.

Ayes:

Noes:

Absent:

Abstain:

Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
186 of 379

3 d.Fire Department, re: Verdugo Fire Communications Service Agreement Between the Cities of Burbank, Glendale, and Pasadena and the City of San Gabriel

1. Motion authorizing the City Manager, or their designee, to execute the Verdugo Fire Communications Service Agreement Between the Cities of Burbank, Glendale, and Pasadena and the City of San Gabriel
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
f.
e.Community Development, re: Approval of Amended Joint Powers Agreement of the Burbank-Glendale-Pasadena Regional Housing Trust, a Joint Powers Authority, Created Pursuant To Senate Bill No. 1177, and Re-Appointment of Councilmember Dan Brotman to a New Two-Year Term

1. Resolution 25-35 Approving Amended Burbank Glendale Pasadena Regional Housing Trust Joint Powers Agreement Removing the 2-Term Limit for Board of Director Representatives Serving on the Trust
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
g.

2. Motion Appointing Councilmember Dan Brotman to Serve a New Two-Year Term as a Board of Director Representative to the Burbank-Glendale-Pasadena Regional Housing Trust
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows
h.

5.CITY COUNCIL/STAFF COMMENTS
Councilmember Najarian invited the public to attend a virtual community meeting on March 27, 2025, at 6:00 PM regarding the North Hollywood to Pasadena BRT (Bus Rapid Transit) project.

Councilmember Kassakhian addressed concerns about debris accumulation on Pacific Avenue and Glendale Avenue, and requested updates on cleanup efforts. He also raised an urgent issue regarding malfunctioning electric vehicle charging stations. Additionally, he brought up the Crescenta Valley Fireworks Show and requested that funding for the event be placed on a future agenda.

City Attorney Mike Garcia reminded the Council that the next regular meeting on April 1, 2025, is the final opportunity for council to make boards and commissions nominations before the nomination period closes. Any outstanding nominations will be brought back for consideration at the April 15, 2025, City Council meeting.

Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
187 of 379

4 6.COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes; 5-Speaker Limit) Per Mayor Policy, This Item Also Permits Speakers Wishing to Speak Under General Oral Communications, Subject to the Three Minute Time Limit. Discussion is Limited to Matters Not on the Agenda.

Emily Woods
Paul Rabinov
Michael Estrella
Jackie Gish
Scott Mellon, Interim General Manager of GWP

7.ADOPTION OF ORDINANCES
Agenda out of order. Item 8b read next.

8.ACTION ITEMS
a.Community Development, re: Verdugo Wash Master Plan – RFP Consultant Selection
Gharpetian and Najarian recused themselves due to possible conflict of interests.

Presenting:

Teresa Santilena, Principal Planner
Public Comments:

Patrick Murphy
Paul Rabinov
Jackie Gish
Mike Mohill
Glendale Yimby
Ramella Eraghi
Melissa King
Rick Stern
Cole Bazemore
Emily Tetri
Joanna Pringle
Alek Bartrosouf
Roberta Medford
Judy Scheell
Susan Wilson
Nancy Waters
Karen Betzold
Juli Acobi
Staff Comments:

Mike Garcia, City Attorney
Roubik Golanian, City Manager
Vilia Zemaitaitis, Deputy Director of Community Development 188 of 379

5 1. Motion authorizing the City Manager or his designee to execute a Professional Service Agreement with Michael Van Valkenburgh Associates, Inc. in the amount of $5,762,370, using grant funds, for the preparation of the Verdugo Wash Master Plan
Moved: Brotman Seconded: Kassakhian
Vote as Follows
b.City Clerk, re: Expanding the powers and responsibilities of the Commission on the Status of Women (CSW) by amending the Glendale Municipal Code Presenting:

Dr. Suzie Abajian, City Clerk
Public Comments:

Mike Mohill
Debra Suh
Cathleen Cross
Elise Kalfayan
Marina Manoukian
Lena S.

Diane Lambilotte
Staff Comments:

Suzie Abajian, City Clerk
Roubik Golanian, City Manager
Mike Garcia, City Attorney

1. Motion to provide direction regarding expanding the powers and responsibilities of the Commission on the Status of Women (CSW) by amending the Glendale Municipal Code, to include regular programming, fundraising, and the frequency of regular meetings from four to twelve times per year, beginning July 2025, to accommodate the commission’s expanded scope of work
Moved: Najarian Seconded: Brotman
Vote as Follows
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
Ayes:

Noes:

Absent:

Abstain:

Brotman, Kassakhian, Asatryan
None
None
Gharpetian (recused), Najarian (recused)
189 of 379

6 9.HEARINGS - Opened at 8:46 P.M. and closed at 11:51 P.M. a.Community Development, re: Appeal of Planning Commission's approval of Use Variance Case No. PVAR-001880-2023 located at 4444 Lowell Avenue
Public Comments:

Lia Stepanian
Sophia Grigorian
Aram Pilikian
Alexander Safiani
Garo Hatzbaria
Andrew Weller
Lana Ghazarian
Nayin Aboolian
Talia Boghossian
Raffi Garabedian
Ella Ghazarian
Susan Bolan
Talin Keshishian
Chris Balasanian
Dr. Allen Andriassian
Alex Camso
Raffi Hamparian
Dina Karayan
Sarine Ghazarian
Alex Megerdichian
Armen Grigorian
Arpa Boghossian
Dr. Lori Santikian
Antranik Kizirian
Marie Tchoboian
Saro Shirinian
Arpi Daboghian
Raffi Kassabian
Patty Aposhian
Saren Adessian
Sarig Armenieen
Dr. Ani Nahapetian
Alein Boghossian
Hack Hadjinian
Vatche Garabedian
Oshin Baghriam
Armen Petrosian
Nayiri Tabakian
Siran Marselian
Maral Khejalian
Valentina Stepanian
Talin Mousessian
Dr. Teny Hartounian
Tamar Baboujian
Mark Ewoldsew-Doe
190 of 379

7 Dr. Tatevik Tonapelyaen
Glenn Gurniak
Lorien Stice-Lawrence
Mike Martinez
Ronnie Gharibian
Glendale Yimby
Patrick Begyan
Shawn Shant
Von Nahapetyan
Nara Rostamyan
Isabella Kdikyan
Narek Simityan
Ani Ghazarian
Nani Aroutunians
Oshin Manoukian
Shant Katounian
Elina Samonian
Presentation:

Roger Kiesel, Senior Planner
Seth Lawrence, Appellant Planning Commission
Rodney Khan, Developer
Talin Kargodorian, Chamlian Armenian School Principal
Jano Baghdanian, Traffic Consultant
Dr. Tatevik Tonapelyaen, Appellant
Staff Comments:

Daniel Hernandez, Director of Public Works
Roger Kiesel, Senior Planner
Chief Cid, Glendale Police Department
Mike Garcia, City Attorney

1. Motion to sustain the Planning Commission’s decision of May 15, 2024, to approve the project with conditions
Moved: Kassakhian Seconded: Gharpetian
Vote as Follows

2. Motion to continue the matter, directing the City Attorney to draft findings reversing the Planning Commission’s decision and denying the project Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
191 of 379

8 10.REPORTS - INFORMATION

11.WRITTEN COMMUNICATIONS

12.DISCUSSION OF COUNCILMEMBER FUTURE AGENDA REQUESTS
a.Councilmember Najarian’s request to agendize a resolution or letter addressed to the U.S. State Department, the Executive Branch, and other appropriate entities to protest the holding of prisoners including Ruben Vardanyan in Azerbaijan, the expulsion of the Red Cross and the treatment and illegal proceedings against the detainees
Moved: Najarian Seconded: Brotman
Vote as Follows

13.ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Each Speaker is Allowed 5 minutes. Council May Question or Respond to The Speaker But There Will be no Debate or Decision.The City Manager May Refer the Matter to the Appropriate Department for Investigation and Report.

14.NEW BUSINESS

15.ADJOURNMENT – 12:25 A.M.

Moved: Najarian Seconded: Brotman
Ayes:

Noes:

Absent:

Abstain:

Brotman, Gharpetian, Kassakhian, Najarian, Asatryan
None
None
None
City Clerk of the City of Glendale
Mayor of the City of Glendale
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Professional Services Agreement (PSA) with Eagle Aerial Solutions (EAS) to Conduct a Comprehensive Analysis on all Dedicated Irrigation Meters and Mixed-Use Meters.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
Eagle Aerial Solutions (EAS) specializes in providing high-resolution aerial imagery and data management solutions. Together with their partner NV5, EAS has been assisting the California Department of Water Resources (DWR) on various statewide water conservation efforts, including the irrigated landscape measurement project. Currently, EAS is the only company whose methodology is approved and meets DWR’s standards.

The recommended Professional Services Agreement (PSA) would allow EAS to support GWP in determining the number of dedicated-irrigation meters and mixed-use meters in the City, and to conduct a comprehensive analysis on those water uses. The analysis will provide GWP information on how the water is being used, help identify the customer groups that need the most support, and how to increase water use efficiency while maintaining financial resilience.

RECOMMENDATION
Authorize the City Manager to enter into a PSA with EAS to conduct a comprehensive analysis on all dedicated irrigation meters and mixed-use meters in the amount of $156,710.

ANALYSIS
In 2021, GWP entered into a three-year Agreement with EAS for their consulting services related to the California water conservation legislation, Senate Bill 606 and Assembly Bill 1668. EAS developed WaterViewTM to help water agencies, such as 193 of 379

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GWP, meet the efficiency and allocation requirements under the new long-term California water conservation legislation. In 2024, GWP renewed a three-year Agreement with EAS to continue with their consulting services related to their WaterViewTM software.

The CII Roadmap Analysis proposed by EAS will utilize the City’s GIS and water consumption data to geolocate the Dedicate Irrigation Meters (DIMs) and Mixed-Use Meters (MUMs), grouping them by customer into premise aggregations, identifying the premise boundaries, and defining the landscaping area within these premise boundaries using heads-up digitization methods. A Coefficient of Variation (CV) analysis which demonstrates water use trend analysis will be performed on a per premise basis and used to determine anomalies of water use. The Analysis will also identify and map out the Special Landscape Areas within each premise. Special Landscape Areas are mapped landscapes dedicated solely to edible plants, areas irrigated with recycled water, water features using recycled water, and areas dedicated to active play such as parks, sports fields, golf courses, and where turf provides a playing surface.

The data from the Analysis will then be integrated into the WaterViewTM software. It will provide GWP with true insight on how water is being used and identify customer groups that need the most support. The Analysis will allow precise, targeted conservation efforts at the group and customer level. These targeted efficiency assessments and outreach capabilities will lead to more effective conservation campaigns while saving money over untargeted, large-scale outreach efforts.

STAKEHOLDERS/OUTREACH
Not applicable.

FISCAL IMPACT
The CII Roadmap Analysis will cost $156,710 over four years. The expected annual cost is $44,000 per year. The GWP budget can absorb this cost, and the expense will be fully reimbursed through the MWD MAAP Funding annually. Therefore no new appropriation is being requested. The funding is outlined below:

Existing Appropriation
Amount Account String Funding Source
$156,710 43110-5920-GWP-4700-P0000-
T0000-F1600
Water Works Revenue Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item is not a project for the purposes of the California Environmental Quality Act (CEQA) and thus is not subject to CEQA review.

CAMPAIGN DISCLOSURE
In accordance with the City Campaign Finance Ordinance No. 5744, the following are the names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 194 of 379

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ten percent interest in the company proposed for contract in this agenda item report.

Officers of: Eagle Aerial Solutions
Full Name Title Business Address City State Zip
Wayne Tate CEO 3333 Michelson Dr.,
Suite 300
Irvine CA 92612
Paul Clark CFO 3333 Michelson Dr.,
Suite 300
Irvine CA 92612
Ownership Interest in more than ten percent (10%) in Eagle Aerial Solutions Full Name Title Business Address City State Zip
Wayne Tate CEO 3333 Michelson Dr.,
Suite 300
Irvine CA 92612
Paul Clark CFO 3333 Michelson Dr.,
Suite 300
Irvine CA 92612
Officers of NV5, Inc.:

Full Name Title Business Address City State Zip
Dickerson
Wright
Chief Executive
Officer, President,
and Director
200 South Park
Road, Suite 350
Hollywood FL 33021
Richard
Tong
Director,
Chairman of the
Board, Executive
Vice President
and Co-Secretary
200 South Park
Road, Suite 350
Hollywood FL 33021
Edward
Codispoti
Chief Financial
Officer
200 South Park
Road, Suite 350
Hollywood FL 33021
MaryJo
O’Brien
Co-Secretary
and Chief
Administrative
Officer
200 South Park
Road, Suite 350
Hollywood FL 33021
Mark E.

Meade
Senior Vice
President
200 South Park
Road, Suite 350
Hollywood FL 33021
Ryan Avery Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Robert
Vander
Meer
Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Evon Silva Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Jon
Wittman
Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
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John Nett Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Dan Casey Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Tobin
Guthrie
Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Kris Fausti Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Kurt Allen Vice President 200 South Park
Road, Suite 350
Hollywood FL 33021
Ownership Interest in more than ten percent (10%) in NV5, Inc.:

Full Name Title Business Address City State Zip
NV5 Global,
Inc.

Parent Company 200 South Park
Road, Suite 350
Hollywood FL 33021

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Choose not to award the PSA. This will result in not being able to effectively increase water use efficiency and water conservation.

Alternative 2: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Scott K. Mellon, P.E., Acting General Manager - Glendale Water & Power Prepared by:

Chisom Obegolu, P.E., Assistant General Manager - Water Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Not applicable.
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M O T I O N
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the City Council hereby authorizes the City Manager, or his designee, to enter into and execute a Professional Services Agreement (PSA) with Eagle Aerial Solutions to conduct a comprehensive analysis on all dedicated irrigation meters and mixed-use meters in an amount not to exceed $156,710. The form of said PSA shall be subject to approval by the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Citywide Facility Painting Project

1. Resolution adopting Specification No. 3997 for the Citywide Facility Painting Project and directing the City Clerk to advertise for bids.

COUNCIL ACTION
Item Type: Consent Item
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
This project aims to repaint the exterior of various fire stations to maintain and enhance their appearance, protect surfaces from weather damage, and extend their longevity. The scope includes surface preparation, removal of deteriorated paint, and application of high- quality, weather-resistant coatings. The work will follow specified guidelines to ensure durability and compliance with safety standards. Bids are being solicited for the exterior repainting of Fire Stations 22, 24, 28, and 29.

RECOMMENDATION
Approve a resolution to adopt the plans and specifications for the Citywide Facility Painting Project.

ANALYSIS
This exterior painting project involves repainting the surfaces of multiple fire stations to enhance durability, weather resistance, and overall appearance. This initiative will help protect the facilities from environmental wear and extend the lifespan of exterior structures.

The existing paint has deteriorated over time, requiring a fresh application of high-quality, weather-resistant coatings to maintain the integrity of the buildings. The project will include surface preparation, priming, and the application of long-lasting paint designed for optimal protection.

Work will be carried out in phases to minimize disruptions to station operations and ensure safety. The project also includes necessary repairs to exterior surfaces, ensuring a smooth and lasting finish that integrates seamlessly with the stations' existing 198 of 379

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infrastructure.

STAKEHOLDERS/OUTREACH
The work will be coordinated with the contractor and the Glendale Fire Department staff to minimize any disruptions to operations and the public.

FISCAL IMPACT
There is no fiscal impact associated with this report. The painting project is expected to cost $250,000, which was approved as a part of the FY 2024-2025 budget. No new appropriation is being requested at this time. Funding for this project has been budgeted from the Building Maintenance Fund (6070).

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This project is categorically exempt under the provisions of the California Environmental Quality Act (CEQA) as a Class 1, Section 15301.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve the resolution adopting the specifications for this project.

Rejecting the resolution could compromise the fire stations' structural integrity, leading to continued deterioration over time.

Alternative 2: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Daniel Hernandez, Director of Public Works
Prepared by:

Arthur Asaturyan, Senior Project Manager
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
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RESOLUTION NO. __________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA

ADOPTING THE PLANS AND SPECIFICATION FOR THE CITYWIDE FACILITY PAINTING PROJECT, SPECIFICATION NO. 3997, AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS.

BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

SECTION 1.The Plans and Specification on file in the City Clerk’s office for the Citywide Facility Painting Project, including the various documents incorporated therein, are hereby approved, adopted, designated and shall hereafter be known as Specification No. 3997.

SECTION 2.The City Clerk is hereby directed to advertise for bids for the work, equipment and materials described in these Plans and Specification adopted by this Resolution.

Adopted this _____ day of ____________, 2025.
____________________________
Mayor, City of Glendale
ATTEST:
__________________________
City Clerk
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RESOLUTION NO. __________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA

ADOPTING THE PLANS AND SPECIFICATION FOR THE CITYWIDE FACILITY PAINTING PROJECT, SPECIFICATION NO. 3997, AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS.

BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

SECTION 2.The City Clerk is hereby directed to advertise for bids for the work, equipment and materials described in these Plans and Specification adopted by this Resolution.

Adopted this _____ day of ____________, 2025.
____________________________
Mayor, City of Glendale
ATTEST:
__________________________
City Clerk
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Adopt Plans and Specification for Pacific Park/Edison Elementary School Artificial Turf Replacement Project

1. Resolution adopting the Plans and Specification for the Pacific Park/Edison Artificial Turf Replacement Project, No. 4016; and directing the City Clerk to advertise for bids.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
The project plans and specification has been completed for the Pacific Park/Edison Elementary School Artificial Turf Replacement Project. This project aims to overhaul the artificial turf field, which is a joint-use field between the city and Glendale Unified School District (GUSD). The existing artificial turf, which was installed in 2014, has exceeded its useful life and needs to be replaced. The intent of this item is for the City Council to adopt the project plans and specification and authorize the City Clerk to advertise for bids.

RECOMMENDATION
Approve a resolution to adopt the plans and specification for the Pacific Park/Edison Elementary School Artificial Turf Replacement Project, No. 4016; and direct the City Clerk to advertise for bids.

ANALYSIS
The grand opening for the previous Pacific Park Artificial Turf project was Saturday, March 29, 2014. In the 11 years since this grand opening, this field has been heavily used by GUSD, the city and various community groups. As a result, this field is worn and needs to be replaced.

The artificial turf multipurpose field occupies roughly one-acre which is located on Thomas Edison Elementary School/GUSD property. The city and GUSD jointly use the artificial turf multipurpose field with the city having use of the field daily during non-school hours, weekends and GUSD breaks.
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Since completion, the artificial turf multipurpose field has undergone numerous repairs.

Specifically, the field has had a tendency of separating along the seams, where two parallel pieces of turf are stitched together. These seams gradually spread apart and create black visible lines across the field. Additionally, the field separates where field markings are stitched or glued on to the field surface. This field damage distorts the appearance of the field and disturbs the infill causing uneven playing surfaces.

Repairs to the fields are generally handled by either city staff, or by a contractor for more permanent repairs. Numerous sections of the field have been completely removed and replaced over the past 11 years, primarily in areas where the field gets a lot of traffic, like in front of the goals.

Artificial turf is not completely maintenance free. Per the manufacturer’s specifications, the field should be groomed after 80 hours of usage. Grooming fluffs up the fibers allowing them to simulate the play and surface of natural grass. Grooming also spreads the infill and helps remove any dirt or debris otherwise not necessary on the field. The department hires contractors to perform the grooming twice a year in addition to scheduling its own staff to conduct the grooming as necessary. Both the contractor and the city staff have determined that the surface and fibers have reached a level of degradation and are too brittle to sustain further grooming.

On March 12, 2024, the City Council approved a new Professional Services Agreement (PSA) with Verde Design Inc., to provide design of new artificial turf, for a cost of $250,940, plus a 10% contingency of $25,094. This consultant has completed the design for a new field surface.

The proposed replacement of the field surface will include the following:
•Shaw, Legion NXT 2.0 turf, which uses the natural geofill product that is 90% coconut husk.
•Stormwater management improvements to address a water runoff problem where the adjacent playground asphalt drains onto the field.
•Eliminate the decomposed granite (DG) areas near the field to avoid the intrusion of DG material into the artificial turf.
•New striping to increase play area and to include a flag football field.

A Phase II will address accessibility requirements from the parking lot to the field and restroom and increases the height of the fencing along Vine Street with 10 feet of netting.

STAKEHOLDERS/OUTREACH
The Pacific Park/Edison multipurpose field is a high-use facility with multiple users as listed below:

1. Glendale Unified School District /Edison Elementary School: Edison Elementary School, with 840 students, uses the field as a playground space on school days from 7:00 a.m. to 4:00 p.m. The students use the field for PE seasonally and use 203 of 379

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it as a space to run and play during recess and lunch.

2. City: City uses the field daily during non-school hours, weekends and GUSD breaks for City programs and rentals:
•City Programs: Seasonal Day Camps (125 participants per week), One Glendale After School Youth Sports Program’s Flag Football Season and Soccer Season, (240 unduplicated participants per sports season, 120 participants per day).
•Private Rentals – Youth: A total of five different youth groups use the field seven days a week. These groups use the field typically from 4:00 p.m. to 8:00 p.m. during the week and throughout the day on Saturday and Sunday.

In addition to weekly practices and training, the youth groups will request additional time to use the field as their “Home Field” during the months of September through November. Combined, these groups represent over 1,100 youth who use the field weekly.
•Private Rentals - Adults: There are eleven adult groups who use the field when it is available on weeknights and weekends. The adult groups’ ages range from 18 years old and older with some groups who have participants who are over the age of 60. Approximately 215 adults are accommodated weekly to play soccer with friends, socializing, exercising, and staying active. In addition to these adults, another 240 adults play in a COED soccer league, on a weekly basis.

All user groups have expressed support for replacing the Pacific Park/Edison artificial turf field. When the field is closed for construction, all impacted users will be notified in advance and the city will do it’s best to accommodate all groups on other available fields to the best of our ability, prioritizing youth groups before adult groups.

FISCAL IMPACT
There is no fiscal impact associated with this report. The Pacific Park/Edison Elementary School Artificial Turf Replacement Project construction phase is estimated to cost $1,350,000 which was included as a part of the FY 2024-25 budget.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This project is Categorically Exempt under the provisions of the California Environmental Quality Act (CEQA) as a Class 2 exemption pursuant state CEQA Guidelines, Section 15302

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve the resolution and thereby deferring the improvements and maintaining the status quo conditions and use of these facilities. 204 of 379

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Alternative 2: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Daniel Hernandez, Director of Public Works
Prepared by:

Arthur Asatryan, Senior Project Manager
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
None.
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RESOLUTION NO. __________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA

ADOPTING THE PLANS AND SPECIFICATION FOR THE

PACIFIC PARK/EDISON ELEMENTARY SCHOOL ARTIFICIAL TURF
REPLACEMENT PROJECT, SPECIFICATION NO. 4016, AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS.

BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

SECTION 1.The Plans and Specification on file in the City Clerk’s office for the Pacific Park/Edison Elementary School Artificial Turf Replacement Project, including the various documents incorporated therein, are hereby approved, adopted, designated and shall hereafter be known as Specification No. 4016.

SECTION 2.The City Clerk is hereby directed to advertise for bids for the work, equipment and materials described in these Plans and Specification adopted by this Resolution.

Adopted this _____ day of ____________, 2025.
____________________________
Mayor, City of Glendale
ATTEST:
__________________________
City Clerk

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )

CITY OF GLENDALE )
I, Suzie Abajian, Ph.D., City Clerk of the City of Glendale, certify that the foregoing Resolution No. _____________ was adopted by the Council of the City of Glendale, California, at a regular meeting held on the _____ day of _________________, 2025, the same was adopted by the following vote:

Ayes:

Noes:
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Absent:

Abstain:
___________________________
City Clerk
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM

Report: Approval of the Proposed Sub-recipient Funding Awards for the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 5.

COUNCIL ACTION

Item Type: Consent Calendar
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
The State of California has awarded the City of Glendale $280,408.11 in Homeless Housing, Assistance, and Prevention Program Round 5 (HHAP-5) funds. HHAP-5 funds are designated to support regional coordination and expand or develop local capacity to address homelessness. The HHAP-5 application resulted in the creation of the Regionally Coordinated Homeless Action Plan and a Memorandum of Understanding between County of Los Angeles, Los Angeles Homeless Services Authority, Cities of Los Angeles, Long Beach, Pasadena, and Glendale. While jurisdictions were required to apply together, each jurisdiction has the discretion to receive its base allocation directly. The Glendale Continuum of Care (CoC) has opted to receive its base allocation directly and will be responsible for administering the funds, reporting, and contracting with sub- recipients. Funded programs will align with the City’s funding priorities as specified in the Glendale Homeless Action Plan. The CoC Board has made funding recommendations for four homeless services agencies, totaling $260,779.54. The remaining balance of $19,628.57 will be allocated to the CoC to cover staff salaries associated with the administration of the HHAP-5 Program.

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RECOMMENDATION
That the City Council pass the Motion to approve the HHAP-5 proposed sub-recipient funding awards, as recommended by the Continuum of Care (CoC) Board; and authorize the City Manager to execute all agreements, certifications, and documents necessary to accept and implement the funding.

ANALYSIS
The HHAP-5 program is a $1 billion block grant program, authorized by Section 17 of Assembly Bill 129 and signed into law by Governor Gavin Newsom on July 10, 2023, to support regional coordination and expand or develop local capacity to address homelessness.

The grant funds have allowed various uses, such as capacity building, workforce development, funding evidence-based programs, investing in data systems, local homeless action planning, improving homeless point-in-time counts, and delivering permanent housing solutions. At least 10% of funds must be allocated for homeless youth populations, and not more than 7% for administrative costs. HHAP-5 allocations are based on eligible applicants’ proportionate share of the state’s homeless population as reported by the Department of Housing and Urban Development (HUD) in the Point-In- Time (PIT) count.

The HHAP-5 application process required eligible jurisdictions to apply together as a region and designated seven eligible jurisdictions within Los Angeles County (Los Angeles County, City of Los Angeles, City of Long Beach, and the Continuum of Care for Los Angeles, Glendale, Long Beach, and Pasadena) as a single region. This regional approach resulted in numerous meetings with our regional partners with the County Chief Executive Office’s Homeless Initiative (CEO-HI) team taking the lead of submitting the single application on behalf of the region. This regional coordination also led to creation of the Regionally Coordinated Homeless Action Plan (RCHAP) and a Memorandum of Understanding (MOU) among each of the designated entities. (Exhibit 1 and Exhibit 2).

While jurisdictions were required to apply together, each jurisdiction has the discretion to receive its base allocation directly.

The Glendale CoC has opted to receive its base allocation directly and will be responsible for administering the funds, reporting, and contracting with sub-recipients. Programs funded further explained below align with the City’s funding priorities as specified in the Glendale Homeless Action Plan (GHAP). However, regional meetings will continue to take place to discuss progress made towards ending homelessness by each entity listed under the RCHAP.

The HHAP-5 application was submitted by the CEO-HI team on March 26, 2024. On October 17, 2024, the Business, Consumer Services and Housing Agency's (BCSH) California Interagency Council on Homelessness (Cal ICH) notified the Glendale CoC of its HHAP-5 award in the amount of $280,408.11. The CoC received its initial disbursement of the award totaling $157,860. The remaining balance will be awarded

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upon demonstrating that the City has obligated and spent no less than 50 percent of the initial disbursement by June 30, 2026, and that the City is on track towards meeting the program goals. (Exhibit 3).

On October 16, 2023, the City released a Request for Proposal (RFP) to community agencies for the HHAP 3 and HHAP 4 funds. The RFP indicated that, should additional funds become available for program extension, the City may offer contract extensions to the winning bidders without issuing a new RFP, ensuring continuity and efficiency. To maintain a fair and open process, on January 22, 2025, the city required existing sub- recipients to submit an updated funding plan and performance measures for CoC Board review and approve. Four (4) existing sub-recipients submitted updated plans. CoC staff reviewed these submissions, ensuring alignment with program goals and outcomes from their current HHAP contracts. Staff also reviewed the most recent financial audits from each agency and requested completion of a Pre-award Risk Assessment form prior to the CoC Board Meeting (Exhibit 4).

On February 26, 2025, City staff worked with the CoC Board to review a total of four (4) funding plans, interview agencies, and finalize funding recommendations for the HHAP- 5 program. (Exhibit 5).

The following CoC Board members deliberated and made the funding recommendations:

 Lt. Alex Krikorian - Chair of CoC Board, Glendale Police Department  Jeffrey Brooks – Vice Chair of CoC Board, Glendale Fire Department  Melissa Younesian – Board Member, Verdugo Jobs Center  Hagop Eulmessekian - Board Member, Glendale Unified School District

FUNDING PRIORITIES
On November 14, 2022, the Glendale CoC Board approved a specific list of eligible activities based on local need. These activities were ranked from highest to lowest priority based on input received from the community and service providers as part of the Glendale Homeless Action Plan stakeholder kick-off meeting. The priority rank was used during deliberations. The top five funding priorities were as follows:

1. Rental Assistance and Rapid Rehousing

2. Landlord Incentives, including but not limited to security deposits and holding fees

3. Prevention and Shelter Diversion to Permanent Housing

4. Interim Housing

5. Outreach and Coordination (which may include access to job programs) to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing

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The CoC will utilize funds to develop local capacity to address immediate homelessness challenges by operating the following programs:

Rapid Rehousing; Interim Housing for Youth; Systems Support; and Prevention and Shelter Diversion. Less than 7% of funds will be used for administrative costs.

PROGRAM GOALS
Sub-recipients are required to establish program outcomes to monitor progress toward the goal of preventing and ending homelessness based on the system performance measures established by the Cal ICH. (Exhibit 6). Agencies are required to analyze racial and ethnic disparities across various SPMs.

There are seven areas of performance. Proposed programs should align with at least two of the following:

1. Reducing the length of time people experience homelessness

2. Reducing the number of people who return to homelessness

3. Reducing the number of people experiencing homelessness

4. Employment and income growth for people experiencing homelessness

5. Reducing first-time homelessness

6. Homelessness prevention

7. Successful exits to permanent housing after program participation.

HHAP-5 funds must be expended by June 30, 2028. Following Council approval, City staff will work with agencies to finalize HHAP-5 sub-recipient agreements to begin providing services.

STAKEHOLDERS/OUTREACH
The targeted participants are those experiencing homelessness or at-risk of homelessness in the City of Glendale including single adults, families, and individuals with disabilities, physical and mental health issues, substance use disorders and social service needs.

Potential clients will be screened through the Glendale Outreach Program, Glendale Coordinated Entry Systems (CES). HHAP-5 will provide funding for staff who will utilize best practices to engage and link individuals experiencing homelessness residing on the streets with housing and supportive services.

FISCAL IMPACT
There is no fiscal impact associated with this report. The HHAP 5- funds will be budgeted as part of the FY 2025-26 budget process; therefore, no appropriations are requested at this time.

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ENVIRONMENTAL REVIEW (CEQA/NEPA)
The action being considered does not constitute a “project” within the meaning of the CEQA pursuant to CEQA Guidelines Section 15378(b)(4) as it creates a government funding mechanism or constitutes other government fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment.

CAMPAIGN DISCLOSURE
The names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 10% interest in the company proposed for contract in this Agenda Item Report are attached in Exhibit 7, in accordance with the City Campaign Finance Ordinance No. 5744.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve the proposed HHAP-5 sub-recipient funding awards as recommended by the CoC Board, which will result in reduced homelessness services.

Alternative 2: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION

Submitted by:

Onnig Bulanikian, Director of Community Services & Parks

Prepared by:

Arsine Isayan, Homeless Programs Manager

Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1- Regionally Coordinated Homeless Action Plan (RCHAP) Exhibit 2- LA Region HHAP 5 MOU
Exhibit 3- HHAP 5 Funding Plan
Exhibit 4- Pre-Award Risk Assessment and Required Assurances Exhibit 5- CoC Funding Recommendations
Exhibit 6 System Performance Measures
Exhibit 7- Campaign Disclosure
1 MOTION

Moved by Council Member __________________________________________, seconded by Council Member ________________________________________, that, with respect to the report of the Director of Community Services and Parks dated April 15, 2025, the Council of the City of Glendale hereby approves the Homeless Housing, Assistance, and Prevention Program Round 5 proposed sub-recipient funding awards, as recommended by the Continuum of Care (CoC) Board; and authorizes the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funding.

Vote as Follows:

Ayes:

Noes:

Absent:

Abstain:

HHAP Round 5 Application
Part 1: Regional Identification and Contracting Information Steps to complete this section:

1. Select the CoC Region.

2. Indicate which of the Eligible Applicants are participating in this HHAP-5 application.

3. For each participating Eligible Applicant, you will also be prompted to indicate whether and how the Eligible Applicant
intends to contract with the state (i.e., indicate the Administrative Entity for that eligible applicant's HHAP-5 Allocation).

Please select the Continuum of Care region
Los Angeles City & County CoC
Application Participation Guidance:

Cal ICH encourages eligible applicants to apply in collaboration with all eligible applicants in their CoC Region and submit a single Regionally Coordinated Homelessness Action Plan. Applicants may apply together and still receive funds separately.
 Large Cities must apply as part of the regional application with the County and CoC.  Counties must apply as part of a regional application with the CoC and any overlapping Large Cities.
o In a multi-county CoC: Counties are strongly encouraged to apply in collaboration with other counties that are served by the same CoC.
 A CoC that serves a single county must apply as part of the regional application with the County and any overlapping Large Cities.
 A CoC that serves multiple counties must either :

EXHIBIT 1
o Apply as part of a regional application with multiple Counties and any overlapping Large Cities; and/or
o Participate in the regional application of each overlapping County and the Large Cities therein.

Contracting Guidance:

Each Eligible Applicant (Large City, County, and CoC) has the discretion to receive their base allocation directly or may designate an Eligible Applicant in their region to serve as their Administrative Entity. This selection will indicate to Cal ICH which Eligible Applicant will enter into contract with the state to receive and administer each Eligible Applicant’s HHAP-5 allocation.

The Administrative
Entity is responsible for HHAP funds and meeting the terms and conditions of the contract. Broadly speaking, this means administering funds, contracting (when necessary) with sub- recipients, and reporting on HHAP-5 dollars and activities to Cal ICH.  If you plan to contract with the state to receive and administer only your (single) HHAP-5 allocation, select: “Will enter into contract with the state to receive and administer their HHAP-5 allocation individually” under the contracting selection.  If you do not plan to contract with the state and instead plan to identify another participating Eligible Applicant in the region to enter into contract with the state to receive and administer your HHAP-5 allocation, select: “Identify another participating Eligible Applicant in their region to enter into contract with the state to receive and administer their HHAP-5 allocation” under the contracting selection. You will then be prompted to designate the Administrative Entity from a list of eligible applicants in the region.
 If you plan to contract with the state to receive and administer multiple HHAP-5 allocations within your region, select “Will enter into contract with the state to receive and administer their HHAP-5 allocation and allocation(s) from other Eligible Applicants in the region” under the contracting selection.

Los Angeles County Region
City of Long Beach
Long Beach Participation
Is participating in this single collaborative application with the regional partner(s) listed.

Long Beach Contracting
Will enter into contract with the state to receive and
administer their HHAP-5 allocation individually.

Contact Title
City Manager
Name
Tom Modica
Email Phone
[email protected] (562) 570-5091
City of Los Angeles
Los Angeles Participation
Is participating in this single collaborative application with the regional partner(s) listed.

Los Angeles Contracting
Will enter into contract with the state to receive and
administer their HHAP-5 allocation individually.

Contact Title
Sr. Administrative Analyst II
Name
Bindu Kannan
Email
[email protected]
Phone
(213) 574-4392
Glendale CoC
CA-612 Participation
Is participating in this single collaborative application with the regional partner(s) listed.

CA-612 Contracting
Will enter into contract with the state to receive and
administer their HHAP-5 allocation individually.

Contact Title
Homeless Programs Manager
Name
Arsine Isayan
Email
[email protected]
Phone
(818) 550-4474
Long Beach CoC
CA-606 Participation
Is participating in this single collaborative application with the regional partner(s) listed.

CA-606 Contracting
Identify another participating eligible applicant in
their region to enter into contract with the state to
receive and administer their HHAP-5 allocation.

CA-606 Designated Administrative Entity
City of Long Beach
Contact Title
Homeless Services Bureau Manager
Name
Paul Duncan
Email
[email protected]
Phone
(562) 570-4581
Los Angeles City & County CoC
CA-600 Participation
Is participating in this single collaborative application with the regional partner(s) listed.

CA-600 Contracting
Will enter into contract with the state to receive and
administer their HHAP-5 allocation individually.

Contact Title
Chief of Staff
Name
Rachel Johnson
Email
[email protected]
Phone
(213) 518-2170
Los Angeles County
Los Angeles County Participation
Is participating in this single collaborative application with the regional partner(s) listed.

Los Angeles County Contracting
Will enter into contract with the state to receive and
administer their HHAP-5 allocation individually.

Contact Title
Special Services Assistant IV
Name
Rachael Simon
Email
[email protected]
Phone
(323) 447-6402
Pasadena CoC
CA-607 Participation
Is participating in this single collaborative application with the regional partner(s) listed.

CA-607 Contracting
Will enter into contract with the state to receive and
administer their HHAP-5 allocation individually.

Contact Title
Homeless Programs Coordinator Management Analyst II
Name
Jennifer O’Reilly-Jones
Email
[email protected]
Phone
(626) 744-8305
Number of Contracts
6 Part 2. Regionally Coordinated Homelessness Action Plan Participating Jurisdictions' Roles and Responsibilities Steps to complete this section:

1. Identify and describe the specific roles and responsibilities of each participating Eligible Applicant in the region regarding:
o Outreach and site coordination;
o Siting and use of available land;
o Development of interim and permanent housing options; and o Coordination and connection to the delivery of services for individuals experiencing or at risk of experiencing homelessness within the region.

2. Describe and explain how all Participating Jurisdictions are coordinating in each area.

Optional: You may also include roles and responsibilities of small jurisdictions in the region that elect to engage and collaborate on the plan.

Guidance:

Each Eligible Applicant must identify and describe their role in the region for each table.

To add additional jurisdictions, click "Add a Participating Jurisdiction" near the bottom of each table.

Outreach & Site Coordination
Participating Jurisdictions Roles & Responsibilities
Los Angeles County OUTREACH
The LA County Board of Supervisors (Board) allocates a
significant amount of county, state, and federal funding for homeless and housing services to county departments, LAHSA, the City of Glendale CoC, the City of Long Beach CoC, the City of Pasadena CoC, and other cities throughout the county.

LA County, along with LAHSA, provides oversight of the
Coordinated Outreach System, which includes the Department of Health Services’(DHS) Multi-Disciplinary Teams (MDTs), the Department of Mental Health (DMH) Homeless Outreach Mobile Engagement (HOME) Teams, and LAHSA Teams. Together they collaboratively oversee the Coordinated Outreach System.

LAHSA directly staffs the system or Macro Outreach
Coordinators who provide guidance to the regional Outreach Coordinators who are employed at service provider agencies across the entire county. LA County funds both coordination and outreach activities at LAHSA and LA County DHS with local Measure H funds. Most outreach services are contracted through local homeless service providers.

LA County funds outreach services for all six HHAP-5 partners, through the various outreach teams. Two of the CoCs, the City of Glendale CoC and the City of Long Beach CoC, receive funding from LA County for outreach services, including homelessness support services and navigation services. The City of Pasadena CoC does not receive direct county funding for outreach services, but it is covered by LAHSA and LA County DHS outreach teams.

ENCAMPMENT RESOLUTION
Leveraging powers under the state of emergency on
homelessness declared by the Board January 2023, LA County has launched Pathway Home, a major expansion of its ongoing efforts to resolve encampments countywide, including
recreational vehicles, in partnership with local jurisdictions and unincorporated communities. With Pathway Home, LA County hopes to reduce unsheltered homelessness in specific
communities by helping people living on the streets come indoors, receive supportive services they need to achieve housing stability, and ultimately move into permanent housing.

Pathway Home draws on lessons from previous multi-
jurisdictional efforts, such as Project Roomkey during the COVID-19 pandemic, and the City of LA’s Inside Safe Initiative.

Under Pathway Home, LA County works with local service
providers, LAHSA, and other jurisdictional partners to enhance and expedite encampment outreach, interim housing, housing navigation, rental subsidies, benefit establishment, health and behavior health services, and other supportive services. Part of that work includes the implementation of State Encampment Resolution Funds including Every Woman Housed efforts and the Skid Row Action Plan.

LA County is also an integral partner during the planning and response phases of every City of LA Inside Safe encampment resolution and remains in partnership with the City of LA and their Inside Safe participants throughout their housing stabilization process. (See Section 2.3 for more details about the region’s coordinated encampment resolution efforts).

CA 600 - LA City and County (LAHSA) OUTREACH
LAHSA plays a pivotal role in formulating and overseeing the Coordinated Outreach Strategy for the Region of LA. LAHSA works closely with its partners at LA County (LA County DHS and LA County DMH), as well as the City of LA, the City of Glendale CoC, City of Pasadena CoC, and City of Long Beach CoC, as well as smaller City-funded or small nonprofit-led outreach teams to ensure a comprehensive Coordinated Outreach Strategy that can respond to the needs of people experiencing street-based homelessness wherever they find themselves throughout LA County. To coordinate across the large geography of LA County, the Region is managed in eight “Service Planning Areas” (SPAs) that cut across city/county/CoC boundaries and organize sub- regions of the County according to geographic relevance. LAHSA staffs Regional Outreach Coordinators in each of the SPAs, who oversee coordination amongst local outreach teams. Additionally, LAHSA staffs five SPAs with “Macro Coordinators” at LAHSA who actively support each SPA’s Outreach Coordination
activities and who fill gaps for Regional Outreach Coordinators, as needed. The Macro Coordinators also lead critical SPA coordination activities, such as care coordination and case conferencing.

The strategic framework, designed to leverage diverse expertise and ensure comprehensive geographic coverage throughout all of LA County, including all six HHAP-5 partners, is underpinned by three fundamental approaches aimed at optimizing the efficacy of outreach resources:

1. Deployment of Distinct Outreach Modalities and Roles: LAHSA actively collaborates with all regional partners to coordinate and deploy outreach teams, both under its direct supervision and LAHSA Macro Coordinators. The multifaceted deployment
involves aligning regional strategies with the overarching system vision, which is to respond to street-based homelessness including encampment resolution by focusing each system component on a targeted number of key activities and behaviors, in order to achieve system throughput from interim to permanent housing. Currently, local outreach teams coordinate across the region to ensure seamless integration and collaboration in addressing homelessness within specific communities. Outreach coordination crosses city, county, and CoC lines, and outreach teams are deployed to regions as needed. Additionally, Outreach Coordination works with teams from each CoC as well as the City and County. LAHSA will continue to work towards enhancing collaboration and coordination with its partner CoCs to ensure a cohesive and effective approach to outreach efforts across the entire region.

2. Outreach Coordination: LAHSA’s Macro Coordinators maintain a comprehensive inventory of outreach teams (funded by a variety of diverse partners), manage the By-Name List (BNL) for encampment resolutions (Inside Safe and Pathway Home), and coordinate with city and county partners for resolution activities.

They also collaborate with Regional Outreach Coordinators to engage in strategic vision setting. These activities help Macro Coordinators inform and recommend changes to outreach zones in each SPA. Each SPA is divided into hubs to better ensure local coordination. These hubs meet on a weekly or bi-weekly cadence to discuss encampment transitions (movement or
growth), to hear priorities of local officials, and to coordinate care for individual participants. Monthly, LAHSA, LA County DHS, and LA County DMH provide coordinated training and information sessions for all outreach teams across the county. The goal of these is to ensure that all teams have access to the same information about cross-system referrals and reviews of best practices and new resources. There is also a quarterly meeting of the leadership of the key funders for outreach, mainly LA County DHS, LAHSA, LA County DMH, LA County and City of LA. LAHSA has now also begun a quarterly convening that will be open to city officials from across the county to share their concerns and hotspots, and to plan for encampment resolution efforts.

3. Active Management of the Outreach System: LAHSA's Macro Coordinators play a pivotal role in strategizing outreach responses during emergency events such as public health outbreaks, inclement weather, and natural disasters. Additionally, they provide training and support for Regional Coordinators, ensuring adherence to best practices for Outreach Coordination.

The annual Outreach Coordination bootcamp serves as a
platform for knowledge exchange and skill enhancement for all Regional Outreach Coordinators.

The region’s collaborative and comprehensive approach
underscores the region’s commitment to effectively addressing homelessness and creating a more equitable and sustainable system.

ENCAMPMENT RESOLUTION
The largest encampment resolution efforts thus far have been led by the City of LA and LA County, both in close collaboration with LAHSA. Both the City of LA and County are using the LAHSA outreach teams to manage the coordination of the outreach teams working in the impacted area, coordination of the by-name list of the participants moving out of the encampments and have contracted for the interim housing services through LAHSA.

Additionally, LAHSA has two encampment resolution projects funded through state grants that LAHSA is managing through its contracted non-profit providers. LAHSA was also awarded funds for housing navigation and permanent housing resources through the Department of Housing and Urban Development (HUD) CoC Supplemental to Address Unsheltered and Rural Homelessness (Special NOFO) competition that are being deployed across the county to support encampment resolution efforts as well as expediting flow through interim housing for previously
unsheltered participants.

Across the county, there are hundreds of encampments that deserve to be prioritized for encampment resolution. Sites are selected according to: encampments whose residents are
members of demographic groups that have been
disproportionately impacted by homelessness and poverty, sites in communities which have been disproportionately impacted by homelessness and poverty, the size and scale of the
encampment, availability of interim /permanent housing nearby, the potential for harm to residents and neighboring communities from fires, flash floods, or other hazards, and the strength of the existing relationship between outreach partners and
encampment residents. Oftentimes, encampments border
multiple cities, as well as unincorporated LA County, so collaboration is key to all encampment resolutions.

CA 612 - Glendale CoC OUTREACH
The City of Glendale CoC is part of SPA 2 “San Fernando Valley” of eight (8) SPAs that comprise LA County. In this configuration, The City of Glendale CoC shares territorial borders with SPA 3 to the east and SPA 4 to the south. The population of Glendale represents 2% of the population of LA County. The City of Glendale CoC is responsible for oversight of three robust outreach teams that cover 100% of the CoC’s geographic area, with the primary goal of engaging all unsheltered homeless persons and those fleeing DV and related crimes in the
community. Outreach efforts in the City of Glendale CoC aim to provide immediate assistance and link individuals to appropriate resources such as shelters, health care, mental health services, and housing assistance. Although the CoC’s outreach teams cover the entire geographic area, they focus heavily on areas with higher concentrations of homelessness where unsheltered individuals are more likely to be found. The CoC uses GIS mapping each time outreach teams conduct intakes and reviews the data quarterly to increase outreach efforts in specific areas.

The CoC and its local partners meet regularly to tailor outreach and engagement, which involves partnershipswith health care agencies, people with lived expertise, law enforcement, and LA County DMH licensed clinicians to reduce chronic homelessness.

In addition, the City of Glendale is part of the San Fernando Valley Councils of Government (COG). The COG meets monthly with our local partners, which includes members from LA County.

The City of Glendale CoC also works directly with LA County on the Measure H distribution of funds to the City of Glendale CoC.

ENCAMPMENT RESOLUTION
The City of Glendale is seeking to coordinate additional funding for encampment resolution, such as applying for Cal-ICH Encampment Resolution Funding (ERF).

CA 606 - Long Beach CoC & City of
Long Beach

OUTREACH
The City of Long Beach CoC (Long Beach CoC & City of Long Beach) is located in SPA 8 of LA County and shares territorial borders with SPA 7 (East LA), and SPA 6 (South LA). The City of Long Beach CoC covers the entire geographic area of the City of Long Beach, including overlapping governmental land within the limits of the City of Long Beach.

The City of Long Beach CoC primarily serves single adult households for the City of Long Beach, while collaborating with LAHSA, LA County, and LA County CES SPA lead partners to coordinate and deliver services to youth and families
experiencing homelessness and/or at-imminent risk of
homelessness in Long Beach.

The City of Long Beach operates an outreach team which
coordinates with City departments such as police, parks, and public works to conduct outreach within the CoC. The City of Long Beach also coordinates with other public/government entities (LAHSA, LA Metro, LA County Sheriff, LA County Public Works, LA County DMH, LA County DHS) outside of the City of Long Beach to ensure that outreach is well-coordinated in and across multi-jurisdictional geographies. Outreach is conducted via a wide range of approaches, including standard field-based teams, library outreach, operation of two mobile access centers, mental health outreach, police department quality of life officers, and the City of Long Beach’s alternative response team focused on responses for people experiencing homelessness Restorative Engagement to Achieve Collective Health (REACH) team.

ENCAMPMENT RESOLUTION
The City of Long Beach is currently programming encampment resolution projects at two geographic areas within the City of Long Beach, funded by Rounds 1 and 2 of the State’s ERF Program. Both projects are coordinated as a network of
resources and services frequently utilized by persons
experiencing unsheltered homelessness and delivered as an interdepartmental collaborative involving the City of Long Beach’s Homeless Services Bureau, Public Works, Parks,
Police, and Fire Departments.

Program implementation is led by the City of Long Beach’s Homeless Services Bureau (HSB), which leads outreach and engagement to the encampments. The Interdepartmental (ITP) team includes outreach staff from the HSB including our community crisis response, the REACH team, which is a multi- disciplinary team that consists of: mental health clinician, public health nurse, and an outreach staff; the Mobile Access Center (MAC); Library outreach staff; Quality of Life officers (QOL) from the Long Beach Police Department; Public Works Clean Team; Parks department personnel; and 2 Designated Long Beach Fire Department Personnel (HEART). The REACH assesses
individuals for physical and mental health concerns and connects them to shelter and housing options. The MAC supports the teams by providing a place for in-field care coordination and case management. The MAC is staffed by 2 case managers and a public health nurse. In addition to City of Long Beach staff, the encampments also receive support through the County Mobile Health Clinic once a month which allows people to meet with an MD and psychiatrist, as well as Shower of Hope, which provides access to hygiene and sanitation services on a weekly basis.

City of Los Angeles OUTREACH
On September 14, 2021, the City of LA City Council adopted the Outreach Engagement Framework, which instructed the City of LA to develop a Citywide strategy on how its existing and new outreach efforts will coordinate to ensure that a person experiencing homelessness can secure and maintain a
permanent housing placement. Currently the majority of outreach to people experiencing homelessness conducted within the City is contracted through LAHSA. LAHSA-contracted outreach
provides system navigation, Homeless Engagement Teams
(Generalists, CARE/CARE+), Homeless Engagement Teams (C3 Partnership) and Homeless Engagement Teams (Operation
Healthy Streets). Individual Council Districts also contract directly with homeless outreach service providers to address the unique outreach needs of their respective Council districts. The City of LA will continue to collaborate with LA County to ensure that people experiencing homelessness are connected with the substance abuse and mental health services needed to maintain permanent housing.

The Outreach Engagement Framework is structured around
three key types of engagement: emergency outreach, service- focused outreach, and sanitation outreach. Emergency outreach is focused on an immediate threat to the health and safety of persons experiencing homelessness, due to a natural disaster or a personal mental health crisis. Service-focused outreach on the work needed to help people obtain services that will remove barriers and lead to permanent housing. Finally, sanitation outreach concerns engagements needed during the City of LA Bureau of Sanitation’s CARE+ Comprehensive Clean-up or Spot Clean-up operations, to ensure the health and safety of people living in encampments identified as in need of sanitation services.

ENCAMPMENT RESOLUTION
The City of LA’ largest encampment resolution effort is the Inside Safe strategy. Mayor Karen Bass’ Inside Safe Program works closely with City Council Districts and City departments to identify priority encampments throughout the City of LA. Encampments are prioritized according to size in terms of population and the acuity of the encampment residents. Based on a housing first model, the Inside Safe Program has moved over 1,200
encampment residents directly into motel rooms. Once inside, participants are engaged by service providers to determine their individual needs to seek and secure permanent housing. The City of LA has received three ERF program fund grants for the LA River Project in Council District 4, the Ballona Wetlands Project in Council District 11 and the Skid Row Project, which is a collaborative project between the Office of Mayor Karen Bass and the LA County DHS. The LA River Project serves a network of encampments along the LA River (River) beginning East of the 405 in the neighborhood of Sherman Oaks, near the Sepulveda Basin to the Glendale Narrows on Riverside Drive and Fletcher Drive in Silver Lake. To date the project has moved 55
encampment residents into interim shelters and housed five residents in permanent placements. The Project Manager for the Ballona Wetlands Project is currently working with LAHSA to secure Rapid Rehousing (RRH) slots to move vehicular
encampment residents in the Ballona Wetlands Ecological Reserve directly into RRH slots. The Skid Row Project is a close collaboration between the City of LA’ Mayor's Office and LA County, focused on moving residents in the Skid Row
encampments into interim housing. The project includes
negotiation of a master leased property to give residents more stability than traditional shelter beds.

CA 607 - Pasadena CoC OUTREACH
The City of Pasadena CoC is located in SPA 3 of LA County and shares borders with SPA 2 and SPA 4. The City of Pasadena CoC covers the entire geographic area of the City of Pasadena.

The City of Pasadena CoC’s street outreach teams conduct outreach throughout the entire geographic area and target known hotspots such as parks, churches, train stations, the emergency room and encampments to quickly identify and engage all people experiencing unsheltered homelessness to connect them to services and housing resources. Street outreach teams canvas the City of Pasadena CoC regularly looking for signs of encampments or unhoused people and approach everyone they encounter. Street outreach workers are racially and-ethnically diverse with lived experience of homelessness and emphasize non-coercive engagement techniques. Outreach logs are
maintained to track engagement and food/drink is offered as an icebreaker. Outreach is conducted more frequently to hidden areas (i.e. freeway embankments) to ensure that all people are identified and engaged. A multidisciplinary (MDT) team with a firefighter and social worker are integrated with the City of Pasadena Police Department dispatch center and respond to non-emergency calls and calls from the local hospital. Street outreach teams work closely with churches, health care, and nonprofit providers and are integrated with a publicly available online portal that allows community members to make outreach requests. If appropriate, street outreach teams will engage family members who can offer support. Street outreach teams meet monthly to discuss opportunities for continued coordination and service improvement.

ENCAMPMENT RESOLUTION
The City of Pasadena CoC’s Encampment Resolution project is funded by the State’s Encampment Resolution Fund Round 2.

The project targets encampments on Cal Trans property,
specifically the embankments of the 210 and 134 freeways. The project is a partnership between the City of Pasadena’s PORT (Pasadena Outreach Response Team) team and Union Station Homeless Services, the lead service provider for SPA 3 and Pasadena for single adults and families. Both teams conduct outreach and place individuals in motels while Union Station provides Housing Navigation services.

Given the individual roles and responsibilities identified above, describe and explain how all participating jurisdictions are or will begin to coordinate these efforts to ensure comprehensive outreach and site coordination to individuals experiencing and at-risk of experiencing homelessness in the region.

Regional Coordination Narrative - Outreach & Site Coordination All participating HHAP-5 partners benefit from and take part in the LA County’s Coordinated Outreach System. This system coordinates outreach workers throughout the county in their efforts to connect individuals and families experiencing unsheltered homelessness to wrap-around services, shelter, and permanent housing. The Coordinated Outreach System serves as the local regional infrastructure to improve standardization among outreach efforts, as well as to reduce gaps or redundancies in outreach sites.

LA County provides funding for the Coordinated Outreach System, including LA County DHS’ Multi- Disciplinary Teams (MDTs), LA County DMH’s Homeless Outreach Mobile Engagement (HOME) Teams, and LAHSA Teams. LAHSA, oversees the Coordinated Outreach System. LAHSA, in collaboration with its partners at LA County DHS and LA County DMH, plays a pivotal role in formulating the Coordinated Outreach Strategy for the region. In addition to Regional Outreach Coordinators housed at the Adult CES lead agency in each SPA, LAHSA supplements that with Macro Coordinators who actively support and fill gaps for Regional Outreach Coordinators as needed. The Macro Coordinators provide critical services such as care coordination and case conferencing.

The Region’s collaborative and comprehensive approach to outreach underscores the Region’s commitment to effectively addressing homelessness and creating a more equitable and sustainable system. The strategic framework is designed to leverage diverse expertise and ensure comprehensive geographic coverage throughout all of LA County, including all six HHAP-5 partners, while optimizing the efficacy of outreach resources.

LA County also collaborates with LAHSA and cities, including HHAP-5 Partners, and Councils of Government (COGs) to develop plans and funding for encampment resolution, including:

1. Outreach to individuals residing in encampments.

2. Identifying and offering interim housing.

3. Matching to resources and providing housing navigation services to offer people permanent housing.

4. Providing supportive services in both interim and permanent housing.

Encampment resolution efforts are coordinated with LAHSA, the City of LA, LA County, and local jurisdictions, including City of Glendale CoC, City of Long Beach CoC, and City of Pasadena CoC. Across the county, there are hundreds of encampments to prioritize for encampment resolution. In January 2023, LA County launched Pathway Home, a major expansion of its ongoing efforts to resolve encampments countywide, including recreational vehicles, in partnership with local jurisdictions and unincorporated communities. With Pathway Home, LA County hopes to reduce unsheltered homelessness in specific communities by helping people living on the streets come indoors, receive supportive services they need to achieve housing stability, and ultimately move into permanent housing. Sites are selected using various criteria including: encampments whose residents are members of demographic groups that have been disproportionately impacted by homelessness and poverty; sites in communities which have been disproportionately impacted by homelessness and poverty; the size and scale of the encampment; availability of interim /permanent housing nearby; the potential for harm to encampment residents and neighboring communities from fires, flash floods, or other hazards; and the strength of the existing relationship between outreach partners and encampment residents. Oftentimes, encampments border multiple cities as well as unincorporated LA County, so collaboration between jurisdictions is key to all encampment resolution.

In addition to these existing efforts, all HHAP-5 partners have committed to improving their coordination of outreach services in the Region of LA County. Specifically, the partners will maintain and leverage existing networks of communication that promote collaboration in outreach and site coordination efforts. They have committed to look at all relevant existing meetings and consider how to leverage them to promote regional solutions and to ensure collaboration on common HHAP 5 goals, expand communication around the availability of those spaces for collaboration and coordination, and assess whether there are additional partners that want to be or could be included.

The HHAP-5 partners will establish a periodic meeting, at least quarterly, to collaboratively implement the Regional Action Plan. This multi-purpose meeting space will be used by partners to peer-share and coordinate for the common HHAP-5 goals, including outreach and site coordination. LA County will convene the periodic meeting, but all HHAP partners will participate equally. Partners can share best practices related to encampment resolution and outreach services. The opportunity to peer-share may organically lead to new collaborative agreements and policies between jurisdictions.

Land Use & Development
Participating Jurisdictions Roles & Responsibilities
Los Angeles County LA County’s Chief Executive Office assesses county-owned land on an ongoing basis to determine its feasibility for use as homeless housing. In addition, LA County is establishing a land banking pilot, which will acquire properties in areas at risk of gentrification and displacement and set them aside for
development of affordable housing.

LA County’s permitting departments, including the Departments of Public Works, Regional Planning, Public Health, and Fire, collaborate to expedite and streamline the production of affordable housing, including homeless housing. LA County has jurisdiction over properties located in the unincorporated areas of the county and over county-owned or leased properties within incorporated areas. As a part of the County’s Declaration of State of Emergency on Homelessness, it is building out a concierge system to support affordable housing developers seeking to complete projects within the County’s jurisdiction. The LA County Department of Regional Planning has also drafted, and the Board has passed, several ordinances related to homeless housing. These include an Interim and Supportive Housing Ordinance, which is meant to encourage the development of housing that is critical to ending homelessness and an
Inclusionary Housing Ordinance, which requires new residential projects to set aside units for affordable housing.

CA 600 - LA City and County (LAHSA) LAHSA does not play a direct role in land use development, however, both the City of LA and LA County (though primarily the City of LA) have utilized the programmatic expertise at LAHSA to explore the best uses of land as they are considering developing shelters or other programs. In this capacity, LAHSA has provided feedback on the siting of shelters, the population to be served in specific projects, and even the architectural design of the projects to ensure appropriate consideration is given to the space needs of the participants and the service provider.

CA 612 - Glendale CoC The City of Glendale CoC works with various City Departments, which include Planning, Community Development and the
Housing Authority to complete the identification, location, and siting of programs and services for persons experiencing homelessness.

The City of Glendale also operates its own Public Housing Authority which is responsible for providing different voucher programs that provide ongoing rent subsidies to private scattered site property owners, as well as for affordable housing developments. The City of Glendale CoC also administers several Permanent Supportive Housing (PSH) Programs and Rental Assistance Programs with funding from the HUD under the CoC Program.

As part of the HOME-ARP Allocation Plan, the City of Glendale recently embarked on a collaborative effort to address the pressing issue of affordable housing and related services within the community. Through the HOME-ARP process, several critical needs emerged, including the demand for more affordable housing options. The City of Glendale made significant policy changes in the past 12 months to facilitate more affordable housing in the jurisdiction. The City of Glendale adopted a citywide Inclusionary Zoning Ordinance, which mandates the inclusion of affordable housing units in new development. The policy is aligned with the City of Glendale’s Housing Element Housing Plan, which includes key priorities such as promoting zoning flexibility to encourage a wide range of housing production and promoting the development of housing for special needs groups (i.e., individuals with disabilities, the elderly, large families, single-parent households, people experiencing or formerly homeless. City of Glendale policy encourages
developers to provide affordable housing units by offering density bonuses and other financial incentives. The passage of SB 1177 authorized the creation of Burbank, Glendale, Pasadena
Regional Housing Trust (BGPRHT), which was granted the
authority to fund planning and construction of affordable housing projects in the region, further bolstering Glendale's commitment to affordable housing solutions. A groundbreaking ceremony took place on June 30, 2023, when the City of Glendale, in
partnership with Linc Housing and National CORE, initiated the construction of 340 affordable apartments designed to
accommodate families and seniors, including those who are homeless or at risk of homelessness. The development
represents one of the largest new affordable housing projects in California, which included funding from a variety of sources such as Local Measure S and HOME-ARP funds.

CA 606 - Long Beach CoC & City of
Long Beach
The City of Long Beach operates an internal Affordable Housing Work Group, as well as a Homeless Land and Property Team that is focused on identification of potential land that could be utilized for homeless-related services such as shelter or PSH, as well as a broader focus on increasing affordable housing within the City of Long Beach. The City of Long Beach is responsible for zoning and permitting of projects whether owned by the City of Long Beach or privately.

The City of Long Beach CoC works across and with City of Long Beach Departments to complete the identification, location, and siting of programs and services for persons experiencing homelessness. In January of 2023, the City of Long Beach issued an Emergency Proclamation to Address Homelessness.

Through this proclamation, the City of Long Beach committed to a number of immediate and long-range plans to rapidly deploy additional resources, while finding long-term solutions to address the causes of homelessness within Long Beach. As part of the emergency efforts, the City of Long Beach sought to implement programming at underutilized and surplus City property to site programs. Through these efforts, the City of Long Beach was able to convert City-owned facilities into safe parking locations, a Recreational Vehicle (RV) sanitation center, as well as space to create new non-congregate sheltering resources with the development of new modular units (aka “tiny homes”).

Further identification and location of property for use as homeless programming is conducted by the City of Long Beach real estate team, housed within the Economic Development Department, who takes lead for the City to identify land that the City could acquire. Over the last year, the City has successfully partnered with LA County to purchase a 26,000 square foot warehouse and convert the warehouse to operate as a
congregate shelter for homeless individuals. The City of Long Beach real estate team identified the site and brokered the sale, with funding supporting the acquisition and development provided by LA County, with the county committing to fund up to half of the costs of acquisition and construction. The site is already up and running, providing shelter and services for approximately 120 individual adults, with the services funded by LAHSA, as further show of collaboration.

The City of Long Beach also operates its own Public Housing Authority which is responsible for providing different voucher programs that provide ongoing rent subsidies to private scattered site property owners, as well as for affordable housing developments. In addition to providing rental assistance and financial assistance to persons experiencing homelessness, the Long Beach Housing Authority is partnering with the LA County Development Authority to provide project-based rental assistance in two county-owned and operated Project Homekey sites that are located within the City of Long Beach.

City of Los Angeles In 2021, the City of LA’s Office of the City Administrative Officer (CAO) developed a Property Review and Evaluation Process (PREP) to review sites for the use of homeless facility or interim housing. The process begins with a formal or informal request to the CAO’s Asset Management Group to evaluate a publicly- or privately-owned property from a Council motion, the CAO Homelessness Initiatives Group, or other City Departments. The CAO’s Asset Management Group begins the evaluation, guided by several factors in the Asset Evaluation Framework (AEF) previously adopted by City Council and the PREP. The outcome is the creation of a ‘Property Profile’ that includes information from shared databases across City departments, zoning
regulations, environmental factors, ownership details, proximity to transit, and community resources. The CAO Homelessness Initiatives Group then reviews the Property Profile for size requirements and works with the appropriate controlling City department to determine the availability and feasibility of interim housing or safe parking.

If privately-owned, the City of LA General Services Department (GSD) negotiates lease terms with the owner. When the site is publicly-owned, the Homelessness Initiatives Group then recommends the property's future use to the Municipal Facilities Committee (MFC) or the controlling department’s oversight board and the Housing & Homelessness Committee. The City of LA’s Mayor and Council will then consider the reports and approve or decline the recommendation for funding or lease terms of the site.

Once a project is approved and funded, the responsible
departments execute the lease and license agreement,
implement construction, and put service contracts in place. The CAO Homelessness Initiatives Group coordinates and tracks project implementation with the Council Office and responsible departments.

As part of the ‘Feasibility Analysis’ of the PREP, the
Homelessness Initiatives Group staff works closely with the City of LA Bureau of Engineering (BOE) to assess sites for interim housing and LAHSA to assess the need for safe parking in the area.

CA 607 - Pasadena CoC The City of Pasadena Department of Housing’s Affordable Housing Development Division and Supportive Housing Division (the City of Pasadena’s CoC) work closely together to identify potential land that could be utilized for homeless-related services, such as shelter or PSH, as well as a broader focus on increasing affordable housing within the City of Pasadena. The Department’s Rental Assistance Division (Housing Authority) is responsible for providing different voucher programs that provide ongoing rent subsidies to private scattered site property owners, as well as for affordable housing developments. Further identification and location of property for use as homeless programming is conducted by the City’s real estate team which is housed within the Economic Development Division of the City of Pasadena Manager’s Office.

In the past five years, Pasadena has successfully sited and developed two PSH buildings and a winter shelter with a third affordable housing/PSH site in the pre-development stages. All sites are within the boundaries of the City of Pasadena CoC/City of Pasadena, and two are on City of Pasadena property. In 2023 the City of Pasadena amended its Zoning Code to allow for safe parking programs on up to 74 sites occupied by transit stations, colleges, and religious facilities in non-residential zones. The Zoning Code amendment also expanded the areas of Pasadena zoned for emergency shelters, low-barrier navigation centers, and limited emergency shelters.

Given the individual roles and responsibilities identified above, describe and explain how all participating jurisdictions are or will begin to coordinate these efforts to use and develop available land to address and end homelessness in the region.

Regional Coordination Narrative - Land Use & Development Siting and use of land is local in nature; it is based on local policies passed through the County Board of Supervisors, City Councils, local referendums, taxes, etc. The cities of Glendale, Long Beach, LA, and Pasadena each have their own local processes and procedures regarding siting and using available land to address homelessness in their particular city. LA County is responsible for land use decisions in unincorporated parts of the Region.

While most efforts are very local, coordination and collaboration between the jurisdictions does occur in different forms, for example, when they are dealing with land that is located at the intersection of jurisdictions or when a jurisdictional entity passes through another jurisdiction (e.g., CalTrans, Metro, etc.).

While local policies have the greatest impact on siting and using available land, each of the six HHAP-5 partners has effectively collaborated at some level with their HHAP-5 partners.

While the literal siting and using land available occurs at the local level, City of Glendale CoC, City of Long Beach CoC, City of LA, and City of Pasadena CoC often coordinate with LAHSA and/or LA County to determine funding for the development of land and/or what service delivery is possible for a potential development site. These conversations occur early in the process, when cities are discussing siting and land use availability and before the permitting and site acquisition process to ensure a potential site will secure necessary development funding and necessary supportive services. For example, City of LA recently coordinated with LAHSA to ensure the development plans for a safe parking project would align with the local sites’ limitations. After the City of LA identifies and acquires the site, LAHSA will partner to provide insight on what service delivery is most appropriate at the site, etc.

Structures that already exist for collaboration and coordination that jurisdictions participate in the county include the county-led Affordable Housing Coordinating Committee, Cities and Councils of Governments (CoGs) meetings, the LA County Affordable Housing Solutions Agency monthly Board of Directors Meetings, and quarterly Southern California Association of Nonprofit Housing (SCANPH) Affordable Housing Meeting. In addition to regular participation in these regional convenings, all six participating partners have committed to better sharing insights with each other about siting and land use to address and end homelessness. While there may be limited on-the-ground collaborations, the regular periodic HHAP-5 partner meetings will provide opportunities for every partner to engage in peer sharing, develop best practices, and identify future collaboration opportunities. Under LA County’s leadership, all HHAP partners will participate in meetings equally to produce best practices related to site acquisition and community engagement, talk about different approaches to siting, and share policy strategies that can impact and enhance further development of housing and services targeted toward preventing and ending homelessness.

Development of Interim and Permanent Housing Options
Participating Jurisdictions Roles & Responsibilities
Los Angeles County LA County uses a variety of tools to increase the housing stock for people experiencing, or at risk or homelessness. The LA County Board declared a Shelter Crisis in 2018, which has been extended annually since then, including in November 2023. The Crisis Declaration has enabled LA County to expedite the creation of interim housing options to meet the urgent shelter needs of unhoused residents in the region. Various county- owned properties have been utilized as interim housing.

The County has also acquired and developed other interim housing sites through the Homekey program and through the LA County DHS’ Housing for Health Capital Improvement
Intermediary Program. Through these efforts, the County has on its own or with development partners acquired,
rehabbed/constructed, and operationalized interim housing sites that serve various populations.

LA County’s Board adopted a motion in November 2022 that dedicated $10 million in Homeless, Housing, Assistance, and Prevention (HHAP) Round 3 funding to support interim housing operations sited by Cities and Councils of Governments (CoGs).

The motion has enabled the County to provide funding for five (5) different interim housing programs across LA County, within the following jurisdictions: Culver City, Pomona, Redondo Beach, Montebello, and San Gabriel Valley CoG, with more in the pipeline.

The Board approved a comprehensive affordable housing plan in 2015 and 2017 that currently invests $100 million every year to build and rehab low- and very low-income housing across the county. The County’s LA Community Development Authority (LACDA) issues at least one Notice of Funding Availability (NOFA) annually to award developers with funding to assist the development and construction or renovation of multi-family rental housing for special needs populations. Since 2016, 160
development projects have received capital funding or rental assistance through the LACDA NOFA and over 11,000
affordable homes have been funded. The Affordable Housing Programs’ Budget is a key funding source for the LACDA NOFA.

For FY 2023-24, the Board has allocated $97.705 million from the Affordable Housing Program Budget’s current fiscal year funding and prior year carryover. This amount includes a gap fund for previously awarded projects requiring additional funding to complete construction.

Annually, the California Strategic Growth Council (SGC) awards Affordable Housing and Sustainable Communities (AHSC)
Program funds for affordable housing and sustainable
transportation to decrease vehicle miles traveled and reduce greenhouse gas emissions (GHG). To date, LA County has
partnered with developers and the City of LA to receive over $130 million in AHSC funding to develop 828 affordable housing units at seven project sites; and reduce greenhouse gas emissions by increasing public transit ridership and creating over a dozen miles of bicycle and pedestrian pathways. LA County Chief Executive Office- Homeless Initiative (CEO—HI) is working with its technical consultant, Enterprise Community Partners, to prepare competitive applications with developers for AHSC Round 8 due in spring 2024.

In addition, LA County DHS administers funding for and oversees the supportive services necessary for PSH sites to provide the needed supports to help tenants maintain their housing and access benefits.

LA County also oversees a portfolio of Homekey PSH projects.

To secure state Homekey grants, the County committed
$317,382,251 in local matching funds for both capital and operating costs. Through Homekey, LA County has partnered with developers and community-based organizations to add 1,436 interim housing beds and 1,450 PSH units to the region's supply of housing for people experiencing homelessness.

LA County also supports Unit Acquisition (UA) efforts through partnerships with LA County DHS and LAHSA, in an effort to increase private market rentals to match people experiencing homelessness with tenant-based rental assistance, such as RRH, Federal vouchers, and other local funded vouchers. The county has contracted with local Managed Care Plans, Health Net and LA Care, to support expanding existing UA programs and launching the pilot Master Lease program with LAHSA.

CA 600 - LA City and County (LAHSA) The system is most effective in driving throughput when all parts of the system – from interim to permanent components -- have a clear and targeted focus on the most essential core
activities/behaviors, allowing each part of the system to excel at its most critical functions. As the countywide homeless system lead, LAHSA has begun shifting to a more hands-on approach called Active System Management (ASM). The goal of ASM is to ensure each component of the homeless response system is utilizing all existing resources and is performing as effectively as possible to support maximum throughput to permanent housing.

This includes a focus on turning over interim housing resources and maximizing utilization of permanent housing resources.

Implementation of ASM across all system components is
currently underway and being expedited in response to the need to quickly bring people indoors and subsequently move them to permanent housing. LAHSA staff are leading coordination efforts with providers and driving client level progress of assessment completion, document collection, housing navigation assignment, and progress on a permanent housing pathway. Additionally, LAHSA is working to bring more interim housing and permanent housing options online. These include interim housing options throughout the City of LA and county, including the use of motels, and various permanent housing options available through new encampment resolution initiatives, including RRH and PSH.

Successful implementation of the rehousing effort will be dependent on the availability of permanent housing resources available to respond to the emergency. To understand the amount and ratio of each type of resource that is needed for a comprehensive, systemwide rehousing strategy, LAHSA created a funding plan to create visibility for resource needs and shared priorities for addressing gaps and moving toward a balanced system in the coming years. With an inadequately resourced or imbalanced system, LA will not be able to effectively rehouse people once placed in interim housing, which means people may get stalled in different parts of the system, or that resources in the system may be underutilized. As more interim and
permanent housing resources are brought online, LAHSA
continues to work to balance out the system so as to create flow through the system and house the most people possible.

LAHSA, with support from LA County, the State, and Medi-Cal managed care plans, is also actively working to significantly augment the availability of permanent housing options by advancing the Master Leasing program throughout the City of LA and LA County. The strategic objective is to master-lease 800 units by the conclusion of FY23-24, with plans to further expand this initiative in FY24-25. This expansion is geared towards broadening the spectrum of permanent housing accessible to participants engaged from encampment resolution efforts as well as those transitioning from interim housing programs. The overarching goal is to facilitate increased turnover of interim housing beds within the system by helping participants access stable, permanent housing.

LAHSA will also take on property management of these master- leased units, and directly administer rental assistance payments for participants in these units. Supporting the region-wide goal in expanding permanent housing resources, this strategic approach underscores LAHSA's dedication to fostering lasting solutions to homelessness and facilitating a more efficient and impactful Master Leasing program.

CA 612 - Glendale CoC As part of the HOME-ARP Allocation Plan, the City of Glendale recently embarked on a collaborative effort to address the pressing issue of affordable housing and related services within the community. Through the HOME-ARP process several critical needs emerged, including the demand for more affordable housing options. The City of Glendale made significant policy changes in the past 12 months to facilitate more affordable housing in the jurisdiction. The City of Glendale adopted a citywide Inclusionary Zoning Ordinance, which mandates the inclusion of affordable housing units in new development. The policy is aligned with the City of Glendale’s Housing Element Housing Plan, which includes key priorities such as promoting zoning flexibility to encourage a wide range of housing production and promoting the development of housing for special needs groups (i.e., individuals with disabilities, the elderly, large families, single-parent households, people experiencing or formerly homeless. City of Glendale policy encourages
developers to provide affordable housing units by offering density bonuses and other financial incentives. The passage of SB 1177 authorized the creation of Burbank, Glendale, Pasadena
Regional Housing Trust (BGPRHT), which was granted the
authority to fund planning and construction of affordable housing projects in the region, further bolstering Glendale's commitment to affordable housing solutions. A groundbreaking ceremony took place on June 30, 2023, when the City of Glendale, in
partnership with Linc Housing and National CORE, initiated the construction of 340 affordable apartments designed to
accommodate families and seniors, including those who are homeless or at risk of homelessness. The development
represents one of the largest new affordable housing projects in California, which included funding from a variety of sources such as Local Measure S and HOME-ARP funds. The City of Glendale is open to additional partnership opportunities with LA County to increase interim and permanent supportive housing programs.

Currently, the City of Glendale is utilizing State funds to develop interim housing programs, however, there is a need for a more ongoing stream of funding and partnerships to support this initiative.

Glendale has also increased the number of rapid rehousing (RRH) beds to quickly transition the unhoused while working with families and individuals to gain access to permanent housing, such as Section 8 housing vouchers and Emergency Housing Vouchers and PSH Programs awarded through the HUD.

CA 606 - Long Beach CoC & City of
Long Beach
The City of Long Beach CoC is committed to developing both shelter and PSH options throughout the geographic region. The City of Long Beach CoC collaborates with county partners to acquire, fund, and develop congregate shelters, as well as collaborates with State partners to develop non-congregate shelter. The City of Long Beach CoC leverages partnerships with LA County DHS and local resources to provide PSH to
individuals within the City of Long Beach CoC.

Through the CoC’s annual competition, the City of Long Beach CoC has committed to fund capital for new projects, as well as fund operations for permanent housing resources in the
geographic limits. Examples of successful collaboration and coordination with our regional, jurisdictional partners includes the opportunity to partner with LA County and LAHSA to site, acquire, and develop property for use as congregate shelter and to further partner on the implementation and coordination of programs and services. The City of Long Beach’s ABC shelter (Atlantic Bridge Community), located in North Long Beach, was a project conceived by the City, with the City proposing to create the project through a competitive solicitation funded by the county (funded with Measure H funds), and administered by LAHSA. The City of Long Beach successfully requested and received capital funding through a 2017 Capital RFP. The City of Long Beach’s proposal was selected, received capital funding for acquisition and development. The City of Long Beach worked expeditiously to complete the project, which has been up and running, providing 125 beds of Crisis and Bridge Housing since 2020. The site and program continues to be fully operational, which operates through partnership with LA County and LAHSA, with funds for the services and operations made available with county Measure H funds, administered via contract with LAHSA.

Through similar efforts in 2023, the City of Long Beach and LA County were able to rapidly plan and coordinate for the identification, acquisition, and conversion of a warehouse, located at 702 W. Anaheim in the City of Long Beach, into a second congregate shelter, providing an additional 100+ beds of Crisis and Bridge Housing. In early 2023, the City of Long Beach and LA County released homelessness emergency declarations.

Per the County’s emergency declaration, LA County committed to identifying departmental liaisons who will work with City counterparts to enhance efforts with outreach teams to assess and connect unsheltered individuals experiencing homelessness to county departmental services they are eligible for with the goal of getting people into housing and to establishing teams who will work directly with interim housing providers to ensure that clients in interim housing are assessed and connected to county departmental services that they are eligible for, including providing services onsite as needed to ensure service
connection. Due to this alignment of priorities, the City of Long Beach and LA County were able to successfully partner on this project, with LA County committing to provide up to half of the costs of acquisition and development. An agreement with the County to provide funds, made available with Measure H dollars, was rapidly executed. The City of Long Beach real estate team successfully brokered the deal to acquire the site. The City of Long Beach then partnered with LAHSA to transfer program participants and program operations to the new location, with services beginning late April 2023.

In addition to these efforts, the City of Long Beach has been able to successfully partner with the State and County to acquire, develop, and implement Project Homekey sites. The City of Long Beach was able to successfully obtain Project Homekey funding from the California Department of Housing and Community Development to acquire and develop three projects within the City of Long Beach. Of these, one project is fully operational, with a former Best Western currently operating as non-congregate interim housing, operated by the City of Long Beach and First to Serve, a non-profit partner. A second site is under construction, with plans to open as additional non-congregate interim housing in 2025, to be operated by First to Serve. A third site, to be operated as modular units (“tiny homes”) is still in early stages of development, as the City of Long Beach has had to work to resolve land use issues with a number of community members and partners.

Beyond those Project Homekey projects owned and operated by the City, the City of Long Beach is also working to partner with LA County on the funding and operation of Project Homekey sites that are now converting from non-congregate shelter to permanent supportive housing. The County owns two Homekey sites that operate in the City of Long Beach, with the LA County Development Authority serving as the owner/landlord/property manager of these sites. As permanent housing programs,
participants will be identified from Long Beach Coordinated Entry (CE), with case management and supportive services provided by LA County DHS, and rental subsidy provided by the City of Long Beach Housing Authority who has committed to provide the rental subsidies by way of project-based vouchers for the two sites.

The City of Long Beach also has a Community Development Department, which serves as the Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG)
administrator for the City of Long Beach. The City of Long Beach CoC partners with Development Services to coordinate the allocation, distribution, and programming of those funds, as well as supporting Development Services with coordination,
development, completion, and submission of the Consolidated Plan, Housing Element, as well as partnering to support and fund the development of affordable housing including supportive housing projects.

City of Los Angeles The development of interim and permanent housing in the City of LA uses a whole of government approach; the various elements of development are the responsibility of multiple departments and agencies within the City of LA. The main focus is to streamline our permitting process in particular to permitting PSH and affordable housing to attract developers. The increased development will increase the supply of PSH and affordable housing in the City of LA.

1. The financing of interim housing is coordinated through the CAO with funds from local, state, and federal sources. The financing of permanent housing is coordinated through the Housing Department (LAHD) with local, state, and federal sources. In addition to LAHD, the Housing Authority of The City of LA (HACLA), a HUD Local Public Housing Agency (PHA), provides Project Based Vouchers (PBV) and various portable tenant-based vouchers to help fund the development of
permanent housing.

2. The entitling and permitting of interim and permanent housing for the homeless is the responsibility of the Department of City Planning (DCP) and Department of Building and Safety (DBS).

Both departments have specialized units dedicated to assisting developers of interim and permanent housing navigate local and state requirements throughout the development process to ensure that their architectural and engineering plans comply with the law, building code, and livable and safe design standards.

3. The Bureau of Engineering (BOE) within the Department of Public Works (DPW) has a specialized unit that manages the design and construction of interim housing funded by the City of LA.

4. During construction, DBS is the principal department responsible for conducting inspections when called for to ensure that the building complies with the approved plans.

5. Additional departments listed below play a role in the permitting and inspection of interim and permanent housing for the homeless to ensure that it is safe, accessible, and livable:
a. Department of Water and Power (DWP): DWP is a municipal utility company responsible for ensuring development projects have water and power infrastructure to service the residents. b. LA Fire Department (LAFD): LAFD has a specialized unit that plan checks and inspects interim and permanent housing to ensure that developments comply with the fire code and can be safely occupied.
c. LA Housing Department (LAHD): LAHD’s Accessible Housing Program (AcHP) is a unit of engineering plan checkers and inspectors that ensure developments are accessible to people with disabilities and comply with fair housing laws.
d. DPW: Multiple bureaus within DPW ensure that construction in the public right of way and private property designed to improve the environmental impact and accessibility of the development are permitted and inspected.

6. During the entirety of the interim and permanent housing development process, the Mayor’s Office and CAO have staff that help coordinate intradepartmental responsibilities.

CA 607 - Pasadena CoC Affordable housing development, the CoC, and the Pasadena Housing Authority all operate out of the City of Pasadena Department of Housing which allows for efficient and productive collaboration in the development of interim and permanent housing resources. In the past six months, the City of Pasadena CoC celebrated the opening of The Salvation Army Hope Center, a new 65-unit PSH development for single adults exiting chronic homelessness. The City of Pasadena contributed $2 million of City Inclusionary and state Housing Successor funds to the project, in addition to project-based Housing Choice and VASH vouchers. The LA County Development Authority (LACDA) as well as the LA County 5th Supervisorial District also contributed funding to the project. Heritage Square South, a 69-unit PSH building for seniors, will open in Spring 2024. For this project the City of Pasadena contributed the land, $6.9 million of Housing Successor funds, as well as project-based Housing Choice Vouchers. The City of Pasadena has also recently supported a 6- unit permanent housing project for Transition Aged Youth with $1.3 million and $1 million of City Inclusionary and federal HOME dollars respectively. The City of Pasadena contributed $1.2 million of City Inclusionary and $200k of state Housing Successor funds to the purchase of a single-family home, which will be converted to a 20- unit transitional housing project for families. Additionally, $4.75 million of Local Housing Trust dollars have been committed to a 100-unit senior housing project, which includes 49 units of PSH. After a three-year hiatus during the pandemic, the CoC reopened its winter shelter at a new site this year primarily utilizing City of Pasadena General Funds. The LA County Board is providing funding for capital improvements.

Given the individual roles and responsibilities identified above, describe and explain how all participating jurisdictions are or will begin to coordinate these efforts to develop adequate interim and permanent housing options to address and end homelessness in the region.

Regional Coordination Narrative - Shelter, Interim, and PH Options The development of interim and permanent housing options relies on local policies and procedures that are not uniform across the six participating HHAP-5 partners. There are, however, several coordinated efforts across the LA region to increase housing and shelter options for individuals and families experiencing homelessness, which allow for collaboration and coordination between the partners. First, LAHSA is advancing its Master Leasing program throughout the county with collaboration from LA County, the state, and Medi-Cal managed care plans. The expansion supports the region-wide goal of broadening the spectrum of accessible and affordable permanent housing options in the region. The Master Leasing program is available for all CoCs in the region and should facilitate increased turnover of interim housing beds within the system by helping participants access stable, permanent housing solutions.

Coordination and collaboration throughout the county for the development of interim and permanent housing options often occurs at the funding level. For example, the County Board adopted a motion in November 2022 that dedicated $10 million in Homeless, Housing, Assistance, and Prevention (HHAP) Round 3 funding to support interim housing operations sited by Cities and Councils of Governments (CoGs).

The LACDA issues at least one NOFA annually to award funding to affordable housing developers anywhere in the county to assist the development and construction or renovation of multi-family rental housing for special needs populations, including persons experiencing homelessness. The annual LACDA NOFA is available for developers in any of the jurisdictions within LA County and is funded by LA County’s affordable housing program budget, which the county invests $100 million into every year. Since 1998, LACDA has awarded projects for affordable housing development in each of the 4 HHAP-5 city partner jurisdictions:
● Three projects in the City of Glendale were funded.
● Nine projects in the City of Long Beach were funded.
● 221 projects in the City of LA were funded.
● Twelve projects in the City of Pasadena were funded.

As funding allows, LA County also works closely with jurisdictions (outside of the LACDA NOFA) to fill funding gaps in the development of interim and permanent housing options in their local communities. For example, the City of Long Beach and LA County recently partnered together to convert a warehouse into congregate shelter. The City of Long Beach identified the site and brokered the sale, and the County committed funding up to half of the costs of acquisition and construction.

Project Homekey efforts across the County have also offered opportunities to collaborate and coordinate by adding interim housing beds and PSH units to the region’s supply of housing. The County partners with housing developers on Homekey, who acquire and rehabilitate the sites for County projects. LA County has Homekey projects across the Region including in the City of LA and the City of Long Beach, which requires close collaboration between the County and these respective cities to bring Homekey sites online.

The Homekey sites serve participants throughout the county with a focus on the SPA where they are located. All cities benefit from Project Homekey sites, especially those that are proximate to them. During Homekey Round 2, the County made available HHAP funds to support cities applying to the state for Homekey funding for permanent housing. During Homekey Round 3, the County invited cities, including those with CoCs, to apply jointly with the County for funding from the state, with the County contributing the capital and operating local matching funds.

Opportunities for HHAP-5 partners to engage regularly with one another on the development of interim and permanent housing solutions currently exist through the countywide Affordable Housing Coordinating Committee, Monthly PSH Funders Meeting, bi-weekly Housing Authorities and Partners Meeting, and Cities and Councils of Governments (CoGs) meetings. The HHAP-5 partners will also meet at least quarterly as a group to create a regular vehicle for deeper collaboration and coordination across the region. During those meetings, there will be additional opportunities for the partners to identify best practices, regional funding resources, and opportunities to collaborate when seeking funding for and developing interim and permanent housing.

Coordination of & Connection to Service Delivery
Participating Jurisdictions Roles & Responsibilities
Los Angeles County LA County has a unique role and setup of responsibilities among the six HHAP-5 partners as the geographic jurisdiction in which all the others are nested. LA County’s role and responsibilities coordinating and connection to services include the following: 1) Providing County Departments’ mainstream social services— e.g., physical and behavioral health care systems, public social services—safety net services, Child Protective and Adult Protective Services; and 2) LA County Board allocates a significant amount of county, state, and federal funding for homeless and housing services to each of the four CoCs and County Departments that provide services for each of the other HHAP-5 partners. In that role, LA County takes very seriously its responsibility to create rigorously transparent and inclusive public processes to decide how to coordinate and utilize County- administered homeless, housing, and support services resources across the entire LA County region. For example, the Board annually allocates over $450M in Measure H funding (from a 1⁄4 cent County sales tax dedicated to combating homelessness) to many Homeless Initiative lead County departments and
agencies, the four CoCs, and dozens of cities and Councils of Government (COGs), which in turn partner with hundreds of service providers across LA County. In this way, the LA County Government itself is a significant funder and supporter of homeless and housing efforts across all the other jurisdictions within the LA County Region. The County funds LAHSA to oversee and facilitate the CES in the LA CoC. CES was
established to connect people experiencing a housing crisis to resources and housing in the most efficient and equitable way and is the structure of ensuring homeless services and providers work in a consistent manner in the rehousing system.

Homelessness is a regional crisis, and LA County has always considered it a top priority to strengthen its collaboration with diverse stakeholders, including the 88 cities that fall within its boundaries, as well as Councils of Governments (COGs), which are Joint Powers Authorities that provide cooperative planning, coordination, and technical assistance on issues of mutual concern that cross jurisdictional lines. A key component of the LA County Homeless Initiative is the Local Jurisdiction Coordination & Supports Team. By fostering collaboration with local
jurisdictions and co-investing in proven regional and local solutions while integrating racial equity practices, this team expands and enhances programs and services that are
addressing homelessness countywide. This team administers and manages LA County’s Local Solutions Fund; enhances
regional communication, cooperation, and coordination including through quarterly regional convenings, issues resolution and advisory guidance on aligning, layering, and coordinating programs, and emergency management; collaborates with local jurisdictions on Pathway Home, the County’s Encampment
Resolution program funded by Measure H to reduce unsheltered homelessness; and collaborates with the City of LA as an integral partner during the planning and response phases of every Inside Safe operation, and remains in partnership with the City of LA and their Inside Safe participants throughout their housing stabilization process. As regional leaders addressing homelessness, LA County convenes daily case conferencing calls, or “air traffic control” meetings, with LA County DHS, LA County DMH, and LAHSA, to discuss participant cases and determine the most appropriate placement type based on the participants needs. This can be either for new housing referrals sent to an inappropriate funder or participants currently in an interim housing setting who require a higher or lower level of support. In its regional leadership role, on April 11, 2022, the LA County Chief Executive Office issued a report entitled, “A New Framework to End Homelessness in LA County,” (New
Framework) which included recommendations to improve and modify the County’s strategies to address homelessness. On May 3, 2022, the Board adopted the New Framework, which focuses on three key system partners: (1) Rehousing System, (2) Mainstream County Government Systems, and (3) Partnerships with Cities. For each partner, there are five categories of actions:

Coordinate, Prevent, Connect, House, and Stabilize. The Framework embraces emerging practices to advance racial equity across policymaking, planning, funding, and
implementation, and includes a commitment to ongoing
advancement of equity through implementation practices. The New Framework expands LA County’s purview to examine
prevention more intentionally and have a larger role in connecting clients to mainstream services by collaborating with County departments and other key partners. The New
Framework also focuses on creating a homeless response
system that focuses on flow-through by increasing an emphasis on permanent housing availability to move people through the system to permanent solutions more quickly.

CA 600 - LA City and County (LAHSA) In December of 1993, the Board and the LA Mayor and City Council created LAHSA as an independent Joint Powers
Authority. LAHSA is the lead agency in the LA CoC, which is the regional planning body that coordinates housing and services for homeless families and individuals in LA County. LAHSA
coordinates and manages over $800 million annually in federal, state, county, and city funds for programs that provide shelter, housing, and services to people experiencing homelessness.

LAHSA serves as the lead coordinating entity for the CoCs of LA, Glendale, Pasadena, and Long Beach (excluding Long Beach’s Adult system which operates independently.) In 2011, LA launched one of the earliest versions of the CES in the nation.

The goal was to bring together diverse resources provided by various funders to ensure that no matter where a household was experiencing homelessness in the city or county, they could be connected to services and housing. The CES Policy Council was originally sponsored by the LA Regional Homelessness Advisory Council, a regional entity comprised of key stakeholders from LA City and County, non-profit service providers, and people with lived expertise of homelessness, and, in 2019, was formally designated as the CES Policy Oversight Entity by the LA CoC through the adoption of the LA CoC Governance Charter. The Charter authorizes the CES Policy Council to support alignment of access, assessment, prioritization, and matching throughout the LA CES, which encompasses four CoCs. These policies seek to ensure that individuals experiencing homelessness are served consistently throughout the system, regardless of their characteristics or geography. In addition to fulfilling HUD requirements, the CES Policy Council was established based on local recognition that truly moving the needle on ending homelessness requires proactive alignment of principles across the entire region, which includes many jurisdictions (four CoCs and 88 cities) and funders (federal, state, local, and
philanthropic). As a coordinating body that is broader than any one organization or funder, the CES Policy Council serves to facilitate strategic alignment and to meaningfully engage homelessness services stakeholders to inform effective system strategy. The CES Policy Council does not make funding
decisions. In accordance with its role as a Joint Powers Authority, LAHSA aims to enhance the coordination and delivery of services to those at-risk of or experiencing homelessness.

LAHSA hosts outreach coordination meetings through each SPA and sub-SPA region. At minimum meetings are 1x per month however the average is every other week for SPA-wide. There are also monthly zone-specific case conferencing meetings for clients. There is more coordination that happens with MDTs separately for special projects such as weather/emergency response, encampment resolution, joint outreach at priority hotspots, etc. LAHSA meets with LA County twice a week for high level or urgent issues that impact the outreach system DHS as well. LAHSA hosts Active System Management meetings to support flowthrough from interim housing to housing navigation, and from housing navigation to RRH. Additionally, LAHSA leads lease up calls for new PSH buildings as they come online. All these meetings happen minimally once a month, however some may occur multiple times a week. These efforts are targeted at client level movement throughout the system and are designed to help providers focus on key activities that promote maximum housing placements. LAHSA also leads leadership meetings for CES leadership for the adult, family, and youth systems, as well as victim service providers. These meetings are focused on coordination amongst partners as the system continues to be refined and improved. LAHSA has identified key goals to address homelessness through strategic interventions. One critical focus is to enhance problem-solving interventions by increasing investment and utilization. This includes expanding the number of community partners trained in providing problem- solving interventions, with a specific emphasis on involving non- traditional partners like faith-based organizations. LAHSA aims to extend the use of problem-solving interventions across interim housing, engaging with entities within the justice system and at least five faith-based organizations in the upcoming fiscal year.

HHAP dollars have been pivotal in helping to expand problem solving across the jurisdiction, and LAHSA will continue this work across the region through HHAP 5, including partners connected to sister CoCs, City of LA, and LA County. Additionally, LAHSA will develop a comprehensive training series to deepen partners' understanding of problem-solving strategies. Another pivotal goal is the optimization of housing navigation staff deployment.

LAHSA is working to assign housing navigation staff to serve individuals in interim housing programs throughout the County.

This will ensure participants have a more efficient transition from interim to permanent housing. Monitoring housing navigation and RRH utilization monthly will be a key strategy to ensure swift and equitable service provision. LAHSA also plans to issue guidance and procedures for programs collaborating closely to increase housing placements. LAHSA will also continue to operationalize the use of housing navigation and RRH programs in a slot-based method aimed to drive efficacy in service provision, ultimately maximizing permanent housing outcomes. This work is being overseen for the entire Region, including all LAHSA-funded interim housing, as well as some programs funded directly by cities or local jurisdictions - with the goal of creating throughput for programs in each SPA. Since the launch of RRH
programming for adults in 2016, RRH-funded providers that provided access to this program for clients in their other programs (such as outreach, interim housing, and access centers), as well as to other providers in the area. However, in that there was no codified or standardized referral process, RRH programs operated differently, and access to all other
agencies/clients in the region was not guaranteed. Since 2022, LAHSA has been working with providers to create streamlined access to RRH. This includes creating service slots that can be used to manage program capacity and enrollment, and that can be matched to through a centralized referral function. This ensures this resource can serve programs and clients across the region. Interim housing programs funded by the City and County of LA are served through housing navigation staff, which then connect clients to open RRH slots in the SPA. Master Leasing is a regional approach in that LAHSA is seeking to bring units online in each of the SPAs across the county. These units are acquired where there is opportunity, however they are not used for one particular program, group, or city, but instead are viewed as a resource for a variety of target programs/populations across the SPA. While Master Leased units are funded through LA County, these units benefit programs throughout the SPAs, which can include encampment resolution programs of either the City or County of LA. Similarly, target programs in the SPAs can be prioritized across jurisdictions. Furthermore, LAHSA sets goals to optimize housing transfers and prioritization processes.

This involves implementing a standardized assessment process to identify households in need of transfer to another housing program. A prioritization process will be established to ensure housing stability. This will entail the ongoing tracking of data, including equity metrics, to guarantee proportional access. Equity goals for housing placements in the homeless service system will be developed, and the existing suite of equity tools will be expanded by implementing at least one new tool/framework for permanent housing placements. LAHSA also leads various
workgroups committed to bringing about more equity for various populations in the homeless services systems. Additionally, LAHSA participates in various workgroups led by the County’s Anti-Racism, Diversity, and Inclusion Initiative. These strategic initiatives underscore LAHSA's commitment to addressing homelessness comprehensively and promoting equitable and sustainable solutions. Lastly, to maintain a fully staffed and effective system of care, LAHSA has created avenues for providers to receive workforce and organizational capacity building support. LAHSA’s Capacity Building team aids providers in sourcing skilled and qualified candidates for critical vacancies within the rehousing system. Through the organization of regional job fairs and one on one recruitment support, LAHSA works to customize its engagement of prospective workers to the unique needs of the provider and style of care needed within homeless services programs. LAHSA is also leading workforce development with partners such as Careers for a Cause, Santa Monica City College, the University of Southern California, and others to create a pipeline of workers – many with lived experience of homelessness – into the sector.

CA 612 - Glendale CoC The City of Glendale Community Services & Parks Dept/Homeless Services Sections serves as the lead agency for the City of Glendale CoC. The City of Glendale CoC collaborates with diverse groups such as organizations with racial justice focus, mainstream health care providers, local hospitals, domestic violence, veterans and youth service providers, faith- based organizations, funders, advocates, public housing agencies, school district, local law enforcement, and other members that play a critical role in helping prevent and end homelessness. The City of Glendale CoC has designated a Board of Directors, CoC Committee, and CES Sub-Committees who help with the strategic planning and implementation of not only HHAP funds, but State and Federal to maximize program funds that align with the State and Federal Strategic plan to end and prevent homelessness. The City of Glendale CoC also participates in cross collaborative meetings with other CoC’s and cities regarding homeless system planning and delivery, such as the San Fernando Valley COG, Southern California CoC Alliance and LA Homeless Management Information System (HMIS)
Collaborative, which allows the LA, Glendale, Long Beach, and Pasadena CoC’s to share HMIS data across CoCs. The City of Glendale CoC is also working closely with LAHSA on a Regional CES Council to develop Regional CES Policies and Procedures.

This regional collaboration strengthens the City of Glendale CoC and helps develop prioritization and matching criteria that is in compliance with Regional CES Systems. The City of Glendale CoC would like to continue developing a sophisticated system of programs that work in tandem to help reduce homelessness and prevent exits to homelessness by increasing access to
countywide resources and partnership opportunities including partnerships with Managed Care Plans.

CA 606 - Long Beach CoC & City of
Long Beach
The administrative entity for the City of Long Beach CoC is the City of Long Beach Department of Health and Human Services.

The Long Beach CES serves the entire 52-square mile
jurisdiction of the City/CoC of Long Beach. Partnerships are active with the LA, Pasadena, & Glendale CoCs & the County CEO office of LA to ensure coverage & coordination as people move throughout the County of LA over the multiple CoCs within the county. In addition to the planning and coordination efforts of the City of Long Beach CoC and CES, the City of Long Beach and City of Long Beach CoC also partner to further engage community members and stakeholders, formally, through the Homeless Services Advisory Committee. The City of Long Beach CoC encourages public participation and heavily relies on communication and coordination with the Homeless Services Advisory Committee (HSAC), which serves to operate as a liaison between each of Long Beach’s council districts and the Homeless Services Bureau. The HSAC committee is tasked with relaying information to their elected representatives and regularly reporting on the City of Long Beach CoC’s
performance/outcomes. This creates a feedback loop directly between the City of Long Beach CoC, City of Long Beach
leadership, and Long Beach constituents. Staff further engage with faith-based collaboratives, business improvement districts, business associations, neighborhood associations, legislative entities, regional planning efforts including Southern California CoC Leaders Collaborative, West Coast Mayor’s Alliance, UFA Collaborative, and the California Business, Consumer Services and Housing Agency to incorporate best practice models. The City of Long Beach CoC and interdepartmental City staff collaboratively prepare the City’s Consolidated Plan (CP) & Annual Action Plans, which includes planning and coordination for the development, implementation, distribution, operation, and management of annual allocation of CDBG, HOME and ESG
funds. For the FY 2023-2027 Consolidated Plan, the City of Long Beach solicited community input via community meetings, the City of Long Beach CoC general membership, HSAC meetings, focus groups with people with lived experience and council district forums. The City of Long Beach CoC provides data for the Consolidated Plan including Annual Point-in-Time Homeless Count data, Housing Inventory Count utilization, HMIS coverage, system performance (including project level for funded programs under ESG), and recommendations for improved performance.

These planning and coordination efforts support the City of Long Beach and City of Long Beach CoC to successfully
conceptualize, design, implement, and arrange for services for persons experiencing, or at-risk of homelessness within Long Beach. Further coordination and collaboration efforts are undertaken to ensure seamless delivery of services, including cross-system collaboration to address the needs of at-risk and homeless youth via the Youth Services Network (YSN); a
collaborative of stakeholders dedicated to the well-being of youth in LB through partnership, advocacy and resource sharing.

Strategies for at-risk & youth experiencing homelessness include identifying gaps in services, wraparound supports, employment, educational supports, provision of Transitional Housing, family strengthening strategies and reunification services. Long Beach Unified School District LEA homeless liaisons regularly attend CoC meetings & are represented on the CoC Board. LEA
liaisons are active participants in identifying ways to strengthen cross-system supports for homeless students and have specific services and programs for homeless students within the school district. The City of Long Beach CoC collaborates with the Long Beach Unified School District (LBUSD) and early childhood education (ECE) providers to coordinate educational and support services for youth and children who are experiencing
homelessness. LBUSD and ECE providers are active
participants in the City of Long Beach CoC meetings, including a monthly collaborative at the Villages at Cabrillo, the Youth Services Network, the CoC General Membership and CoC Board meetings and sub committees. LBUSD’s Bethune Transitional Center provides health/mental health screenings, social development activities, & supports like school supplies, uniforms & transportation. LBUSD & ECE train City of Long Beach CoC partners in an effort to increase awareness of the educational resources available to families and youth who are homeless. City of Long Beach CoC staff provide school liaisons training on CE process. In addition to relationships with the public school system the CoC has formal relationships and engagement with the local community college and university. The City of Long Beach CoC, additionally, has formal & informal partnerships with Survivor Service Providers (SPs). The City of Long Beach CoC engages providers within its annual review of CE policies & written standards for programs. Policies are aligned with VAWA
requirements to ensure both safety & choice. Policies & procedures include: screening & access to services within DV & general services, documentation requirements,
emergency/safety transfers & how SP service recipients can access permanent housing resources through Long Beach CE.

City of Long Beach CoC staff also provide training to regional SPAs on CoC system services & collaboratively discuss how to enhance access to & through the system for survivors. City of Long Beach CoC staff also ensure alignment to county policies & that we receive input from County, LAHSA, and DV coordinators - most specifically with Rainbow Services, the SPA 8 lead for domestic violence (DV) services and service coordination. City of Long Beach CoC protocols prioritize safety & trauma-informed, victim-centered services. CoC staff are trained to link people with DV services and all programs serving survivors, regardless of funding source, adhere to Housing First, including voluntary services & recognizing survivors’ trauma from being controlled by their abusers. The City of Long Beach CoC has a long history of coordinating with the local PHA which includes the adoption of a Homeless Preference within its Administrative Plan, set-aside Housing Choice vouchers and utilization of the CE for all homeless project-based housing projects. Measure H and
California state funding supports housing navigation to assist clients in interim housing and rapid re-housing programs to quickly exit into permanent housing. Housing navigation prioritizes households with severe needs to successfully secure housing. The City of Long Beach is partnering with the
Department of Health Services to provide intensive case management services (ICMS) to households who are matched to Housing Choice Vouchers and Project Based Vouchers to
support the housing navigation process & ensure housing retention.

City of Los Angeles The City of LA’s Mayor’s Office of Community Safety (MOCS) connects relevant City departments, LAHSA, and other
governmental agencies to deploy City of LA resources to address homelessness, including City-funded outreach teams such as CARE and CARE+ teams. The City of LA has several
supplemental contracts for outreach services directly between the City and service providers, which are coordinated variously by City departments and the Council Offices. The Office of the CAO assists City of LA Council Districts by coordinating operations to address recreational vehicle (RV) encampments.

The CAO’s Regional Outreach Coordinators play a pivotal role in organizing the various City Departments involved to successfully execute an RV operation. During a RV operation a variety of services are offered including interim housing options and referral to needed services through LAHSA.

CA 607 - Pasadena CoC The City of Pasadena Department of Housing serves as the lead agency for the City of Pasadena CoC. The City of Pasadena CoC collaborates with diverse groups such as organizations with racial justice focus, mainstream health care providers, local hospitals, domestic violence, veterans and youth service providers, faith-based organizations, funders, advocates, public housing agencies, school district, local law enforcement, and other members that play a critical role in helping prevent and end homelessness. The City of Pasadena CoC has a designated Board of Directors and several committees including the Faith Community Committee, Healthcare Committee and the Street Outreach Collaborative which help with the strategic planning and implementation of homeless services across the City of Pasadena CoC. The City of Pasadena CoC also participates in cross collaborative meetings with other CoCs and cities regarding homeless system planning and delivery, such as the San Gabriel Valley COG, San Gabriel Valley Consortium on Homelessness, the Southern California CoC Alliance and the LA HMIS Collaborative, which allows the LA, Glendale, Long Beach, and Pasadena CoCs to share HMIS data across Continuums.

Along with the three other CoCs in the region, the City of Pasadena CoC is a member of the Greater LA Coordinated Entry System and has a seat on the LA CES Policy Council, the CES’ governing body which develops regional CES Policies and Procedures.

Given the individual roles and responsibilities identified above, describe how all participating jurisdictions are or will begin to coordinate to provide the full array of services, shelter, and permanent housing solutions to people experiencing and at-risk of experiencing homelessness in the region.

Regional Coordination Narrative - Coordination & Connection to Service Delivery The LA County CES is the backbone of regional collaboration and coordination for all six participating HHAP-5 partners. The regional CES equitably and efficiently distributes available housing and supportive services to people experiencing homelessness across all of LA. The four CoCs in the LA Region participate in the CES. LAHSA is the CES lead agency. Since 2014, LA’s CES has facilitated services and housing across all eight SPAs in the county. LAHSA, collaborating CoCs, and cities use standardized regional approaches to assess people’s needs, to ensure people experiencing homelessness access services, and to prioritize people for finite resources, supportive services, and housing.

LAHSA convenes a monthly CES Policy Council with regional representation of service providers and agencies to refine CES policies and recommend system improvements. All four CoCs participate in the CES Policy Council. LAHSA also convenes Regional System Implementation meetings to regularly connect with provider management and front-line staff. The Regional System Implementation meetings enable the region as a whole to identify gaps and bottlenecks in service delivery.

Along with deep and regular collaboration and coordination in CES across the county, the partners in HHAP-5 are working together to strengthen prevention and diversion services for LA county residents.

LAHSA and LA County are working to create clear referral pathways to prevention services throughout the region with the support of City of Glendale CoC, City of Long Beach CoC, the City of LA, and City of Pasadena CoC (and LA County funding streams). All six HHAP-5 partners are leveraging their resources to implement problem-solving, which can reduce homelessness, especially first-time homelessness.

Additionally, in July 2023, the County launched the Prevention and Promotion Systems Governing Committee (PPSGC) with the goal of establishing a strong prevention infrastructure that employs a well- coordinated model to support individuals and families, holistically and equitably. The PPSGC also called for a system of care that works upstream and a transparent process for public input and accountability. In February and March, the PPSGC hosted a series of listening sessions targeting diverse stakeholders, sectors and jurisdictions to increase their awareness on the County prevention strategies, obtain their insight on pressing issues and strategies that need to be implemented, and mobilize them to take part in preventing homelessness.

For subpopulations disproportionately represented in the overall homeless system of care, efforts across the jurisdictions are underway to address racial, ethnic, and gender inequities. LA County plans to conduct a high-level analysis of systemwide performance outcomes to highlight key areas for improvement and determine where the entire region needs to strengthen services for groups disproportionately impacted by homelessness. LA County has established a new framework for embedding equity in Homeless Initiative funded programs, services, and housing, which will advance racial equity across service delivery in the county. This framework has supported many efforts led by LAHSA’s Equity department, like the continual advancement of the CES Triage Tool Research and Refinement (CESTTRR) which has corrected some bias by implementing and evaluating a more equitable assessment tool and process. LAHSA and LA County intend to work closely with the Black and Latinx/e Homeless Working Groups to identify ways that all six HHAP-5 partners can reduce inequities in LA’s homeless system of care. At the local level, each of the jurisdictions has identified ways in which they will focus their resources to address specific inequities in their local systems.

LA County leads efforts to maximize access to mainstream benefits. All six participating HHAP-5 partners collaborate in some way with LA County to ensure individuals experiencing homelessness receive wrap- around services from federal and state mainstream benefits programs, like CalWorks, CalFresh, In-Home Supportive Services, and Medi-Cal. The County’s Department of Public Social Services (LA County DPSS) is the largest provider of mainstream benefits across the Region, serving thousands of people experiencing homelessness monthly. LA County DPSS offices and out-stationed settings help people experiencing homelessness access and enroll in benefits.

As a large county with multiple CoCs and hundreds of service provider organizations, there are ample opportunities already in place for collaboration and coordination. In addition to CES, there are regular convenings that LAHSA hosts for the lead agencies of each of the eight SPAs which HHAP-5 partners often participate in. Many, if not all HHAP-5 partners, attend COG meetings, including COG Homeless Taskforce Meetings and COG Homeless Committee Meetings. The six HHAP-5 partners are welcome and often attend the Regional System Implementation meetings that cover CES for youth, families, single adults, etc. Additional meetings include the LAHSA Homeless and Higher Education Workgroup, the Homeless Initiative Quarterly Regional Convenings, Augmented Winter Shelter Meetings when bad weather is anticipated, and Pathway Home Service Connection Events in which County departments and other agencies provide a one-stop-shop for people to access essential programs and services they may need or want, including physical and mental health care, substance use disorder treatment, benefits enrollment, and more at Pathway Home and Inside Safe interim housing sites. All HHAP partners have committed to enhancing service delivery coordination through these existing networks of communication that promote regional collaboration.

The HHAP-5 partners also committed to establish a regular meeting between just the HHAP partners to provide a forum for them to implement the Regional Action Plan and coordinate more effectively throughout the region. The multi-purpose meeting will be facilitated by LA County and used to offer opportunities for peer-sharing, to coordinate around the common HHAP-5 goals, including service delivery, and to regularly revisit HHAP-5 Key Actions. The participating partners will regularly be able to collaborate around methods for measuring success as well as identify gaps and needs in the region as they arise.

System Performance Measures & Improvement Plan
Steps to complete this section:

1. Identify the most recent system performance measures for the region.

2. Describe the key action(s) the region intends to take to improve each system performance measure.

Guidance:

Cal ICH shall provide each region with system performance measures by CoC, with the exception of the LA region, which will receive data from all four CoCs within LA County. Applicants must enter that data in the corresponding measures fields in the application. Applicants should not adjust the data provided even if the geographic region of the data does not perfectly align with the participating applicant geography of this application.

The application must include at least one key action for each system performance measure. All columns must be filled out for each action.

For "Funding Type" select one of the options. If you select the blank field, you may type in a unique funding source type.

To add additional actions or racial equity measures, click the appropriate "Add" buttons near the bottom of each table.

Note: While Cal ICH expects most of the disparities listed to be based on race or ethnicity, applicants may identify other populations that are also overrepresented among people experiencing homelessness in the region.

Definitions:
 Key Actions may include a brief description of a strategic initiative or step identified to address or improve the specific system performance measure. This can be a policy, program, partnership, target measure, or any other approach which reflects an improvement and delivers positive impact.

Provide a clear description of the action and its intended outcome.  Lead Entity should include the name of the regional Eligible Applicant responsible for managing the key action.
 Collaborating Entity/ies may include a group, organization, or jurisdiction within your region working to address or improve the system performance measure. This can be another participating jurisdiction, a system partner, or any organization actively participating in the key action.
 Timeframe should include a target date for completion of the key action.  Success Measurement Methods may include a systematic approach or tool used to assess the effectiveness and impact of the key action on the system performance measure. This can be quantitative measures, qualitative feedback, or any combination that provides insight into the progress and outcomes pertaining to the key action. Provide a clear description of how you plan to track and report on the success of your key action.

SPM 1a: Number of people accessing services who are
experiencing homelessness.

SPM 1a
102,360
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Update
outreach
coordination
maps to ensure
geographic
coverage and
access to
services
throughout the
County
Measure H
Local LAHSA City of
Glendale
CoC, City
of Long
Beach
CoC, City
of LA,
City of
Pasadena
9/30/2027 Outreach
coordination
maps are
updated to
reflect coverage
and access
throughout all
jurisdictions in
the region.
jurisdictions. CoC, LA
County

DMH, LA
County
DHS
(LAHSA)

2. Support
regional
outreach teams
and
coordinators
who engage
and connect
unsheltered
people
experiencing
homelessness
(PEH) to
needed
resources and
services with
the ultimate
goal of
connecting
them with
permanent
housing.

County
Measure H,
GCP-additional
homeless
services, City
HHAP 4-5
Local, State LAHSA &
LA County
DHS
LA County
CEO-
Homeless
Initiative
(CEO-HI
(Funder/Str
ategic
Partner),
City of LA
(Funder/Str
ategic
Partner),
LA County
DMH,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers,
Other
9/30/2027 Track the
number of
individuals
contacted,
number of
individuals
engaged,
number of
individuals who
attained
referrals,
number of
individuals
placed in
interim housing,
number of
individuals
placed in
permanent
housing (LA
County).

3. Support
Multi-
Disciplinary
Teams (MDTs)
who engage
and connect
unsheltered
People
Experiencing
Homelessness
(PEH) with
complex health
and/or
behavioral
health
conditions to
needed
resources and
services. MDTs
include a health
County
Measure H
Local LA County
DHS
LAHSA,
Homeless
Service
Providers,
LA County

CEO-HI,
City of LA,
City of
Glendale
CoC,
City of Long
Beach
CoC,
City of
Pasadena
CoC
9/30/2027 Track the
number of
individuals
contacted,
number of
individuals
engaged,
number of
individuals who
attained
referrals,
number of
individuals
placed in
interim housing,
number of
individuals
placed in
permanent
housing (LA
specialist,
mental health
specialist,
substance use
specialist, peer
with lived
experience, and
a generalist.

County).

4. Implement
Pathway Home,
an expansion of
the County’s
ongoing efforts
to resolve
encampments
countywide,
including
recreational
vehicles, in
partnership with
local
jurisdictions and
unincorporated
communities
with the goal of
reducing
unsheltered
homelessness
in specific
communities by
helping people
living on the
streets come
indoors, receive
supportive
services they
need to achieve
housing
stability, and
ultimately move
into permanent
housing.

County
Measure H,
Encampment
Resolution
Funding-3
(ERF) (if
awarded)
Local, State LA County
CEO-HI
LA County
DHS,
Other
County
Department
s, LAHSA,
Homeless
Service
Providers,
Local
Jurisdiction
s and
Unincorpor
ated
Communitie
s,
Affordable
Housing
Developers
9/30/2027 Track the
number of
encampment
resolutions that
have occurred,
number of
people placed
in interim
housing, and
number of
people placed
in permanent
housing (LA
County).

5. Support the
implementation
and continuous
quality
improvement of
the Coordinated
Entry System
(CES)
infrastructure.

County
Measure H
Local LAHSA LA County
CEO-HI
(Funder/Str
ategic
Partner),
LA County

DHS, LA
County
DMH
9/30/2027 Review 2023
and 2024
System Key
Performance
Indicators to
determine if
additional
support for
implementation
This includes
coordination by
population and
region-specific
areas and
matching clients
to housing
resources.
and continuous
quality
improvement
has resulted in
improvements
in CES that
impacted
outcomes.
(LAHSA)

6. Support the
co-location of
Youth CES staff
at community
college
campuses to
assist students
at-risk of
homelessness
with accessing
mainstream or
CES resources
to end their
housing crisis
County
Measure H
Local LAHSA LA County
CEO-HI
(Funder/Str
ategic
Partner),
Community
Colleges,
Local
Service
Providers
9/30/2027 Track to ensure
youth CES staff
are on site at all
community
college
campuses.

Track the
number of youth
served on
community
college
campuses and
prevented from
becoming
homeless or
had
homelessness
resolved.
(LAHSA)

7. Sustain the
increase of
DHS Multi-
Disciplinary
Teams (MDT’s)
from 26 to 42,
and the
increase of the
LA County DMH
Homeless
Outreach and
Mobile
Engagement
(HOME) teams
from 9 to 18
that occurred in
2023, including
an increase
from 22 to 34
MDTs and 5.5
to 10 HOME
teams
County
Measure H,
Mental Health
Services Act
(MHSA)
Local, State LA County
DHS
LA County
DMH
LAHSA,
Homeless
Service
Providers,
LA County

CEO-HI,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC
9/30/2027 Track the
number of
people served
by the
increased MDT
and HOME
teams.
dedicated to
conducting
outreach
exclusively in
the City of LA.

8. Move the City
of Long Beach
CoC’s
Coordinated
Entry System
(CES) data into
the local
Homeless
Management
Information
System (HMIS)
(Clarity).

Department of
Housing and
Urban
Development
(HUD) CoC
funding, HHAP-
5 Federal,
State
City of Long
Beach
LAHSA 6/30/2028 Confirm that the
migration of the
CES data is
complete and in
use by all Long
Beach
Coordinated
Entry System
operations.

Evaluate the
efficiency of
service delivery
after change
through a
thorough CES
Evaluation

9. Increase
Permanent
Housing
resources in the
City of
Pasadena,
including low
barrier
Permanent
Housing (PH)
stock and rental
assistance
subsidies,
including
Permanent
Supportive
Housing (PSH)
and Rapid
Rehousing
(RRH).

HUD rental
subsidies, City
of Pasadena
Affordable
Housing Fund,
Burbank-
Glendale-
Pasadena
Regional
Housing Trust,
HHAP 2, 4 & 5
Federal,
State, Local
City of
Pasadena
Housing
Department
Additional
Agencies/
Department
s
participatin
g in Built for
Zero
System
Improveme
nt Plan
Phase 1
include
Pasadena
Public
Health
Department
(PPHD),
Pasadena
Outreach
Response
Team
(PORT),
The FID
Group (dba
Friends In
Deed),
Housing
Works
6/30/2028 Track the
permanent
housing stock
on the annual
CoC Housing
Inventory Count
and any
reduction in the
City of
Pasadena
CoC’s
annualized
homeless count

10. Increase co-
investment
opportunities for
cities and
Councils of
Government
(COGs) for
interim housing
operations.

County
Measure H,
HHAP 3
Local, State LA County
CEO-HI
All Cities
and
Councils of
Governmen
ts (COGs)
within the
County
9/30/2027 Track the
increase in the
number of sites
and amount of
investments
dedicated to
operating costs
at City or
Council of
Government
operated interim
housing sites
(LA County).

11. Support LA
County DHS
and LA County
Sheriff's
Department in
collaborative jail
in-reach and
post-release
case
management to
individuals in LA
County jail
facilities who
are
experiencing
homelessness.

County
Measure H
Local LA County
DHS
LA County
Sheriff’s
Department
, LA County
Department
of Military
and
Veterans
Affairs,
LA County
Jails
9/30/2027 Track number
of clients who
received in-
reach services,
and number of
clients
connected to
interim and
permanent
housing upon
exit (LA
County).

12. Reduce the
number of
people
experiencing
homelessness
in the City of
Glendale CoC
by the end of
the
performance
period.

HHAP 1-5,
County
Measure H,
Glendale CoC,
Emergency
Solutions Grant
(ESG), and
local Measure S
Local,
State,
Federal,
County
City of
Glendale
CoC
Youth and
Family CES
Lead, Local
Service
Providers,
Faith-based
Organizatio
ns,
School
Districts,
Hospitals
9/30/2027 Measure the
number of
individuals
experiencing
homelessness
by the end of
the
performance
period utilizing
the Point-in-
Time Count
(PIT) and HMIS.

13. Participate
in the Built for
Zero Systems
Improvement
Project.

Kaiser
Permanente,
HUD, County
Measure H
Other,
Federal,
Local
City of
Pasadena
CoC
Union
Station
Homeless
Services,
Community
Solutions
9/30/2027 Compare the
number of
chronically
homeless
individuals and
veterans on By-
Name List
(BNL) before
and after
project.

14. Increase
access to food
security and
provide rapid
resolution
specialists to
support City
efforts to offer
problem-solving
services to City
residents.

HHAP 4-5,
ERF, and City
GCP
State City of LA LAHSA,
Service
Providers
6/30/2028 Track the
services
provided that
offer meals
services,
including on-site
meal
preparation
costs, catered
services and
grocery or food
cards.

15. Update
outreach
coordination
maps to expand
geographic
coverage and
access for the
City of Glendale
CoC.

HHAP 5 State City of
Glendale
LAHSA,
Glendale

PD CORE,
Ascencia,
Home
Again LA
Outreach
coordination
maps are
updated to
reflect coverage
and access
within the City
of Glendale
CoC.

16. Undertake
planning
activities to
advance and
track progress
in Pasadena
CoC’s
Homelessness
Plan and
Regionally
Coordinated
Homelessness
Action Plan
HHAP 3 - 5,
CoC Planning
and HMIS
Federal,
State, Local
City of
Pasadena
CoC
6/30/2028 Develop tracker
to measure
progress on
annual
homelessness,
inflows into
homelessness,
shelter bed
inventory,
access and
outcomes for
marginalized
groups (Black
and Latinx), and
the number of
people
permanently
housed.

17. Strengthen
the homeless
response
workforce by
bolstering
recruitment and
retention
through job fairs
and retention
HHAP-5 State LAHSA Community
Based
Providers,
United Way
6/30/2028 Track the
increase in the
number of job
fairs conducted.

Track the
number of staff
receiving
retention
bonuses. bonuses.

Qualitative
study of the
impact of
retention
bonuses on
employees and
agencies.

18. Collaborate
with community
colleges to
facilitate
education and
certification
programs
tailored for the
homelessness
services field.

HHAP-5 State LAHSA Community
Colleges,
Community
Based
Providers
6/30/2028 Number of
presentations to
community
colleges on
developing
education and
certification
programs.

Number of
community
colleges with a
formal plan to
create an
education or
certification
program.

Number of
students who
complete initial
certification
program.

19. Collaborate
with community
organizations to
offer paid
internships and
intern
supervision.

HHAP-5 State LAHSA Community
Colleges,
Community
Based
Providers,
United
Way, CSH
6/30/2028 Number of
community
based providers
offering paid
internships.

Number of
people
participating in
paid internship
programs.

20. Support City
of Glendale
CoC outreach
teams and
coordinators
who engage
and connect
unsheltered
HHAP 5,
Measure H,
Local Measure
S, ESG
Federal,
State, Local
City of
Glendale
Ascencia,
Glendale
Police
Dept.

Community
Outreach
Resource &
Engageme
6/30/2028 On a quarterly
basis, track the
number of
individuals
engaged in
outreach, and
track the
number of
people
experiencing
homelessness
(PEH) to
needed
resources and
services with
the ultimate
goal of
connecting
them with
permanent
housing
nt Team
(C.O.R.E),
DMH,
Home
Again LA
attained
referrals and
placements into
Interim Housing
and PH as a
result of
outreach.

SPM 7.1a: Racial and ethnic disparities among those accessing services who are experiencing homelessness.

Racial/Ethnic Group Measure
Black or African American 37,332
Hispanic/Latin(o)(a)(x) 38,042
American Indian, Alaskan Native, or Indigenous (AIAN) 1,703 Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Continue to
track
demographics
by race and
ethnicity of
those accessing
outreach
services on a
quarterly basis
HUD CoC,
County
Measure H,
County General
Fund, Federal
and State ESG,
City General
Fund
Federal,
State, Local

LAHSA, LA
County,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC
City of LA 6/30/2029 Use BNL, CES,
and/or HMIS
data from all
CoCs in the
region.

2. Implement
recommendatio
ns to reduce
racial disparities
in and among
people
experiencing
CoC HHAP 1-5,
County
Measure H,
Hilton
State, Local LAHSA, LA
County

CEO-HI, LA
County
Anti-
Racism,
Diversity
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
6/30/2028 To be
determined by
recommendatio
ns from the
Black People
Experiencing
Homelessness
homelessness
from the Black
People
Experiencing
Homelessness
and Latinx
homelessness
workgroups
and
Inclusion
(ARDI)
Initiative
of
Pasadena
CoC, Other
Partners
and the Latinx
Experiencing
Homelessness
workgroups
(LAHSA) -
recommendatio
ns to be
finalized in
September
2024

3. Contract with
equity
consultant to
create System
Equity
Evaluation
Framework,
including goals
and key
policy/program
changes to
advance equity
Hilton Local LAHSA LA County,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers
6/30/2029 Equity
framework has
been adopted
by the CES and
any policy
changes have
been adopted
by the CES.
(LAHSA)

4. Reduce the
African
American and
Latino
population
experiencing
homelessness
in the City of
Glendale
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
Ascencia,
Home
Again LA
6/30/2028 Track the
reduction in the
overall number
of individuals
accessing
homeless
services,
specifically
targeting a
decrease in the
Black and
Latino
population.

Identify baseline
demographic
composition
data from all
project types
(Emergency
Shelter (ES),
Street Outreach
(SO),
Supportive
Services Only
(SSO),
Transitional
Housing (TH),
RRH, PSH) by
key
demographics,
including by
race and
ethnicity and
compare to
demographic
data after
efforts have
been
implemented.

5. Increase
accessibility to
services in the
City of Long
Beach for Latinx
population
experiencing
homelessness.

Engage
bilingual staff to
conduct
outreach, direct
services, and
partner
engagement in
order to
increase interim
housing
placement and
retention.

CoC, ESG,
HHAP 1-5,
Measure H
Federal,
State, Local
City of Long
Beach
City of Long
Beach CoC
subrecipien
ts
9/30/2025 Measure the
number of
Latinx
populations
accessing
services and
compare to
baseline

6. Provide and
maintain
diverse interim
housing
offerings under
the City of LA's
Homelessness
Roadmap.

LA County
Roadmap
Funds
Local City of LA City of LA
Housing
Department
, LAHSA
6/30/2025 Track any
increase in the
number of
diverse interim
housing options
offered in the
City of LA

7. Utilize
various data
sources &
assessment
methods to
determine if
racial disparities
are present in
the City of
Pasadena CoC.

CoC HMIS and
Planning Grants
Federal City of
Pasadena
CoC
City of
Pasadena
Housing
Department
,
Department
of
Information
Technology
12/31/2028 Compare
demographic
composition
data from all
project types
(ES, SO, SSO,

TH, RRH, PSH)
by layering key
demographic
indicators to
identify
disparities.

Employ Stella P
to enhance
analysis.

8. Improve
accessibility of
services for
Hispanic/Latino
population
experiencing
homelessness.

Engage
bilingual staff to
conduct
outreach, direct
services, and
partner
engagement.

CoC Planning Federal City of
Pasadena
CoC
City of
Pasadena
12/31/2028 Measure the
number of
Hispanic/Latino/
e/x individuals
accessing
services and
compare to
baseline.

9. Co-locate
services and
collaborate with
system partners
(e.g. health care
& education
providers) to
engage harder-
to reach
individuals.

CoC Planning Federal City of
Pasadena
CoC
Potential
collaborator
s include
ChapCare
(Federally
Qualified
Health
Center
(FQHC)),
Huntington
Hospital,
Pasadena
Public
Health
Department
, Pasadena
Unified
School
District, and
Faith-based
Organizatio
ns
12/31/2028 Measure the
number of
Hispanic/Latino/
e/x individuals
accessing
services and
compare to
baseline.

10. Create and
implement
training on new
Coordinated
Entry System
Triage Tool
Research &
Refinement
Hilton Local LAHSA City of
Glendale
CoC, City
of
Pasadena
CoC,
Service
Providers
12/31/2026 Measure the
number of
clients
assessed
including
demographics.
(CESTTRR)
assessment tool

11.Create a
Spanish version
of the new

CESTTRR
assessment tool
Hilton Local LAHSA City of
Glendale
CoC, City
of
Pasadena
CoC,
Service
Providers
12/31/2025 Track the
creation of a
Spanish
language tool.

12. Continue to
track
demographics
in the City of
Glendale by
race and
ethnicity of
those accessing
outreach
services on a
quarterly basis
HHAP-5 State City of
Glendale
CoC
LAHSA 6/30/2028 Use BNL, CES,
and/or HMIS
data to track
data by race
and ethnicity of
those accessing
outreach
services on a
quarterly basis.

SPM 1b: Number of people experiencing unsheltered
homelessness on a single night (unsheltered PIT count)
SPM 1b
45,548
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Expand
problem solving
throughout the
region.

CoC HHAP 3
and 5, County
Measure H,
Long Beach
CoC, ESG, City
of Long Beach
Federal,
State, Local
Los
Angeles
Homeless
Services
Authority
(LAHSA)
Los
Angeles
(LA) County
(Funder/Str
ategic
Partner),
City of
Glendale
Continuum
of Care
(CoC),
City of Long
Beach
CoC,
9/30/2027 Tracking
participation in
a training series
for problem
solving
Partners
through internal
tracking
systems
(LAHSA)
Tracking the
number of
organizations
City of LA
City of
Pasadena
CoC
associated with
the region who
are using
problem solving
across the
region through
internal tracking
systems
(LAHSA)
Tracking the
number of
entities within
the justice
system and
faith-based
community
engaged in
partnership for
problem-solving
through internal
tracking
systems
(LAHSA)

2. Implement
Pathway Home,
an expansion of
the County’s
ongoing efforts
to resolve
encampments
countywide,
including
recreational
vehicles, in
partnership with
local
jurisdictions and
unincorporated
communities
with the goal of
reducing
unsheltered
homelessness
in specific
communities by
helping people
living on the
streets come
indoors, receive
supportive
services they
County
Measure H,
Encampment
Resolution
Funding-3
(ERF) (if
awarded)
Local, State LA County
CEO-HI
LA County
DHS,
Other
County
Department
s, LAHSA,
Homeless
Service
Providers,
Local
Jurisdiction
s and
Unincorpor
ated
Communitie
s,
Affordable
Housing
Developers
9/30/2027 Track the
number of
encampment
resolutions that
have occurred,
number of
people placed
in interim
housing, and
number of
people placed
in permanent
housing (LA
County).
need to achieve
housing
stability, and
ultimately move
into permanent
housing.

3. Continue
supporting the
Every Woman
Housed Plan,
which provides
outreach,
housing, and
supportive
services,
including ICMS,
to women and
families in the
Skid Row area
and the Skid
Row Action
Plan, which
provides
increased
interim and
permanent
housing, safe
services, 24/7
low barrier
health and
behavioral
health services.

County
Measure H,
Encampment
Resolution
Funds, HHAP 3
Local, State LA County,
LA County
DHS,
LAHSA
Homeless
Service
Providers,
Other
County
Department
s,
City of LA
9/30/2027 Tracking the
number of
people served
by each
program and
the services
and housing
they were
connected to.

4. Support
Inside Safe, the
City of LA's
Encampment
Resolution
program,
through the
planning and
response
phases of every
operation. This
partnership
includes LA
County
representation
during many of
the City of LA's
planning and
operational
County
Measure H
Local LA County
CEO-HI
LA City,
Other
County
Department
s,
LAHSA
9/30/2027 Track
participation in
Inside Safe
operations,
Track
connections to
mainstream
county
services/benefit
s
meetings; and
aligning County-
operated and
contracted
resources to
support the City
of LA, including
outreach teams,
interim and
permanent
housing
resources, and
LA County
department
services.

5. Increase
Interim Housing
rates to account
for rising costs
(salaries and
insurance) of
operations and
to ensure
sufficient
staffing for case
management
services
CoC HHAP 3-5,
County HHAP
1-4, State
Encampment
Resolution
Funds, County
Measure H,
County General
Fund, Federal
and State ESG,
County
Department of
Public
Supportive
Services
(DPSS), LA
County Justice,
Care, and
Opportunities
Department
(JCOD), City of
LA General
Fund, and LA
City Roadmap
Federal,
State, Local
LAHSA City of LA,
LA County
CEO-HI
(Funder/Str
ategic
Partner)
9/30/2027 Use HMIS data
to measure
increased
average
occupancy
across sites
funded with
HHAP and
increased
percentage of
participants who
are document
ready.
(LAHSA)

6. Support
short-term
housing and/or
emergency
beds for all
populations with
supportive
services such
as problem-
solving,
resource
referrals, and
County
Measure H,
CoC HHAP 3-5,
County HHAP
1-5
Local, State LAHSA LA County
DHS,
Homeless
Service
Providers,
Local
Jurisdiction
s
9/30/2027 Use HMIS data
to track the
number of
individuals
newly enrolled
in the program,
active in the
program, and
exited the
program to
permanent
housing (LA
case
management.

Programs serve
special
populations
which may
include
transition-aged
youth (TAY,)
women, older
adults,
individuals
experiencing
domestic/intimat
e partner
violence, and
others.

County)

7. Support
stabilization
housing, which
provides 24-
hour interim
housing (IH)
beds, including
transitional
housing
programs (THP)
for TAY, with
resource
linkages and
case
management
for people with
complex health
and/or
behavioral
health
conditions who
require a higher
level of onsite
supportive
services and
recuperative
care, which
provides the
same services
but with medical
oversight.

County
Measure H,
County HHAP
1-5, City of LA
HHAP 3-5
Local, State LA County
DHS
LAHSA,
Homeless
Service
Providers,
Local
Jurisdiction
s
9/30/2027 Track the
number of
individuals
newly enrolled
in the program,
active in the
program, and
exited the
program to
permanent
housing (LA
County)
Track the
number of youth
(TAY) newly
enrolled in the
transitional
housing
program (THP),
active in the
THP, and exited
the program to
permanent
housing

8. Increase
shelter
occupancy and
HHAP 1-5,

CESH, ESG-

CV, CDBG-CV
State,
Federal
City of Long
Beach CoC
LA County
CEO-HI
6/30/2028 Compare the
number of beds
available in
utilization with
non-congregate
shelter in the
City of Long
Beach.
shelters before
and after the
increase.

9. Provide and
maintain
diverse interim
housing
offerings under
the City of LA's
Homelessness
Roadmap.

County
Roadmap
Funds
Local City of LA City of LA,
Housing
Department
, LAHSA
6/30/2025 Track the
diversity and
number of
interim housing
options offered
in the City of LA
as well as any
increase in
either.

10. Decrease
the number of
people
experiencing
unsheltered
homelessness
in the City of
Glendale
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
Glendale
Police,
Outreach
Core &
Ascencia
9/30/2027 Use future PIT
counts to
compare
unsheltered
homelessness
to show
reductions.

11. Establish
more
partnerships
with street
medicine teams
in the City of
Pasadena,
including mobile
psychiatry, to
improve access
to critical
physical and
mental health
services
Housing and
Homelessness
Incentive
Program (HHIP)
State City of
Pasadena
CoC
LA County

DMH, LA
County
DHS,
Pasadena
Public
Health
Department
6/30/2026 Compare the
number of
partnerships
with street
medicine teams
before and after
the
establishment
of new
partnerships.

12. Sustain
existing interim
housing
capacity for the
City of
Pasadena
families and
adults through
motel vouchers
HHAP 4 and 5,
ERF, County
Measure H, City
General Fund
State, Local City of
Pasadena
CoC
City of
Pasadena,
Union
Station
Homeless
Services,
Sycamores,
Friends In
Deed
9/30/2027 Compare
number of
households
receiving motel
vouchers before
and after
increase.

13. Sustain
interim housing
capacity for the
HHAP 3-5 State City of
Pasadena
CoC
Sycamores 6/30/2028 Compare
number of youth
households
City of
Pasadena for
youth through
motel vouchers
receiving motel
vouchers before
and after
increase.

14. Increase
access to food
security and
provide rapid
resolution
specialists to
support City
efforts to offer
problem-solving
services to City
residents.

HHAP 4-5,
ERF, City GCP-
Additional
Homeless
Services
State, Local City of LA LAHSA,
Service
Providers
6/30/2028 Track the
services
provided that
offer meals
services,
including on-site
meal
preparation
costs, catered
services and
grocery or food
cards.

15. Continue
funding for
outreach and
hygiene
services for the
City of LA’s
Homeless
Engagement
Teams,
Multidisciplinary
teams, and
other homeless
outreach
programs.

City HHAP 4-5,
County HHAP-
5, City-GCP
additional
homeless
services
State, Local City of LA LAHSA, LA
County,
USC,
Nonprofit
Service
Providers
6/30/2028 Track access to
interim and
permanent
housing and the
number of
people served
with outreach
and hygiene
services
throughout the
City of LA.

16. Support
interim housing
for transition
aged youth
(TAY) with
supportive
services such
as resource
referrals and
case
management.

County HHAP
1-5, County
Measure H,
General City
Fund
State, Local LAHSA LA County
(Funder/Str
ategic
Partner);
City of LA
(Funder)
6/30/2028 Utilize HMIS to
track the
number of beds
available in
youth interim
housing.

17. Continue to
fund outreach
health-related
services to help
coordinate
medical and
mental health
appointments,
City HHAP 4-5,
City-GCP
additional
homeless
services
State, Local City of LA LAHSA, LA
County,
Service
Providers
6/30/2028 Track the
number of
individuals
contacted,
number of
individuals
engaged,
number of
obtain benefits
and medical
insurance, and
make referrals
to community-
based services
through service
contracts.
individuals who
attained
referrals,
number of
individuals
placed in
interim housing,
number of
health-related
supportive
services.

SPM 7.1b: Racial and ethnic disparities among those
experiencing unsheltered homelessness on a single night Racial/Ethnic Group Measure
Non-Hispanic/Non-Latin(o)(a)(x) 26,481
Hispanic/Latin(o)(a)(x) 22,067
White 21,887
Black, African American, or African 21,320
American Indian, Alaska Native, or Indigenous 1,179
Asian or Asian American 810
Native Hawaiian or Other Pacific Islander 567
Multiple Races 2,785
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Implement
recommendatio
ns to reduce
racial disparities
in and among
people
experiencing
homelessness
from the Black
People
Experiencing
CoC HHAP 1-5,
County HHAP
1-5, County
Measure H,
Hilton
State, Local LAHSA, LA
County
CEO-HI
LA County
Anti-
Racism,
Diversity,
and
Inclusion
(ARDI)
Initiative
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC, Other
Partners
9/30/2027 To be
determined by
recommendatio
ns from the
Black People
Experiencing
Homelessness
and the Latinx
Experiencing
Homelessness
workgroups
Homelessness
and Latinx
homelessness
workgroups
(LAHSA) -
recommendatio
ns to be
finalized in
September
2024

2. Create equity
evaluation
framework and
identify key
policy changes
to reduce
homelessness
(See SPM 1b
Key Action 1 for
details)
Hilton Local LAHSA LA County,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers
9/30/2027 Equity
framework has
been adopted
by the CES and
any policy
changes have
been adopted
by the CES.
(LAHSA)

3. Continue to
track
demographics
by race and
ethnicity
comparing
annual PIT
counts for
unsheltered
homelessness
County
Measure H,
County General
Fund, City
General Fund,
Hilton
Local LAHSA LA County,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC
6/30/2027 Compare the
racial and
ethnic
demographics
available in PIT
counts

4. Reduce the
daily count of
Latinx single
adults
experiencing
unsheltered
homelessness
in the City of
Glendale CoC
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
CoC
Partner
Organizatio
ns,
Home
Again LA,
Ascencia,
Armenian
Relief
Society,
YWCA of
Glendale
and
Pasadena,
Catholic
Charities,
Salvation
Army,
Glendale
Police,
6/30/2028 Review
disaggregated
PIT data by
race and
ethnicity to track
the change in
the
demographics
for unsheltered
Latinos and any
corresponding
rise in the
representation
of this
population
within shelters.

Community
Outreach
Resources
and
Engageme
nt
(C.O.R.E.)
Team

5. Update
equity
evaluation
framework and
identify key
policy changes
for the City of
Long Beach
CoC in order to
minimize exits
to
homelessness
for justice-
involved
persons and
increase access
to and
accessibility of
interim housing
for persons who
identify as non-
binary, gender
queer, gender
nonconforming.

CoC, City of
Long Beach
General Funds
Federal,
Local
City of Long
Beach CoC
County of
Los
Angeles
6/30/2025 An equity
framework has
been adopted
by the Long
Beach City
Council and any
policy changes
have been
adopted by the
City of Long
Beach CoC.

Utilize City
Homeless
Strategic
Planning
process to
identify
opportunities for
new or updated
policies and/or
updates to the
equity
framework
addressing City.

Measure
baseline and
compare after
policy changes
have been
adopted.

6. Continue the
work of the City
of LA’s Civil +
Human Rights
and Equity
Department
(CHRED) is to
strengthen
diversity, equity,
and
accountability
for the City.

General City of
LA Fund
Local City of LA LAHSA and
LA County
CEO-HI
6/30/2026 Track data to
ensure
reduction in
representation
of Black
Angelinos
experiencing
homelessness.

7. Conduct
outreach
throughout the
City of
Pasadena
CoC’s entire
geographic
area, staffed by
individuals who
are
racially/ethnicall
y diverse
workers w/ lived
experience &
emphasize non-
coercive
engagement
techniques
Emergency
Solutions Grant,
HHAP 3 & 5
Federal,
State
City of
Pasadena
CoC
Local Non-
profit
Service
Providers
6/30/2028 Identify the
baseline of the
number of
diverse
populations
accepting
assistance from
street outreach
teams and then
compare to the
number who
accept shelter
after efforts to
diversify staffing
has taken
place.

SPM 2: Number of people accessing services who are
experiencing homelessness for the first time.

SPM 2
50,314
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Increase
Prevention &
Diversion
Services to
reduce first time
homelessness
of youth in the
City of Glendale
CoC
HHAP 1-5,
County
Measure H,
CoC, ESG, and
local Measure S
Local,
State,
Federal
City of
Glendale
CoC
Home
Again LA,
Catholic of
Charities
9/30/2027 Use Annual
Performance
Report (APR)
and Homeless
Data Integration
System (HDIS)
data to track the
reduction in
homelessness
for youth. Track
exits to
permanent
housing and
returns to
homelessness
for youth.

2. Increase County Federal, City of Long City of Long 6/30/2028 Track and Prevention &
Diversion
services to
reduce first time
homelessness
in the City of
Long Beach
CoC
Measure H,
ESG, HHAP1, 4
& 5
State Beach
Developme
nt Services
Beach CoC analyze APR
and HDIS data.

Track the
number of new
entries into
Long Beach
HMIS and
measure
increase/decrea
se in the
number of first
time homeless
in the system
before and after
program
implementation.

3. Maintain
existing
interim units
and increase
permanent
housing units
in the City of
LA.

City General
Funds, HHAP 5
Local, State City of LA City of LA
Depts of
Housing,
City
Planning,
Public
Works and
Building
and Safety
6/30/2026 Track to identify
the increased
number of sites.

Compare the
timing of
permitting
process before
the effort
compared to
after.

4. Expand
problem solving
throughout the
region.

CoC HHAP 3 &
5, County
Measure H
State, Local LAHSA Los
Angeles
(LA) County
(Funder/Str
ategic
Partner),
City of
Glendale
CoC,
City of Long
Beach
CoC,
City of LA,
City of
Pasadena
CoC, LA
County

DMH, LA
County
DHS
9/30/2027 Tracking
participation in
a training series
for problem-
solving partners
through internal
tracking
systems

Tracking the
number of
organizations
associated with
the region who
are using
problem solving
across the
region through
internal tracking
systems

Tracking the
number of
entities within
the justice
system and
faith-based
community
engaged in
partnership for
problem-solving
through internal
tracking
systems

5. Expand
problem solving
throughout the
region for youth,
including
community
college
campuses.

CoC HHAP-5,
County
Measure H
State, Local LAHSA City of
Glendale
CoC, City
of Long
Beach
CoC, City
of LA, City
of
Pasadena
CoC, LA
County

DMH, LA
County
DHS
9/30/2027 Tracking
participation in
a training series
for problem-
solving
partners serving
youth through
internal tracking
systems

Tracking the
number of
organizations
serving youth
associated with
the region who
are using
problem solving
across the
region through
internal tracking
systems

Tracking the
number of
entities serving
youth within the
justice system
and faith-based
community
engaged in
partnership for
problem-solving
through internal
tracking
systems
SPM 7.2: Racial and ethnic disparities in the number of people accessing services who are experiencing homelessness for the first time
Racial/Ethnic Group Measure
Black or African American 17,048
Hispanic/Latin(o)(a)(x) 19,347
American Indian, Alaskan Native, or Indigenous (AIAN) 806 Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Implement
recommendatio
ns to reduce
racial disparities
in and among
people
experiencing
homelessness
from the Black
People
Experiencing
Homelessness
and Latinx
homelessness
workgroups
CoC HHAP 1-5,
County HHAP
1-5, County
Measure H,
Hilton
State, Local LAHSA, LA
County

CEO-HI, LA
County
Anti-
Racism,
Diversity,
and
Inclusion
(ARDI)
Initiative
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC, Other
Partners
6/30/2028 To be
determined by
recommendatio
ns from the
Black People
Experiencing
Homelessness
and the Latinx
Experiencing
Homelessness
workgroups
(LAHSA) -
recommendatio
ns to be
finalized in
September
2024

2.Create equity
evaluation
framework and
identify key
policy changes
to reduce
homelessness
Hilton Local LAHSA LA County,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers
6/30/2029 Equity
framework has
been adopted
by the CES and
any policy
changes have
been adopted
by the CES.
(LAHSA)

3. Affirmatively
market eviction
prevention
programs,
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local,
State,
Federal
City of
Glendale
CoC
Home
Again LA,
Armenian
Relief
9/30/2027 Use APR and
HDIS data to
track reductions
in the number of
including for
youth, within the
City of Glendale
CoC to the
Latino
population
local Measure S Society,
Catholic of
Charities
Latino people
becoming
homeless for
the first time.

4. Expedite the
Implementation
of
recommendatio
ns of equity
evaluation and
framework for
the City of Long
Beach CoC
CoC, City of
Long Beach
General Funds
Federal,
Local
City of Long
Beach CoC
City of Long
Beach
Manager’s
Office
6/30/2028 Ensure Equity
Framework has
been adopted
by the Long
Beach City
Council and any
policy changes
have been
adopted by the
CoC.

5. Continue the
work of the
Racial Equity
Group within
the City of LA’s
City
Administrative
Officer (CAO) to
address racial
equity Citywide
HHAP 1-5,
ERF, City-GCP
Additional
Homeless
Services
State, Local City of LA LAHSA 6/30/2028 Analyze how
grant funds are
applied to
address racial
equity in service
delivery

6. Ensure
effective and
culturally
relevant
outreach of the
City of
Pasadena
CoC’s
Homelessness
Prevention
programs to
Hispanic and
Latino
communities
through
partnerships
with other
systems that
have
established and
trusted
engagement
pathways.

Family
Homelessness
Challenge
Grant, HHAP 3
& 5, Emergency
Solutions Grant
State,
Federal
City of
Pasadena
CoC
Pasadena
Unified
School
District,
Pasadena
Public
Health
Department
6/30/2028 Compare
demographics
of households
experiencing
homelessness
for the first time
(PIT data)
before and after
connecting
homelessness
prevention
providers with
system
partners.

SPM 3: Number of people exiting homelessness into permanent housing.

SPM 3
17,894
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Expand
problem solving
throughout the
region
CoC HHAP 3 &
5, County
Measure H
State, Local Los
Angeles
Homeless
Services
Authority
(LAHSA)
Los
Angeles
(LA) County
(Funder/Str
ategic
Partner),
City of
Glendale
Continuum
of Care
(CoC),
City of Long
Beach
CoC,
City of LA,
City of
Pasadena
CoC
9/30/2027 Tracking
participation in
a training series
for problem-
solving partners
through internal
tracking
systems

Tracking the
number of
organizations
associated with
the region who
are using
problem solving
across the
region through
internal tracking
systems

Tracking the
number of
entities within
the justice
system and
faith-based
community
engaged in
partnership for
problem-solving
through internal
tracking
systems

2. Continue to
apply for new
(Admin) HUD
CoC, HUD
Federal,
State, Local
LAHSA Community
Providers
9/30/2027 Identify funding
sources that
housing
opportunities
(such as
Continuum of
Care
Supplemental to
Address
Unsheltered
and Rural
Homelessness
(Special
NOFO)) to
expand the
quantity of
housing
subsidies
(Special

NOFO), HUD
Youth
Homelessness
Demonstration
Project (YHDP),
CoC HHAP 1-5,
State
Encampment
Resolution
Funds, County
Measure H,
County General
Fund, County
HHIP, Federal
and State ESG,
LA County
DPSS, County
Housing
Support
Program (HSP),
City General
Fund
LAHSA or other
jurisdictions are
eligible for,
applying, and
being awarded
additional
resources to
increase the
availability of
housing
subsidies.
(LAHSA)
Maintain an
updated
regional funding
plan to keep
track of all
resources,
subsidies, etc.

3. Prioritize
those in Interim
Housing,
including
transitional
housing, for
Rapid
Rehousing
(RRH) to
promote more
housing
placements and
less exits to
homelessness
CoC HHAP,
State
Encampment
Resolution
Funds, County
Measure H,
County General
Fund, Federal
and State ESG,
County DPSS,
County Justice
Care and
Opportunities
Department,
City of LA
General Fund,
City of LA
Roadmap, CoC
HHAP 1-5, City
HHAP 4-5,
County HHAP
1-5
Federal,
State, Local
LAHSA LA County
CEO-HI
(Funder/Str
ategic
Partner),
City of LA
9/30/2027 Utilize HMIS to
track the
number of
Interim Housing
participants who
exit to
permanent
housing with
rental
assistance
through RRH

4. Enhance
permanent
housing exits
through
prioritization of
Rapid
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Federal,
State, Local
City of
Glendale
CoC
Home
Again, LA
Armenian
Relief
Society,
Door of
6/30/2026 Use quarterly
data reports
generated by
HMIS to
evaluate the
effectiveness of
Rehousing
(RRH) in RFPs
and increased
program model
implementation
Hope Rapid
Rehousing
programs and
other
interventions
aimed at
increasing exits
to permanent
housing
Use HMIS data
to track returns
to
homelessness
and exits to
permanent
housing for
RRH
participants

5. Increase
supply of
affordable
housing in the
City of
Pasadena CoC
City of
Pasadena
Inclusionary
Housing Funds,
Housing
Successor
Funds, Local
Housing Trust,
Permanent
Local Housing
Allocation,
HOME
Federal,
State, Local
City of
Pasadena
Housing
Department
, Housing
Production
Division
City of
Pasadena
Housing
Dept.,
Affordable
Housing
Developers,
Burbank,
Glendale,
Pasadena,
Regional
Housing
Trust
6/30/2028 Measure the
amount of
affordable
housing units
that are in the
community.

6. Expand the
RRH program
County
Measure H,
CoC HHAP 1-5,
City HHAP 4-5,
County HHAP 1
and 3, ERF-2,
General City of
LA Fund
State, Local LAHSA LA County
CEO-HI
(Funder/Str
ategic
Partner),
City of LA,
City of LA
Housing
Department
, Property
Owners,
Homeless
Service
Providers
9/30/2027 Utilize HMIS to
measure the
amount of time-
limited subsidy
slots, track the
number of new
enrollees and
number of
clients who
secured
permanent
housing upon
exiting the
program
(LAHSA)

7. Support the
Shallow
Subsidy
program
County
Measure H
Local LAHSA LA County
CEO-HI
(Funder/Str
ategic
9/30/2027 Measure the
amount of
shallow
subsidies that
financial
assistance
program
Partner) are allotted and
used in the
region (LAHSA)

8. Expand
rental subsidies
for individuals
who are
homeless or at
risk of
homelessness
who are
receiving
General Relief
benefits and
pursuing
Supplemental
Security Income
(SSI).

County
Measure H,
County General
Fund
Local LA County
DPSS
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC
9/30/2027 Measure the
increase in the
number of
individuals
served by the
expanded
number of
rental subsidies.

9. Expand unit
acquisition
strategies
including
Master Leasing
County
Measure H,
Housing and
Homelessness
Incentive
Program (HHIP)
Local, State LAHSA and
LA County
DHS
Homeless
Service
Providers,
Affordable
Housing
Owners
and/or
Property
Managers
of Multi-
family
Buildings,
Landlords,
Affordable
Housing
Developers
9/30/2027 Measure the
increase in
readily available
permanent
housing stock
by tracking the
number of units
acquired, time
to lease up
units, and
utilization of
tenant-based
rental resources
within Master
Leased Units

10. Support the
Intensive Case
Management
Services
(ICMS)
program.

County
Measure H,
HHAP 1-5,
CalAIM
Local, State LA County
DHS
LA Care,
Health Net
FQHCs,
Homeless
Service
Providers,
City of Long
Beach CoC
9/30/2027 Track the
number of
people enrolled
in ICMS,
number of
people placed
in housing, and
number of
people who
retained their
housing after 12
months
reporting on
retention (LA
County)

11. Advocate
for an increase
in HUD’s
project-based
cap from 30%
to 50%.

N/A (policy
advocacy)
N/A City of
Pasadena
CoC, LA
County,
City of LA,
LAHSA
California
Association
of Housing
Authorities
6/30/2028 N/A (policy
advocacy)

12. Modify
development
processes in
the City of
Pasadena CoC
to streamline
and simplify the
processing of
entitlement
permits, design
review, building
permits, and
funding of
affordable
housing
projects.

City of
Pasadena
General Fund
Local City of
Pasadena
CoC
Pasadena
City
Council,
Pasadena
City
Planning &
Community
Developme
nt
Department
,
Pasadena
Planning
Commissio
n
6/30/2029 City of
Pasadena
policies have
changed, and
development
process is
expedited.

13. Provide
additional
incentives in the
City of
Pasadena CoC
to encourage
affordable
housing
construction
General Fund Local City of
Pasadena
CoC
Pasadena
City
Council,
Pasadena
City
Planning &
Community
Developme
nt,
Department
and
Department
of Housing
6/30/2029 City of
Pasadena
policies are in
place with
incentives
encouraging
affordable
housing
construction
Ensure the new
policies are
effectively
encouraging
more affordable
housing
developers to
build in the City
of Pasadena
CoC.

14. Enhance
permanent
housing exits
through
expansion of
RRH in the City
of Long Beach
HHAP 1, 3 & 4,
County
Measure H,
CoC, ESG, and
ERF-2
Local,
State,
Federal,
and County
City Long
Beach CoC
Long Beach
Homeless
Services
Bureau,
Long Beach
CoC, City
of Long
Beach
9/30/2027 Use data
reports to
evaluate the
effectiveness of
Rapid
Rehousing
programs and
other
CoC Community
Developme
nt,
Homeless
Service
Providers
interventions
aimed at
increasing exits
to permanent
housing

15. Continue to
apply for new
housing
opportunities
through the City
of Long Beach
CoC to expand
the quantity of
housing
subsidies.

HUD CoC
(Admin), HUD
(Special

NOFO), HHAP
5, State
Encampment
Resolution
Funds, County
Measure H,
Federal ESG
Federal,
State, Local
City of Long
Beach CoC
Long Beach
Homeless
Services,
Long Beach
CoC, City
of Long
Beach
Housing
Authority,
City of Long
Beach
Developme
nt Services,
Homeless
Service
Providers
9/30/2027 Identify funding
sources that
City of Long
Beach
Homeless
Services
Bureau (and/or
other City
bureaus or
departments)
may be eligible
for, applying,
and being
awarded
additional
resources to
increase the
availability of
housing
subsidies.

16. Increase
supply of
affordable
housing in the
City of Long
Beach CoC
Permanent
Local Housing
Allocation,
HOME, Housing
Choice
Voucher,

HOPWA, VASH
Federal,
State, Local
City of Long
Beach CoC
City of Long
Beach
Housing
Authority,
City of Long
Beach
Community
Developme
nt, Long
Beach
Homeless
Services,
Developers,
Non-profit
Service
Providers
6/30/2028 Measure the
amount of
affordable
housing units
that are in the
community.

17. Expand
rental subsidies
for individuals
and families in
the City of
Glendale
HHAP-5,
County
Measure H,
Local Measure
S
State, Local City of
Glendale
LAHSA,
Home
Again,
Catholic
Charities,
YWCA of
Glendale/P
asadena,
6/30/2028 Measure the
increase in the
number of
individuals by
the expanded #
of rental
subsidies in the
City of
Ascencia,
Armenian
Relief
Society
Glendale.

18. Increase
services,
including
treatment
centers,
wellness
centers, and
hygiene
programs, at
the City of LA’s
existing Interim
Housing sites.

HHAP 4-5, City
GCP-additional
homeless
services
State, Local City of LA LAHSA,
Interim
Housing
Providers
6/30/2028 Track the
number of
people
receiving these
services while
in IH and their
movement to
RRH or
permanent
housing.

19. Increase
funding for
existing
emergency
shelter
programs (pop-
up shelters and
motel vouchers
in extreme
weather
conditions) and
provide services
to establish
linkages to
permanent
housing.

HHAP-5 State City of LA LAHSA,
Emergency
Shelter and
Interim
Housing
Providers
6/30/2028 Track the
increase in the
number of
people able to
move from
unsheltered to
sheltered status
because of
these additional
resources.

20. Continue to
fund housing
navigation.

City HHAP 4-5,
City-GCP
additional
homeless
services
State, Local City of LA LAHSA, LA
County,
Service
Providers
6/30/2028 Track the
number of
individuals
contacted,
number of
individuals
engaged,
number of
individuals who
attained
referrals,
number of
individuals
placed in
interim housing,
and number of
individuals
placed in
permanent
housing through
increased
navigation.

21. Prioritize
youth in interim
housing,
including
transitional
housing
programs (THP)
for TAY, for
Rapid
Rehousing
(RRH) to
promote more
housing
placements and
less exits to
homelessness
CoC, County
HHAP 1-5,
State ERF,
County
Measure H,
County General
Fund, Federal
and State ESG,
County DPSS,
County Justice
Care and
Opportunities
Department,
City of LA
General Fund,
City of LA
Roadmap, City
of LA HHAP 5
Federal,
State, Local
LAHSA LA County
CEO-HI
(Funder/Str
ategic
Partner),
City of LA
6/30/2028 Utilize HMIS to
track the
number of
people TAY
moving from
interim housing
to RRH and
exiting the
program to
permanent
housing with
rental
assistance from
RRH.

Track the
number of youth
(TAY) newly
enrolled in the
transitional
housing
program (THP)
and active in
the THP.

22. Support the
operation of
RRH programs
in the City of
Pasadena,
including
covering move-
in expenses
and providing
landlord
incentives.

Expansion of
RRH through
rental subsidies,
move-in
expenses,
supportive
services,
landlord
incentives, and
housing
retention
services.

HHAP 2, 4, and
5, CoC,
Measure H
Federal,
State, Local
City of
Pasadena
CoC
Union
Station
Homeless
Services,
Volunteers
of America
LA
9/30/2027 Use data
reports to
evaluate the
effectiveness of
RRH programs
aimed at
increasing exits
to PH.

SPM 7.3: Racial and ethnic disparities in the number of people exiting homelessness into permanent housing.

Racial/Ethnic Group Measure
Black or African American 7,839
Hispanic/Latin(o)(a)(x) 6,566
American Indian, Alaskan Native, or Indigenous (AIAN) 268 Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

CEO-HI, LA
County
Anti-
Racism,
Diversity
and
Inclusion
(ARDI)
Initiative
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC, Other
Partners
6/30/2029 To be
determined by
recommendatio
ns from the
Black People
Experiencing
Homelessness
and the Latinx
Experiencing
Homelessness
workgroups
(LAHSA) -
recommendatio
ns to be
finalized in
September
2024

2. Create equity
evaluation
framework and
identify key
policy changes
to reduce
homelessness
Hilton Local LAHSA LA County,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers
6/30/2029 Equity
framework has
been adopted
by the CES and
any policy
changes have
been adopted
by the CES.
(LAHSA)

3. Track
housing
retention rates
by race and
ethnicity
HUD CoC,
County
Measure H,
County General
Fund, Federal
and State ESG,
City General
Fund
Federal,
State, Local
LAHSA LA County

CEO-HI ,
City of LA,
City of Long
Beach CoC
9/30/2027 Measure
baseline of
housing
retention by
race and
ethnicity
demographics
and then
compare over
time.

4. Increase
exits to
permanent
housing for
Black or African
Americans in
the City of
Glendale CoC
through
partnerships
and utilizing
landlord
incentives.

HHAP 4,
County
Measure H,
CoC, ESG, and
local Measure S
Local,
State,
Federal,
County
City of
Glendale
CoC
Home
Again LA
Armenian
Relief
Society,
Door of
Hope
6/30/2026 Assess level of
landlord
community
partnerships
and cooperation
with providers
for Black single
adults and
families.

Compare
baseline data
on demographic
composition for
exits to
permanent
housing for
Black or African
Americans and
compare to data
after efforts are
undertaken

5. Increase
exits to
permanent
housing in the
City of Long
Beach CoC for
persons over-
represented in
the Point-in-
Time Homeless
Count
(Black/African
Americans,
American
Indians/Native
Americans, and
Native
Hawaiians/Pacif
ic Islanders) in
HHAP 1, 3 - 5,
County
Measure H,
CoC, ESG
Local,
State,
Federal
City of Long
Beach CoC
City of Long
Beach
Community
Developme
nt, City of
Long Beach
Housing
Authority,
LAHSA
6/30/2029 Assess and
compare
baseline data
on demographic
composition for
permanent
housing
placements and
exits for
overrepresente
d racial groups
and compare to
data after
efforts are
undertaken
the City of Long
Beach through
increased
utilization of
landlord
incentives

6. Increase
exits to
permanent
housing in the
City of Long
Beach CoC for
persons over-
represented in
the Point-in-
Time Homeless
Count
(Black/African
Americans,
American
Indians/Native
Americans, and
Native
Hawaiians/Pacif
ic Islanders) in
the City of Long
Beach through
community and
landlord
outreach and
engagement
HHAP 1,
County
Measure H,
CoC, ESG
State,
Local,
Federal
City of Long
Beach CoC
City of Long
Beach
Community
Developme
nt, City of
Long Beach
Housing
Authority
9/30/2027 Assess and
compare
baseline data
on demographic
composition for
permanent
housing
placements and
exits for
overrepresente
d racial groups
and compare to
data after
efforts are
undertaken

7. Strengthen
support in the
City of Long
Beach CoC for
persons over-
represented in
the Point-in-
Time Homeless
Count
(Black/African
Americans,
American
Indians/Native
Americans, and
Native
Hawaiians/
Pacific
Islanders) in the
City of Long
Beach facing
HHAP 1 & 3,
County
Measure H,
CoC, ESG,

HOME, CDBG
Federal,
State, Local
City of Long
Beach CoC
City of Long
Beach
Community
Developme
nt, City of
Long Beach
Housing
Authority
9/30/2027 Compare
annual PIT
counts and
HMIS data by
demographic
group before
and after
implementation
of additional
supports,
Compare rates
for placements
and exits in
permanent
housing
programs by
demographic
group
discrimination in
the private
housing market
by creating
education
materials on
tenant
protections,
developing a
housing
resource toolkit,
and
strengthening
housing
navigation
supports

8.Continue the
work of the City
of LA’s Racial
Equity Group
within the CAO
to address the
increased
length of stay
that Black
Angelinos
experience
HHAP 1-5,
ERF, City-GCP
additional
homeless
services
State, Local City of LA City of LA
Depts -
LAHD,
CHRED
6/30/2028 Conduct
analysis to
Identify the top
five barriers to
placement in
permanent
housing.

9. Strengthen
support in the
City of
Pasadena CoC
for Black people
facing
discrimination in
the private
housing market
by creating
education
materials on
tenant
protections,
developing a
housing
resource toolkit,
and
strengthening
housing
navigation
supports
CoC Planning,
HHAP 3, 4, and
5 Federal,
State
City of
Pasadena
CoC
Housing
Rights
Center,
non-profit
homeless
service
providers
6/30/2028 Compare
annual count
and PIT counts
by demographic
group before
and after
implementation
of additional
supports,
Compare lease
up rates in
permanent
housing
programs by
demographic
group
SPM 4: Average length of time that people experienced
homelessness while accessing services
SPM 4
182
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Increase
federal, state,
and local
funding for
permanent
housing
subsidies and
housing
navigation slots
to increase flow
through interim
housing, to
increase the
number of
clients who can
be served
annually with
each interim
housing bed
County
Measure H,
HUD CoC, HUD

SNOFO, LA
CoC HHAP 1-5,
City of Long
Beach CoC
HHAP 1-5, LA
County HHAP
1-5, ERF,
Federal ESG,
Permanent
Local Housing
Allocation,
HOME, Housing
Choice
Voucher,

HOPWA, VASH
Federal,
State
LA County
DHS

LAHSA ,
City of Long
Beach CoC
Brilliant
Corners,
Other
County
Department
s, Property
Owners,
Nonprofit
Developers
9/30/2027 Utilize HMIS to
track number of
people served
by local
subsidies (LA
County)
Utilize HMIS to
measure
baseline of
interim housing
turnover rate
and then
compare data
after the key
action is in
place. (LAHSA)

2. Expand unit
acquisition
strategies
including
Master Leasing
CoC HHIP,
County
Measure H
State, Local LAHSA, LA
County
DHS
Los
Angeles
(LA) County
(Funder/Str
ategic
Partner),
City of
Glendale
Continuum
of Care
(CoC),
City of Long
Beach
CoC,
City of LA,
City of
Pasadena
CoC
9/30/2027 Tracking
participation in
a training series
for problem-
solving partners
(LAHSA)
Tracking the
number of
organizations
associated with
the region who
are using
problem solving
across the
region.
(LAHSA)
Tracking the
number of
entities within
the justice
system and
faith-based
community
engaged in
partnership for
problem-solving
(LAHSA)

3. Use RRH for
encampment
resolution
efforts to
promote quicker
housing
placements
than through
PSH, and
transfer to PSH
later, if needed
HUD Special
NOFO, CoC
HHAP 1-5,
State
Encampment
Resolution
Funds, County
Measure H, City
of LA HHAP 1-5
and Roadmap
Federal,
State, Local
LAHSA,
City of LA
LA County
CEO-HI
(Funder/Str
ategic
Partner)
9/30/2027 Utilize HMIS to
track the
number of
people moving
from
encampment
resolution to
RRH.

Utilize HMIS to
track length of
time since
engagement of
those who
came to RRH
from
encampment
resolution
efforts.

Utilize HMIS to
track PSH
transfers from
RRH for those
who came to
RRH from
encampment
resolution
efforts.

4. Continue to
develop PSH to
decrease the
wait time of
people
experiencing
homeless in
interim beds
General City of
LA Fund (Prop
HHH), HHAP 5
Local City of LA City of LA -
Department
s of City
Planning,
Building
and Safety
6/30/2027 Tracking the
number of new
PSH beds in the
City of LA
Tracking wait
times for people
in interim
housing who
are awaiting
PSH referrals
and placement

5. Implement
document
collection in
interim housing,
including
transitional
housing
programs (THP)
for TAY, to
promote quicker
housing
placements
CoC HHAP 3-5,
County HHAP
1-5, State
Encampment
Resolution
Funds, County
Measure H,
County General
Fund, Federal
and State ESG,
County DPSS,
County JCOD,
City General
Fund, City of LA
Roadmap and
HHAP
State, Local LAHSA LA County

CEO-HI,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC,
City of
Pasadena
CoC
9/30/2027 Use HMIS to
track the upload
of ID and Social
Security
Documents and
to compare the
length of time to
permanent
housing
placements
each FY to
track the impact
of document
collection on
system flow
(LAHSA)

6. Support
housing
navigation
including
assisting people
experiencing
homelessness
with
identifying,
viewing, and
inspecting units;
reviewing and
negotiating
lease terms;
financial
assistance for
application fees,
transportation
costs, and
security
deposits; as
well as landlord
incentives
County
Measure H
Local LAHSA, LA
County
DHS
Other
County
Department
s
9/30/2027 Measure length
of time enrolled
in housing
navigation
program
towards goal of
quicker slot
turnover as
clients are
successfully
assisted to
move to PH.
(LAHSA)

7. Reduce
length of time
homeless by
increasing
landlord
engagement
efforts in the
City of Glendale
CoC
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
Home
Again LA,
Armenian
Relief
Society,
Door of
Hope,
Ascencia
6/30/2026 Review
regularly
scheduled
reports to track
progress,
supplemented
by ongoing
monitoring of
partnership
numbers.

8. Use RRH in
the City of Long
Beach CoC for
encampment
resolution
efforts to
promote quicker
housing
placements
than through
PSH, and
transfer to PSH
later, if needed
HUD Special
NOFO, CoC
HHAP 3 and 4,
State
Encampment
Resolution
Funds, County
Measure H
Federal,
State, Local
City of Long
Beach CoC
City of Long
Beach
Homeless
Services
Bureau,
Long Beach
CoC, City
of Long
Beach
Housing
Authority
6/30/2028 Track the
number of
people moving
from
encampment
resolution to
RRH. (City of
Long Beach
CoC)
Track length of
time since
engagement of
those who
came to RRH
from
encampment
resolution
efforts. (City of
Long Beach
CoC)
Track PSH
transfers from
RHH for those
who came to
RRH from
encampment
resolution
efforts. (City of
Long Beach
CoC)

9. Continue to
develop PSH in
the City of Long
Beach CoC to
decrease the
wait time of
people
experiencing
homeless in
interim beds
HOME,
Permanent
Local Housing
Allocation,
Housing Choice
Voucher, CoC
Federal,
State
City of Long
Beach CoC
City of Long
Beach
Community
Developme
nt, City of
Long Beach
Housing
Authority
6/30/2029 Measure and
track baseline
of PSH
inventory based
on HIC data

10. Maximize
and optimize
system
throughputs and
permanent
housing
placements in
the City of Long
Beach CoC
HHAP 5,
Measure H,
ESG, CoC
Federal,
State, Local
City of Long
Beach CoC
City of Long
Beach
Homeless
Services
Bureau,
Long Beach
CoC,
Community
Developme
6/30/2027 Rapid
Rehousing exits
and returns to
homelessness
and compare
after policy
changes and
HMIS
enhancements
through
standardization
of RRH
programs,
including the
establishment
of moving-on
and lease-in-
place practices
nt, City of
Long Beach
Housing
Authority
have been
implemented

11. Built for
Zero Systems
Improvement
Project in the
City of
Pasadena CoC
Kaiser
Permanente
Grant, HUD,
County
Measure H
Federal,
Local
City of
Pasadena
CoC
Union
Station
Homeless
Services,
Pasadena
Public
Health
Department
, Pasadena
Outreach
Response
Team
(PORT),
Friends In
Deed,
Housing
Works,
Pasadena
Housing
Department
6/30/2029 Increase
monthly shelter
exits/permanent
housing
placements.

Reduce time
spent on by-
name list for an
overall
reduction in
numbers on the
by-name list.

12. Increasing
Permanent
Housing
resources in the
City of
Pasadena CoC
HUD Rental
Subsidies, City
of Pasadena
Affordable
Housing Fund,
Burbank-
Glendale-
Pasadena
Regional
Housing Trust
Federal,
Local
City of
Pasadena
Housing
Department
Burbank-
Glendale-
Pasadena
Regional
Housing
Trust,
Affordable
Housing
Developers
6/30/2029 Increase in
Housing
Inventory
Count;
reduction in our
annualized
homeless count

13. Continue to
fund housing
navigation.

14. Continue to
fund outreach
health-related
services to help
coordinate
medical and
mental health
appointments,
obtain benefits
and medical
insurance, and
make referrals
to community-
based services
through service
contracts.

15. Reduce
unsheltered
homelessness
among
Transition Age
Youth, to be
accomplished
via provision of
Youth Interim
Housing made
available
through the City
of Long Beach
Youth
Navigation
Center.

HHAP 1-5 State City of Long
Beach CoC
LAHSA,
Homeless
Youth
Forum of
Los
Angeles,
Los
Angeles
County

CEO- HI,
Los
Angeles
County
Department
of Children
and Family
Services
6/30/2028 Assess and
compare
baseline data
on demographic
composition of
unsheltered
count and
compare to data
after efforts are
undertaken.

16. Engage with
the City of Los
Angeles Youth
Youth set aside
funds from
HHAP 1,
State City of LA,
LAHSA
City of Los
Angeles
Depts;
6/30/2028 Track the
number of youth
moving from
Development
Dept to address
the unique
needs of
homeless
youth. Support
the City’s
existing youth
interim site to
expand services
that move on to
rapid rehousing
HHAP4 and
HHAP-5
Youth
Developme
nt Dept and
the City of
Los
Angeles
Community
Investment
for
Families.
interim housing
to RRH and all
referrals
providing for
education and
job placement
assistance.

Track youth
homeless
engagement
from outreach
to interim
housing and
rapid rehousing
placements
utilizing HMIS.

SPM 7.4: Racial and ethnic disparities in the average length of time that people experienced homelessness while accessing services.

Racial/Ethnic Group Measure
Black or African American 201
Hispanic/Latin(o)(a)(x) 187
American Indian, Alaskan Native, or Indigenous (AIAN) 205 Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Implement
recommendatio
ns to reduce
racial disparities
in and among
people
experiencing
homelessness
from the Black
People
Experiencing
Homelessness
and Latinx
homelessness
CoC HHAP 1-5,
County HHAP
1-5, County
Measure H,
Hilton
State, Local LAHSA, LA
County

CEO-HI, LA
County
Anti-
Racism,
Diversity,
and
Inclusion
(ARDI)
Initiative
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC, Other
Partners
6/30/2029 To be
determined by
recommendatio
ns from the
Black People
Experiencing
Homelessness
and the Latinx
Experiencing
Homelessness
workgroups
(LAHSA) -
recommendatio
ns to be
workgroups finalized in
September
2024

2. Create equity
evaluation
framework and
identify key
policy changes
to reduce
homelessness
Hilton Local LAHSA LA County,
City of LA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers
6/30/2029 Equity
framework has
been adopted
by the CES and
any policy
changes have
been adopted
by the CES.
(LAHSA)

3. Track length
of time in
interim housing
and length of
time in the PSH
housing
process by race
and ethnicity on
a quarterly
basis
HUD CoC,
County
Measure H,
County General
Fund, Federal
and State ESG,
City General
Fund
Federal,
State, Local
LAHSA LA County

DHS, LA
County
DMH, City
of LA, City
of Long
Beach CoC
6/30/2029 Measure
baseline of
length of time in
interim housing
and length of
time in PSH
housing
process by race
and ethnicity
demographics
and then
compare to
after the key
action is in
place. (LAHSA)

4. Reduce
length of time
homeless for
Black or African
Americans in
the City of
Glendale CoC
by increasing
landlord
engagement
efforts
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
Home
Again, LA
Armenian
Relief
Society,
Door of
Hope,
Ascencia
9/30/2027 Review
regularly
scheduled
reports
specifically for
Black or African
American
individuals to
track progress,
supplemented
by ongoing
monitoring of
partnership
numbers.

5. Update
equity
evaluation
framework and
CoC, City of
Long Beach
General Funds,
ESG, Measure
Federal,
State, Local
City of Long
Beach CoC
County of
Los
Angeles
6/30/2028 An equity
framework has
been adopted
by the Long
identify key
policy changes
for the City of
Long Beach
CoC in order to
minimize exits
to
homelessness
for justice-
involved
persons and
increase access
to and
accessibility of
interim housing
for persons who
identify as non-
binary, gender
queer, gender
nonconforming.

H, HHAP 1-5 Beach City
Council and any
policy changes
have been
adopted by the
City of Long
Beach CoC.

Utilize City
Homeless
Strategic
Planning
process to
identify
opportunities for
new or updated
policies and/or
updates to the
equity
framework.

Measure
baseline and
compare after
policy changes
have been
adopted.

6. Continue the
work of the City
of LA’s Racial
Equity Group to
address the
increased
length of stay
that Black
Angelinos
experience
HHAP 1-5,
ERF, City-GCP
additional
homeless
services
State, Local City of LA City of LA
Depts-
LAHD,
CHRED
6/30/2028 Track the
number of days
waiting in
interim housing
for permanent
placement for
Black
Angelinos.

Conduct
analysis to
identify the top
five barriers to
placement in
permanent
housing.

7. Conduct
robust analysis
in the City of
Pasadena CoC
using HMIS &
Stella-P to
identify people
w/ the longest
LOTH & layer
CoC HMIS and
Planning Grants
Federal City of
Pasadena
CoC
City of
Pasadena
Housing
Department
and
Department
of
Information
Technology
6/30/2025 Identify specific
racial and
ethnic
disparities in
average length
of time
homeless.
racial equity
data to better
serve priority
populations (i.e.

BIPOC
communities).

SPM 5: Percent of people who return to homelessness within 6 months of exiting homelessness response system to permanent housing.

SPM 5

7.00%
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Support the
Intensive Case
Management
Services
(ICMS) program
County
Measure H,
HHAP 1-5,
CalAIM
Local, State LA County
DHS
LA Care,
Health Net,
FQHCs,
Homeless
Service
Providers,
City of Long
Beach CoC
9/30/2027 Track the
number of
people enrolled
in ICMS,
number of
people placed
in housing, and
number of
people who
retained their
housing after 12
months
reporting on
retention (LA
County)

2. Increase
investments in
employment
services to
assist clients in
maintaining or
accessing
housing.

County
Measure H
Local LAHSA,
LA County
Department
of
Economic
Opportunity
(DEO)
REDF,
LA:RISE,
Employmen
t Social
Enterprises,
American
Job
Centers of
California,
LA County
DPSS
9/30/2027 Track number
of people
enrolled in
subsidized
employment
and number of
people who
secured
unsubsidized
employment
(County)
Measure data to
determine if
greater
investments in
employment
services to
assist clients is
decreasing exits
to
homelessness
(LAHSA)

3. Support
Countywide
Benefits
Entitlements
Services Team
(CBEST)
program
County
Measure H,

HDAP, CSBG-
HR
Local,
State,
Federal
LA County

DPSS, LA
County
DHS
LA County

DMH, LA
County
Department
of Military
and
Veterans
Affairs
(MVA)
9/30/2027 Track number
of clients
enrolled in
CBEST,
number of
applications
submitted, and
number of
applications
approved (LA
County).

4. Support legal
services for
clients that
includes
assistance with
eviction
prevention,
landlord dispute
resolution,
credit resolution
advocacy,
criminal record
expungement,
and other legal
services that
related to
housing
retention and
stabilization, as
well as
resolving legal
barriers that
impact a
person’s ability
to access
permanent
housing, social
service benefits,
and stable
employment.

ARPA, Measure
H, Affordable
Housing Trust,
and Other
Sources
Federal,
State, Local
LAHSA and
LA County
CEO-HI
LA County
Department
of
Consumer
and
Business
Affairs
(DCBA),
Children
and Family
Services
(DCFS),
Public
Defender
(PD), Other
County
Department
s,
Neighborho
od Legal
Services of
LA County,
Legal Aid
Foundation
of LA, and
Other
Community
-Based
Agencies
9/30/2027 Track the
number of
people served
and
cases/issues
resolved

5. Extend length
of time for RRH
enrollments,
including youth,
when needed to
avoid exits to
homelessness
HUD Special

NOFO, HUD
YHDP, CoC
HHAP, State
Encampment
Resolution
Funds, County
Measure H,
County DPSS,
Federal and
State ESG, City
of LA HHAP 4-
5, CoC HHAP
1-5
Federal,
State, Local
LAHSA LA County
CEO-HI
(Funder/Col
laborator),C
ity of LA
9/30/2027 Utilize HMIS to
track requests
and
authorizations
to extend RRH
assistance
beyond 24
months. We will
then use HMIS
data to track the
impact on
returns to
homelessness
during the
program year.

Utilize HMIS to
measure data to
determine if
extending RRH
can be
connected to
decreased
returns to
homelessness

6. Implement
transfers from
RRH to PSH to
promote
housing
retention
HUD CoC,
HUD Special
NOFO
Federal LAHSA LA County
CEO-HI
(Funder/Col
laborator),
LA County
DHS, City
of LA,
Community
Providers
9/30/2027 Measure data to
determine if
individuals
transferred from
RRH to PSH is
decreasing
returns to
homelessness
(LAHSA)

7. Promote
transfers to
Shallow
Subsidy
programs to
support housing
retention
County
Measure H
Local LAHSA LA County
CEO-HI
(Funder/Col
laborator),
Community
Providers
6/30/2025 Measure data to
determine if
transfers to
Shallow
Subsidy
programs are
decreasing exits
to
homelessness
(LAHSA)

8. Reduce
recidivism in the
City of Glendale
CoC through
the expansion
of supportive

HHIP, COC,
HHAP 1-5
State,
Federal
City of
Glendale
CoC
Home
Again, LA
Armenian
Relief
Society,
Door of
6/30/2028 Review
regularly
scheduled
reports to track
progress,
supplemented
services and
post-lease
support
Hope,
Ascencia
by CoC
workgroup
meetings

9. Fully
Establish
linkages to
needed
services
(psychiatric,
substance
abuse, and
financial
benefit) to
maintain
permanent
housing once
secured.

General City of
LA Fund, HHAP
1-5
State City of LA LA County
DHS and
University
of Southern
California
(USC)
(MDT and
Street
Medicine)
6/30/2028 Track any
increase in the
number of
sustained
permanent
housing units.

10. Expand
implementation
of re-entry
supports to
provide
upstream
services to
individuals and
youth and help
identify safe
and stable
housing.

HHAP-5, CoC,

HOME-ARP, LA
County General
Fund
Federal,
State, Local
City of Long
Beach CoC
County of
Los
Angeles
6/30/2028 Compare the
number of
persons
supported by
re-entry
personnel
before and after
increase.

11. Support the
complex needs
of City of Long
Beach PSH
participants
through
Intensive Case
Management
and
tenancy support
services (ICMS)
program
Long Beach
HHAP-2-5, HUD
Special NOFO,

HOME-ARP
Federal,
State
City of Long
Beach CoC
Service
Providers,
LA County
DHS,
MCPs
6/30/2028 Track the
number of
people enrolled
in ICMS for
PSH programs.

Track the
number of
participants
receiving ICMS
who retain their
housing.

Track the
number of
participants who
successfully
obtain housing
through ICMS.

12. Continue to HHAP-5 State LAHSA Community 6/30/2028 Utilize HMIS to support
LAHSA’s free
Representative
Payee program.

Based
Providers
track the
number of
people served
in the
Representative
Payee program.

SPM 7.5: Racial and ethnic disparities in the percent of people who return to homelessness within 6 months of exiting
homelessness response system to permanent housing.

Racial/Ethnic Group Measure
Black or African American 8.00%
Hispanic/Latin(o)(a)(x) 7.00%
American Indian, Alaskan Native, or Indigenous
(AIAN)

9.00%
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Track returns
to
homelessness
by race and
ethnicity on a
quarterly basis
HUD CoC,
County
Measure H,
County General
Fund, Federal
and State ESG,
City General
Fund
Federal,
State, Local
LAHSA,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC
LA County,
City of Long
Beach, City
of LA, CES
Lead
Entities for
All 4 CoCs
6/30/2029 Undertake data
analysis using

HMIS, HDIS,
etc. to compare
returns to
homelessness
for all 4 CoCs
(LAHSA)

2. Reduce
recidivism for
Black or African
Americans in
the City of
Glendale CoC
through
increasing
wraparound
services
HHIP, CoC,
HHAP 1-5
State,
Federal
City of
Glendale
CoC
Home
Again, LA
Armenian
Relief
Society,
Door of
Hope,
Ascencia
6/30/2028 Review
regularly
scheduled
reports to track
progress,
supplemented
by CoC
workgroup
meetings

3. Track
housing
CoC Federal City of Long Bit Focus 6/30/2028 Housing
outcomes will
retention by
race and
ethnicity in the
City of Long
Beach CoC
Beach CoC be compared to
general
homeless
population to
identify
disparities

4. Work across
the City of LA
depts, CAO and
CHRED to
identify why
Black homeless
Angelinos are
returning to
homelessness
at a higher rate
than the overall
percentage by
identifying gaps
in service
supports that
are needed to
maintain
permanent
housing.

HHAP 1-5 State City of LA LAHSA 6/30/2028 Track returns to homelessness
for Black
Angelinos.

5. Improve
housing
retention
support to
households in
the City of
Pasadena CoC
that may be
facing
discrimination in
the private
housing market
by providing
education and
resources on
the Fair
Housing Act
and other
relevant laws
and regulations.

CoC Planning
Grant, CDBG
Federal City of
Pasadena
CoC
Housing
Rights
Center
6/30/2028 Compare data
before and after
an increased
number of
agencies
providing
education and
resources on
Fair Housing
Act law and
regulations and
the number of
households
successfully
retaining
housing
SPM 6: Number of people with successful placements from street outreach projects.

SPM 6
4,086
Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Fund regional
outreach teams
and
coordinators
who engage
and connect
unsheltered
people
experiencing
homelessness
to needed
resources and
services with
the ultimate
goal of
connecting
them with
permanent
housing
County
Measure H,
GCP-additional
homeless
services, City
HHAP 4-5 ,
County HHAP 1
& 3
Local, State LAHSA &
LA County
DHS
LA County
CEO-
Homeless
Initiative
(CEO-HI
(Funder/Str
ategic
Partner),
City of LA
(Funder/Str
ategic
Partner),
LA County
DMH,
City of
Glendale
CoC, City
of Long
Beach
CoC, City
of
Pasadena
CoC,
Service
Providers,
Other
9/30/2027 Track the
number of
individuals
contacted,
number of
individuals
engaged,
number of
individuals who
attained
referrals,
number of
individuals
placed in
interim housing,
number of
individuals
placed in
permanent
housing (LA
County).

2. Support
Multi-
Disciplinary
Teams (MDTs)
who engage
and connect
unsheltered
people
experiencing
homelessness
with complex
health and/or
behavioral
health
conditions to
County
Measure H
Local LA County
DHS
LAHSA,
Homeless
Service
Providers,
LA County

CEO-HI,
City of LA,
City of
Glendale
CoC,
City of Long
Beach
CoC,
City of
Pasadena
9/30/2027 Track the
number of
individuals
contacted,
number of
individuals
engaged,
number of
individuals who
attained
referrals,
number of
individuals
placed in
interim housing,
needed
resources and
services. MDTs
include a health
specialist,
mental health
specialist,
substance use
specialist, peer
with lived
experience, and
a generalist
CoC number of
individuals
placed in
permanent
housing (LA
County).

3. Promote
referrals from
access centers
to RRH
programs
CoC HHAP 3
and 5, County
HHAP 1, City of
LA General
Fund, City of LA
HHAP 4-5
State, Local LAHSA LA County
CEO-HI
(Strategic
Partner),
City of LA,
Community
Providers
6/30/2028 Track data in
HMIS to monitor
the increase in
referrals from
access centers
to RRH
programs.

4. Implement
encampment
resolution to
move people
from street to
interim and
permanent
housing
HUD Special
NOFO, State
Encampment
Resolution
Funds, County
Measure H, City
of LA General
Fund, City of LA
HHAP-5
Federal,
State, Local

LAHSA, LA
County

CEO-HI ,
City of LA
LA County
DHS,
Homeless
Service
Providers,
Local
Jurisdiction
Providers
9/30/2027 Track HMIS
data from SO to
monitor the
impact of
encampment
resolution
efforts on
participation in
interim and
permanent
housing.
(LAHSA)

5. Expand unit
acquisition
strategies
including
Master Leasing
County
Measure H,
Housing and
Homelessness
Incentive
Program (HHIP)
Local, State LAHSA and
LA County
DHS
Homeless
Service
Providers,
Affordable
Housing
Owners
and/or
Property
Managers
of Multi-
family
Buildings,
Landlords,
Affordable
Housing
Developers
9/30/2027 Measure the
increase in
readily available
permanent
housing stock
by tracking the
number of units
acquired, time
to lease up
units, and
utilization of
tenant-based
rental resources
within Master
Leased Units

6. Maintain
existing A
HHAP 1-5,
General City of
Federal,
State
City of LA LA County 6/30/2028 Track additional
interim sites
Bridge Home
sites to provide
low barrier
interim housing
options with
connections to
mainstream
services
LA Fund,
Emergency
Shelter Grant
(ESG)
including those
currently under
construction.

7. Support the
development of
new homeless
veteran
resource
centers in
partnership with
cities to
enhance and
expand
connecting
veterans
experiencing
homelessness
to housing and
services
County
Measure H
Local LA County
Department
of Military
and
Veterans
Affairs
(MVA)

LAHSA &
All County
Department
s
9/30/2027 New resource
centers are
opened in the
County and
providing
housing and
services to
veterans.

8. Implement a
targeted
strategy in the
City of Glendale
CoC to increase
successful
placements
focusing on
prioritizing RRH
and Housing
First
approaches
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
Home
Again LA,
Ascencia,
Glendale
PD,
Outreach,
CORE
6/30/2028 Review
regularly
scheduled
reports will track
progress,
supplemented
by ongoing
monitoring of
partnership
numbers

9. Increase
participation in
CoC case
conferences in
the City of Long
Beach CoC to
increase
collaboration
and
coordination
with System
partners, as
well as
maximize
CoC, City of
Long Beach
General Funds,
Hilton, HHAP 3-
5 Federal,
State, Local
City of Long
Beach CoC
PATH,
MHALA,
Heritage
Clinic,
Harbor
Interfaith
Services,
Long Beach
VA
6/30/2028 Track the
number of
participants at
case
conference.

The City of
Long Beach to
assess and
compare
baseline data
on number of
resources
known to our
connections to
housing and
throughputs to
housing
system to
quantify
changes in
number of
resources to be
matched to
through case
conferencing as
result of
increased
participation in
case
conferencing.

City of Long
Beach to
assess and
compare
baseline data
on match to
move-in
timeline to
quantify
changes in
number of days
to successfully
move-in as
result of
increased
participation in
case
conferencing.

City of Long
Beach currently
tracks
Coordinated
Entry case
conferencing
partners. City
will track the
number of
partners
regularly
engaged in our
weekly case
conferencing
meetings to
measure for
increased
number of
participants and
increased
number of
meetings
participated in.

10. Work in
tandem with
physical and
mental health
care providers
in the City of
Pasadena CoC
to accelerate
housing
placements and
streamline
referral
processes
HHIP State City of
Pasadena
CoC
ChapCare
(Local
FQHC),
Huntington
Hospital,
local
substance
use
treatment
providers,
local mental
health
providers;
CoC
Healthcare
Committee
6/30/2028 Track to see if
people
experiencing
homelessness
who are Medi-
Cal members
are receiving
housing-related
services
through CalAIM
Community
Supports.

Track the
number of
street medicine
teams that are
working with
CoC providers.

11. Include
cross-system
leadership in
CoC
Committees in
the City of
Pasadena CoC
CoC Planning
Grant
Federal City of
Pasadena
CoC
Managed
Care Plan,
Enhanced
Care
Manageme
nt (ECM)
Providers,
Community
Supports
Providers,
FQHCs,
Probation,
CalFresh,
CalWORKs
6/30/2028 Measure the
number of
board seats and
committee
members who
are
representatives
from cross-
systems.

12. Include
System
partners at
regular service
provider
meetings in the
City of
Pasadena CoC
CoC Planning
Grant
Federal City of
Pasadena
CoC
Managed
Care Plan,
ECM
Providers,
Community
Supports
Providers,
FQHCs,
Probation,
CalFresh,
CalWORKs
6/30/2028 Measure the
number of
cross-system
partners who
participate in
service provider
meetings.

13. Identify CoC Planning Federal City of Union 6/30/2028 Measure the opportunities to
co-locate
services with
system partners
in the City of
Pasadena CoC
Grant Pasadena
CoC
Station
Homeless
Services,
Pasadena
Public
Health
Department
, CHAP
Care
(FQHC),
Huntington
Hospital,
LA County
DPSS
number of
opportunities
where cross-
system partners
and homeless
service
providers can
co-locate and
provide
services.

14. Enter into
data-sharing
agreements
with cross-
sector partners
in the City of
Pasadena CoC
CoC HMIS
Grant, CoC
Planning Grant,
Kaiser
Permanent
Grant
Federal,
State
City of
Pasadena
CoC
Managed
Care Plans,
U.S. Dept.
of Veterans
Affairs
6/30/2025 Measure the
number of
cross-system
partner data
sharing
agreements that
are in place.

SPM 7.6: Racial and ethnic disparities in the number of people with successful placements from street outreach projects.

Racial/Ethnic Group Measure
Black or African American 1,265
Hispanic/Latin(o)(a)(x) 1,577
American Indian, Alaskan Native, or Indigenous
(AIAN)
97 Key Actions PM 1
Key Action Funding
Source(s) the
region intends
to use to
achieve the
action
Funding
Type
Lead
Entity
Collaborati
ng
Entity/ies
Target
Date for
Completio
n
Success
Measurement
Method

1. Track
demographic
data by race
and ethnicity of
Encampment
Resolution
efforts including
permanent
housing
HUD CoC,
State
Encampment
Resolution
Funds, County
Measure H,
County General
Fund, Federal
and State ESG,
Federal,
State, Local
LAHSA LA County
CEO-HI
(Funder/Col
laborator),
City of LA,
Community
Providers
6/30/2029 Measure
baseline of
encampment
resolution
efforts by race
and ethnicity
demographic,
including
permanent
placements City of LA
General Fund
housing
placements,
and then
compare
(LAHSA)

2. Increase
successful exits
to emergency
shelter, safe
haven,
transitional
housing, or
permanent
housing
destinations for
Black or African
Americans in
the City of
Glendale CoC
by
standardizing
our Coordinated
Entry alongside
community
engagement
and advocacy
HHAP 1-5,
County
Measure H,
CoC, ESG, and
Local Measure
S
Local,
State,
Federal
City of
Glendale
CoC
Home
Again LA,
Ascencia,
Glendale
Police
Department
, Outreach
CORE
9/30/2027 Review
regularly
scheduled
reports to track
progress,
supplemented
by ongoing
monitoring of
partnership
numbers.

3. Review the
City of LA’s
homeless
services
procurement
process to
ensure that
service
providers who
have expertise
in applying
racial equity to
homeless
services
provision are
prioritized.

HHAP 1-5, ERF State City of LA LAHSA 6/30/2028 Implement and evaluate to
gauge service
provider staff’s
readiness and
training in
regard to
providing
culturally
sensitive
services.

4. Increase
successful exits
from Street
Outreach to
permanent
housing
destinations in
the City of
County
Measure H,
HHAP 3 & 5,
Emergency
Solutions Grant
Local,
Federal
City of
Pasadena
CoC
Local Non-
profit
Service
Providers
(Union
Station
Homeless
Services,
6/30/2028 Compare
successful exits
by racial and
ethnic group
before and after
strengthening of
housing
navigation
Pasadena CoC
for Black or
African
Americans by
strengthening
navigation
supports which
may include in-
person
advocacy
for participants
when they apply
for housing,
transportation
assistance for
apartment
viewings,
financial literacy
support
(including credit
repair and
flexible funding
to address
individual
needs),
assistance
reviewing lease
agreements,
and assistance
in practicing
responses to
common
questions from
landlords.

Friends In
Deed);
Pasadena
Public
Health
Department
s,
Pasadena
Outreach
Response
Team
services.

Equity Improvement Plan
Steps to Complete this Section:

1. Identify and describe the key actions the region will take to ensure racial and gender equity in:
o Service delivery;
o Housing placements;
o Housing retention; and
o Identify any changes to procurement or other means to affirm equitable access to housing and services for groups overrepresented among residents experiencing homelessness.

2. Identify if place-based encampment resolution is occurring in the region and if so, the CoC must describe and provide evidence of collaboration with the cities or counties providing encampment resolution services that addresses how people served through encampment resolution have or will be prioritized for permanent housing within the Coordinated Entry System.

Optional: upload any evidence the region would like to provide regarding collaboration and/or prioritization as it relates to question 2.

Guidance:

Of the four tables below, the first three must include at a minimum one key action to address racial equity and one key action to address gender equity. The fourth and final table must include at least one key action.

To add additional actions, click "Add an Action" at the bottom of the table.

Definitions:
 Key Actions may include a brief description of a strategic initiative or step identified to address or improve the inequity. This can be a policy, program, partnership, target metric, or any other approach which reflects an improvement and delivers positive impact. Provide a clear description of the action and its intended outcome.
 Lead Entity should include the name of the regional Eligible Applicant responsible for managing the key action.
 Collaborating Entity/ies may include a group, organization, or jurisdiction within your region working to address or improve the inequity. This can be another participating jurisdiction, a system partner, or any organization actively participating in the key action.

Key Actions the Region Will Take to Ensure Racial and Gender Equity in Service Delivery
Key Action Lead Entity Collaborating Entity/ies
Conduct a review of LA County policies and
practices to ensure that equity is prioritized and
embedded at every level of operations and in
the way the county does its work
LA County CEO - Homeless
Initiative (CEO-HI) and
Antiracism Diversity and
Inclusion (ARDI) Divisions
Other LA County
Departments
Conduct a high-level analysis of systemwide
performance outcomes to highlight key areas
for improvement and identify where the region
needs to strengthen services for groups
disproportionately impacted by homelessness
LA County CEO-HI and LA
County ARDI Divisions
Other County
Departments,
Coordinated Entry
System for LA City &
County CoC, City of
Glendale CoC, City of
Long Beach CoC, and
City of Pasadena CoC
Create a venue including LA County
department leads, decision-makers,
LA County CEO-HI and LA
County ARDI Divisions
Other LA County
Departments
stakeholders, and others to facilitate the
adoption of the Equity Framework across the
county, ensure alignment, increase
coordination, and encourage accountability
through convenings, trainings, and other
activities
Develop a series of public-facing dashboards
that include racially disaggregated data and
other community-centered tools to enhance
transparency and accountability, and keep
communities updated on the progress being
made on homelessness
LA County CEO-HI and LA
County ARDI Divisions
Other LA County
Departments, LAHSA
Prioritize existing resources and identify
additional funding as necessary to ensure
provider staff are trained on implicit bias,
structural and institutional racism, and cultural
competency
LA County CEO-HI and LA
County ARDI Divisions
Other LA County
Departments, LAHSA,
Service providers
Create equity goals for the homeless response
system
LA Homeless Services
Authority (LAHSA)
LA County CEO-HI and
LA County ARDI
Divisions and Other LA
County Departments
Ensure continued Black and American Indian
and Alaska Native (AIAN) representation in
lived experience boards
LAHSA LA City/County Native
American Indian
Commission, CES Policy
Council, Regional
Homeless Advisory
Council, Homeless
County Advisory Board,
Lived Experience
Advisory Board,
Homeless Youth Forum
of LA
Contract with equity consultant to create
System Equity Evaluation framework, including
goals and key policy/program changes to
advance equity
LAHSA LA County CEO-HI, LA
County (Department of
Mental Health (DMH), LA
County Department of
Health Services (DHS),
City of LA, Local Service
Providers
Increase participation of People with Lived-
Expertise on the Continuum of Care (CoC)
Board
City of Glendale CoC City of Glendale CoC
Board
Continue annual racial equity assessments to
identify potential disparities within the
homeless response system
City of Glendale CoC City of Glendale, CoC
Providers, CoC Board,
CoC Committee
Ensure all City of Long Beach CoC’s policies
and procedures are consulted with the Lived
Experience Advisory Board before enacting
City of Long Beach CoC City of Long Beach CoC
Lived Experience
Advisory Board
Encourage staff hiring that reflects client
demographics, including Spanish speakers, in
order to conduct effective and culturally
relevant outreach w/ Hispanic and Latino
communities
City of Pasadena CoC City of Pasadena
Incorporate gender into ongoing racial equity
assessments to identify potential gender
inequities
City of Pasadena CoC City of Pasadena
Use the California Racial Equity Action Lab
Technical Assistance (CA-REAL TA) to
implement racial equity strategies outlined in
City of Pasadena’s Homelessness Plan to
achieve parity in lease-up/retention rates for
Black participants & parity in access for
Hispanic/Latino participants
City of Pasadena CoC City of Pasadena,
Pasadena Unified
School District,
Pasadena Public Health
Department, Housing
Rights Center, Union
Station Homeless
Services, The Salvation
Army, Sycamores
Given persistent and growing
overrepresentation of Black and Latin/x
individuals and families experiencing
homelessness in City of LA, the City will work
in collaboration with LAHSA to examine current
data and identify service gaps and
opportunities by June 1, 2024
City of LA LAHSA
Key Actions the Region Will Take to Ensure Racial and Gender Equity in Housing Placements
Key Action Lead Entity Collaborating Entity/ies
Implement new assessment tools including
Housing Acuity Index for transfers from Rapid
Re-housing (RRH) to Permanent Supportive
Housing (PSH), and new Coordinated Entry
System (CES) assessment tool created by
CES Triage Tool Research and Refinement
(CESTTRR) project
LAHSA CESTTRR project, CoC
Board and Members
Continue to produce four quarterly reports
documenting the racial, ethnic and gender
demographics of street outreach clients who
successfully access interim housing programs
each quarter
LAHSA LA County CEO-HI, LA
County DHS, Street
Outreach Teams, CES
Lead Interim Housing
Providers
Implement a transparent and standardized
process that prioritizes individuals based on
City of Glendale CoC CES Lead, Home Again
LA, Ascencia, Armenian
need rather than demographic factors through
revised assessment tools
Relief Society Glendale
Youth Alliance Glendale,
Police Outreach YWCA,
Door of Hope, Salvation
Army
Ensure all CoC policies and procedures are
developed in consultation with the Lived
Experience Advisory Board before enacting
City of Long Beach CoC City of Long Beach CoC
Lived Experience
Advisory Board, CoC
Board and Members
Share space with system partners to improve
accessibility for people who face barriers to
access services, such as transportation or
language barriers
City of Pasadena CoC Pasadena Unified
School District Pasadena
City College, Local
Health Care Providers,
Local Victim Service
Providers
Create educational materials on tenant
protections for landlords and tenants; develop
a housing resource toolkit that supports case
managers; strengthen housing navigation
supports for Black people; and advocate for
“Fair Chance to Housing” protections to
ensure ongoing housing retention support
City of Pasadena CoC City of Pasadena,
Housing Rights Center
Incorporate gender into ongoing racial equity
assessments to identify potential gender
inequities
City of Pasadena CoC City of Pasadena
CoC staff are participating in a TA series led by
CA-REAL, which provides tailored assistance
to implement projects that reduce disparities.

The CoC is utilizing the CA-REAL TA to
implement the racial equity strategies outlined
in our Homelessness Plan to achieve parity in
lease-up/retention rates for Black participants &
parity in access for Hispanic/Latino participants
City of Pasadena CoC City of Pasadena,
Pasadena Unified
School District,
Pasadena Public Health
Department, Housing
Rights Center, Union
Station Homeless
Services, The Salvation
Army, Sycamores
Share data findings with service providers to
gain additional insights and to discuss gaps
and opportunities to advance racial equity
City of LA LAHSA and Service
Providers
Key Actions the Region Will Take to Ensure Racial and Gender Equity in Housing Retention
Key Action Lead Entity Collaborating Entity/ies
Develop and implement an action plan to
improve retention rates among Black tenants in
time-limited subsidy and permanent supportive
housing programs
LA County CEO-HI LAHSA, County
Departments, Service
Providers, Housing
Developers, People with
Lived Experience
Continue to track and publish quarterly data on
Black, Indigenous, People of Color (BIPOC)
tenant retention in permanent housing,
including the AIAN population
LAHSA CES Lead
On a quarterly basis, track transfers from RRH
to PSH programs to support housing retention
LAHSA LA County CEO-HI,
Service Providers
Housing Developers
Ensure provision of ongoing case management
and supportive services, as needed by
individuals and families that are successfully
housed, as part of City of Glendale’s
contracting process with homeless providers
City of Glendale CoC City of Glendale CoC
Providers, CoC Board,
City of Glendale
Review moving on and termination policies
annually to identify any potential inequities
City of Long Beach CoC CoC Funded Providers
Create educational materials on tenant
protections for landlords and tenants; develop
a housing resource toolkit that supports case
managers; strengthen housing navigation
supports for Black people; and advocate for
“Fair Chance to Housing” protections to
ensure ongoing housing retention support
City of Pasadena CoC Housing Rights Center
Incorporate gender into ongoing racial equity
assessments to identify potential gender
inequities
City of Pasadena CoC City of Pasadena
The CoC is utilizing the CA-REAL TA to
implement the racial equity strategies outlined
in our Homelessness Plan to achieve parity in
lease-up/retention rates for Black participants &
parity in access for Hispanic/Latino participants
City of Pasadena CoC City of Pasadena,
Pasadena Unified
School District,
Pasadena Public Health
Department, Housing
Rights Center, Union
Station Homeless
Services, The Salvation
Army, Sycamores
Collaboratively develop a plan to improve
services and address racial and gender
disparities in the homeless response system
City of LA LAHSA and Service
Providers
Key Actions the Region Will Take to Change Procurement or Other Means to Affirm Equitable Access to Housing and Services for Overrepresented Groups Among People Experiencing
Homelessness in the Region
Key Action Lead Entity Collaborating Entity/ies
Work within and across County departments to
implement recommendations from the Ad Hoc
Committee on Black People Experiencing
Homelessness, the American Indian/Alaska
Native Workgroup (AIANWG), and the
forthcoming Latinos Experiencing
Homelessness recommendations
LA County CEO-HI and LA
County ARDI Divisions
Ad Hoc Committee on
Black People with Lived
Experience, AIANWG,
Latinos Experiencing
Homelessness
Provide funding to the Chief Executive Office's
ARDI Unit to support the implementation of the
Black People Experiencing Homelessness
(BPEH) recommendations
LA County CEO-HI and LA
County ARDI Divisions
Other LA County
Departments, LAHSA
BPEH, City of LA,
People with Lived
Experience, All
Countywide Partners
Ensure the County has the staff, resources,
and support necessary to foster relationships
with tribal entities recognized by the State of
California Native American Heritage
Commission and native-serving agencies
LA County CEO-HI and LA
County ARDI Divisions
AIANWG, LA County
Departments
An equity-based allocation policy workgroup
will identify equity concepts and data
opportunities to create a policy that informs
how to incorporate equitable allocation and
procurement planning. Share with governing
body and the public
LAHSA Upcoming Equity-based
Allocation Policy
Workgroup
Continue to work on ways to disseminate
information about funding opportunities to
underserved and marginalized communities to
promote greater awareness and participation of
these communities in homeless services
funding opportunities. Examine the best ways
to develop funding preferences and scoring
criteria that reflect the need to identify and
cultivate capacity among organizations best
positioned to serve underserved communities
LA County CEO-HI and
LAHSA
Service Providers,
People with Lived
Experience, Faith Based
Partners
Continue to develop communications strategies
to better cultivate relationships with faith-
based institutions with roots in underserved
communities
LA County CEO-HI and
LAHSA
Faith Based Partners,
Service Providers,
People with Lived
Experience
Incorporate racial and gender equity as part of
procurement processes to ensure all proposals
from agencies will advance racial equity at
every level of programming. Agencies must
address disproportionality in access to
services, service provisions, and outcomes
City of Glendale CoC All potential sub-
recipients/providers
Include member of Lived Experience Advisory
Board in Request for Proposal (RFP) panels for
City of Pasadena CoC Lived Experience
the City Long Beach CoC Advisory Board
Establish an Equity Committee to guide the
CoC’s assessment and reform process
City of Pasadena CoC City of Pasadena
The City of LA has implemented a procurement
process that
gives additional consideration from bidders
who are certified minority
enterprises. In addition, proposals that
incorporate experience from
staff with lived experience are also given
additional consideration
City of LA LAHSA
Increase rehousing system contracts and
technical assistance to
AIAN-serving organizations
LA County CEO-HI LAHSA and Other LA
County Departments
Is place-based encampment resolution occuring within the region? Yes
The CoC must describe and provide evidence of collaboration with the cities or counties providing encampment resolution services that addresses how people served through encampment resolution have or will be prioritized for permanent housing within the Coordinated Entry System.

Narrative for place-based encampment resolution
Leveraging powers under the state of emergency on homelessness declared by the Board of Supervisors in January 2023, LA County has launched Pathway Home, a major expansion of its ongoing efforts to resolve encampments countywide, including recreational vehicles, in partnership with local jurisdictions and unincorporated communities. With Pathway Home, LA County hopes to reduce unsheltered homelessness in specific communities by helping people living on the streets come indoors, receive supportive services they need to achieve housing stability, and ultimately move into permanent housing.

Pathway Home draws on lessons from previous multi-jurisdictional encampment resolution efforts, such as Project Roomkey during the COVID-19 pandemic, and the City of LA’s Inside Safe Initiative.

LA County is mobilizing and coordinating an all-hands-on-deck approach that offers people a diverse suite of wraparound services to end their homelessness. Each operation will be different, reflecting the capacity and resources of various partners, as well as the unique needs and challenges of the people living in each encampment.

With Pathway Home, LA County will continue to work with LAHSA, local service providers, and other jurisdictional partners to expand, enhance, and expedite:
● The number of specialized outreach teams from the LA County Departments of Mental Health, Health Services, Public Health, and other agencies – as well as from our trusted partners and community organizations – to work intensively with people with a variety of physical and behavioral health needs. ● A diverse array of interim housing at non-congregate hotels and available shelters that people can move into immediately while being matched to rental subsidies, benefits, and other assistance to secure permanent housing. The County will also continue efforts to expand the number of permanent housing units, such as acquiring and refurbishing motels and hotels under Homekey. ● Supportive services that clients both want and need at interim and permanent housing sites, which can include physical and behavioral health care, substance use disorder treatment, and efforts to ensure they are receiving their entitled benefits for health care and subsidized housing.

Under Pathway Home, LA County is using local Measure H funding to increase the permanent housing pathways available to participants, helping them move from interim to permanent housing.

Examples of specific efforts from HHAP-5 jurisdictional providers include:
● The City of Long Beach has been part of the state Encampment Resolution Funding (ERF) Program through both rounds and is a recipient of HUD CoC Supplemental to Address Unsheltered and Rural Homelessness (Special NOFO) for unsheltered homelessness. They have targeted specific encampments, with their efforts a collaboration between the City of Long Beach, LA County, and the State since their encampments run through joint/border areas, such as the LA River, LA Metro, and other state properties. ● The City of LA conducts district by district encampment resolution, Through the CAO’s office, the City of LA has established a citywide approach that includes an outreach group that has developed effective, well- thought-out approach to vehicle/RV encampments. The City of LA has also collaborated with CalTrans to address encampments on state property located in the City of LA. ● Within the City of Pasadena CoC, the Pasadena Public Health Department’s PORT (Pasadena Outreach Response Team) staff and the CoC’s lead agency, Union Station Homeless Services, collaborate with CalTrans on resolution of encampments on freeway embankments. Encampment participants receive housing navigation services and are prioritized through existing Coordinated Entry System prioritization criteria.

Optional Upload: Evidence of Collaboration and/or Prioritization

Plan to Reduce the Number of People Experiencing
Homelessness Upon Exiting an Institutional Setting
Steps to Complete this Section:

1. Identify and describe the key actions each participating Eligible Applicant will take to reduce the number of people falling into homelessness as they exit institutional settings including:
o Jails
o Prisons
o Hospitals:
o Other Institutional Settings (such as foster care, behavioral health facilities, etc. as applicable in the region)
Guidance:

At a minimum, if an institutional setting is present in an Eligible Applicant's jurisdiction, the Eligible Applicant must identify their role.

To add additional actions, click "Add an Action" at the bottom of the table.

If an institution is not present in a jurisdiction, type N/A.

Definitions:
 Key Actions may include a brief description of a strategic initiative or step identified to address or improve the specific performance measure. This can be a policy, program, partnership, target measure, or any other approach which reflects an improvement and delivers positive impact.

Key Actions to Reduce the Number of People Experiencing Homelessness Upon Exiting a Jail
Key Action Lead Entity Collaborating Entity/ies
Fund jail in-reach and post-release
case management to individuals in
Los Angeles (LA) County jail facilities
who were homeless at the time of
incarceration or are at risk of
experiencing homelessness upon
release. Services are provided by
case managers from community-
based organizations and LA County
Department of Health Services (DHS)
Clinical Social Workers, and include
assessment, linkages to community
services, and continued case
management in the community after
release.

LA County DHS LA County Sheriff’s
Department (LASD), LA
County Department of
Military and Veteran
Affairs (MVA), LA County
Jails
Partner with County Public Defender,
LA City Attorney, and LAHSA to
strengthen Bridge Housing for those
exiting jails to increase the likelihood
individuals will not fall into
homelessness which, in turn, reduces
rates of recidivism.

LA County Public Defender (PD), LA
Homeless Services Authority
(LAHSA), LA City Attorney
LA County Jails, LA
County Probation
Department, Homeless
Service Providers
The LA County Public Defender’s
Criminal Record Clearing Project
provides legal services to help people
experiencing or at risk of
homelessness resolve outstanding
infractions and associated warrants,
which are often barriers to housing,
LA County Public Defender (PD) LA City Attorney’s Office employment, education, and legal
immigration.

Continue to support the County’s
Office of Diversion & Reentry (ODR),
which supports people exiting jail with
permanent housing, case
management & community-based
treatment, demonstrating success in
preventing homelessness.

LA County DHS - Office of Diversion
and Reentry (DHS-ODR)
Nonprofit Service
Providers
Reduce the number of people exiting
to homelessness from jail by
supporting dedicated interim housing
for people who are recently released
or will be released from jail within 60
days. These dedicated interim housing
beds provide a safe, low-barrier,
Housing First, housing-focused, and
supportive twenty-four (24) hour
temporary residents with the goal of
reducing homelessness and
recidivism.

LAHSA, LA County DHS LA County Public
Defender (PD), LA City
Attorney, LA County
Justice Care and
Opportunity (JCOD),
Project180, Non-
Contracted and
Contracted Agencies
that Work with the
Justice-Involved
Population
Utilize a program that offers legal-aid
services to those being released from
jail (and other parts of the criminal
legal system). The program can assist
participants to secure permanent
housing, employment, record clearing,
unlawful detainers, etc., to eliminate
barriers to housing.

LAHSA Inner City Law Center,
Neighborhood Legal
Services of LA County
To more effectively assist people at
risk of homelessness after release
from incarceration, the Continuum of
Care (CoC) will collaborate closely
with reentry and probation providers.

This collaborative effort will focus on
enhancing transition planning
procedures and ensuring seamless
connections to services.

City of Pasadena CoC Pasadena City
Attorney’s Office,
Flintridge Center
The City of LA’ Homeless
Engagement and Response Team
(HEART) program works directly with
the LA City Attorney’s and District
Attorney’s Offices to help individuals
experiencing homelessness resolve
eligible traffic and pedestrian
infractions and related warrants and
fines by engaging with relevant
services. HEART works with the
City of LA LA City Attorney’s Office,
LA County District
Attorney’s Office
County Homeless Court Program to
help individuals resolve minor criminal
infraction citations, such as having an
open container or unlicensed driving.

HEART aims to address the needs of
unhoused individuals through
restorative services (housing, mental
health, public assistance, job
development, substance abuse
rehabilitation, etc.) rather than
punishment. As a program under the
LA City Attorney’s Outreach and
Restorative Justice Division, HEART
is one of several programs seeking to
address the root causes of criminal
behavior and achieve incarceration
reduction.

The City of Long Beach Homeless
Court (Program) is a collaboration
between the City of Long Beach
Prosecutor’s Office, the Long Beach
Health Department, the Superior Court
of California (Court), local law
enforcement, and community-based
organizations, funded by LA County,
offering strengths-based, client-
centered supports and services for
homeless and housing- insecure
Program participants. The Program’s
focus is to delay or avoid criminal
prosecution proceedings for people
experiencing homelessness (PEH)
with resolvable outstanding
misdemeanor criminal warrants,
provided that the individuals make
progress towards attaining housing
solutions. For those who attain their
housing goals, charges may be
altogether dropped, depending on the
individual’s unique situation. This
Program will encourage PEH with a
criminal background to accept
services with a goal to transition to
permanent housing.

Outstanding warrants impede a
defendant’s eligibility to access social
services and find permanent housing
and employment. The Program helps
resolve legal barriers which are just
one of the many challenges PEH face
as they work toward self-sufficiency.

City of Long Beach CoC City of Long Beach
Prosecutor’s Office,
Superior Court of
California, County Board
of Supervisors, LA
County CEO-HI
The Program, a voluntary program for
participants, allows PEH to have
opportunities to have certain charges
dismissed, their fines and penalties
suspended, or their outstanding
warrants related to quality-of-life
offenses (charges not involving victims
or violence), which are often
associated with their homeless status,
recalled.

Homeless Court participants are
supported by the Homeless Services
Bureau, engaging clients and assisting
them with housing, employment,
public benefits assistance, substance
abuse treatment, mental health, and
record clearing and expungement
services.

The City of Long Beach has
implemented a Problem-
Solving/Family Reunification model,
called Homeward Bound, which
provides transportation services for
persons experiencing homelessness,
to reconnect with supportive family
outside of the City of Long Beach.

Funded by the Mayor’s Fund for the
Homeless, this has been a successful
program for households who are not
able to stabilize in the City Long
Beach without support from family or
friends. Homeward Bound participants
are frequently identified in
coordination and partnership with
Long Beach PD, who make referrals
to the Homeless Services Bureau,
who coordinate and facilitate
placements and referrals and manage
payments. Additional funds can also
be used to offer incentives to family
members to accept persons back into
their homes.

City of Long Beach CoC City of Long Beach
Police Department, City
of Long Beach Mayor’s
Office
Key Actions to Reduce the Number of People Experiencing Homelessness Upon Exiting a Prison
Key Action Lead Entity Collaborating Entity/ies
Continue to dedicate interim housing
for people who are recently released
or will be released from prison within
LAHSA Justice, Care, and
Opportunities
Department
60 days of a referral for beds. These
beds provide a safe, low-barrier,
Housing First, housing-focused, and
supportive twenty-four (24) hour
temporary residence to adults
experiencing homelessness who are
either exiting from prison or in custody
within the criminal legal system.
(JCOD)
Reduce the number of people exiting
prison to homelessness by
collaborating with organizations such
as Justice Care and Opportunity
(JCOD), Project180, Public Defenders
Office, and non-contracted and
contracted agencies that work in the
justice population and do in-reach to
ensure coordination and referrals to
beds for people who have exited to
institutions recently.

LAHSA LA County DHS-ODR,
LA County Sheriff's
Department (LASD), LA
County Probation
Department Justice Care
and Opportunity (JCOD),
Project180, Public
Defenders Office
Service Providers
Utilize a program that offers legal-aid
services to those being released from
jail (and other parts of the criminal
legal system). The program can assist
participants to secure permanent
housing, employment, record clearing,
unlawful detainers, etc., so as to
eliminate barriers to housing.

LAHSA Inner City Law Center
Partner with the Verdugo Jobs Center
to offer employment opportunities
under the Prison to Employment
Initiative to those exiting prisons to
increase the likelihood individuals will
not fall into homelessness which, in
turn, reduces rates of recidivism. The
Program provides workforce services,
such as skill training, work experience,
job search and case management to
applicants who are referred by
probation or parole officers.

City of Glendale CoC Verdugo Jobs Center,
LA County, California
Workforce Development
Board
Strengthen the connection between
existing prevention services and
reentry and probation providers.

Ensuring effective reintegration into
the community is paramount for
people leaving the criminal justice
system. To more effectively assist
people at risk of homelessness after
release from incarceration, the CoC
will collaborate closely with reentry
City of Pasadena CoC Pasadena City
Attorney’s Office,
Flintridge Center
and probation providers. This
collaborative effort will focus on
enhancing transition planning
procedures and ensuring seamless
connections to services.

Funded through the California
Department of Transportation, the City
of LA’s New Roads to Second
Chances program provides formerly
incarcerated Angelenos with training,
support, and jobs maintaining and
cleaning this City’s roads. To date,
New Roads has served more than
1,200 individuals on probation or
parole with the resources necessary to
support their successful re-entry
following incarceration. In addition to
job training and employment,
participants receive wraparound,
comprehensive supportive services
necessary to successfully navigate the
challenges of reentry, most notably
securing housing and employment to
achieve financial stability.

City of LA New Roads to Second,
Chances Program,
Probation
Project imPACT – Project imPACT
assists formerly incarcerated
individuals with employment services
reinforced with behavioral health,
legal, peer-based supports, and
housing support services. The
program is focused on helping
eliminate barriers to employment for
people on parole or probation, with the
related goal of helping people find and
maintain long-term housing stability.

City of LA Probation
With support of HHAP-3 funds, the
City of Long Beach will further expand
implementation of re-entry supports as
part of City goals to provide upstream
services for families and youth and in
reducing the disproportionality of
negative outcomes for the Black,
Indigenous, People of Color (BIPOC)
community, who are overrepresented
in the City of Long Beach Point in
Time Count. The City of Long Beach
is aware of the disparities the BIPOC
population experiences when
becoming homeless for the first time
and working with upstream systems,
City of Long Beach CoC LA County Sheriff, LA
County Department of
Public Health (DPH), LA
County DMH, LA County
Probation Department
such as Parole and Probation, to
effectively target homeless prevention
and interventions, the City of Long
Beach will have the capability to
minimize inequities and reduce the
number of persons exiting prison into
homelessness.

City of Long Beach Homeless
Services has staffed Re-Entry
personnel and established an MOU
with Long Beach Police Department
(LBPD) to identify persons exiting
prisons and provide services
necessary to support those persons
with obtaining and maintaining safe
and stable housing. The City of Long
Beach’s Reentry Coordinator provides
mental health, behavioral health, and
referrals to case management
services for persons experiencing
homelessness who are exiting, or who
have exited, criminal justice
institutions. The Reentry Coordinator
participants in collaborative efforts
with various interdepartmental and
non-profit partners within the realm of
reentry service navigation.

The Reentry Coordinator works
closely with the LBPD Jail Division
staff, LA County Sheriff, and
Departments of Public Health, Mental
Health, and Probation, to provide
ongoing support and resources for
priority inmates pending discharge to
the City of Long Beach, with special
emphasis in identifying and supporting
persons experiencing homelessness
(PEH).

The collaboration among the
Homeless Services Bureau’s Reentry
Coordinator and service providers
throughout the City of Long Beach and
County works to eliminate
fragmentation, duplication, and/or
gaps in service linkages and care. The
Re-Entry team works to reduce
recidivism of dually impacted
individuals experiencing
homelessness in the City of Long
Beach, through the provision of mental
health; linkages to services; provision
of case coordination across diverse
governmental and social service
providers to ensure wraparound
services to clients. City of Long Beach
Re-Entry services further seek to
prevent generational patterns of
incarceration and trauma by
identifying associated family
members, particularly children, who
may benefit from mental health or
other social services and offer those
linkages as appropriate.

Key Actions to Reduce the Number of People Experiencing Homelessness Upon Exiting a Hospital
Key Action Lead Entity Collaborating Entity/ies
Support Bridge Housing for those
exiting health care institutions,
including partnering with Department
of Mental Health (DMH) to integrate
Bridge Housing into the local HMIS for
all of the partner CoCs.

LA County DHS and DMH LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Health Care Institutions,
Service Providers
Continue to partner with local
Managed Care Plans (MCPs) to
increase the number of referrals to
Enhanced Care Management (ECM)
and Community Supports (CS) for
Medi-Cal members exiting hospitals,
especially the post-hospitalization
short-term housing Community
Support, intended for people
discharged from hospitals.

LA County DHS LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Health Care Institutions,
Service Providers
Continue to expand problem solving
(diversion) services to those exiting
hospitals.

LAHSA Local hospitals
Secure additional funding to hire
additional hospital liaisons in order to
improve the current discharge
planning process between the CoC, its
providers and the local hospitals. Gain
access to countywide resources to
strengthen partnerships between LA
County DMH/LA County DHS and
local hospitals for ongoing support
City of Glendale CoC Glendale Memorial,
Glendale Adventist
LA County DHS, LA
County DMH, LA
Care/Health Net,
Ascencia
upon discharge. Increase
access/partnership opportunities with
managed care plans to develop local
recuperative care programs.

The CoC will work to support hospitals
(i.e. Huntington Hospital) in improving
their discharge planning processes.

This includes working with hospital
staff to evaluate patients’ desires for
placement prior to discharge and
assisting them in making appropriate
arrangements for post-hospital care.

By collaborating with hospitals, the
CoC can better serve people at risk of
homelessness and ensure that they
receive the support they need to
maintain stable housing.

City of Pasadena CoC Huntington Hospital
Continue to fund nursing staff to assist
hospital discharge planners connect
with the proper system resources,
including recuperative care, enhanced
residential care, and substance use
disorder treatment centers. Long
Beach Homeless Bureau, as part of
the City of Long Beach’s Restorative
Engagement to Achieve Collective
Health (REACH) team multi-
disciplinary teams, which are staffed
with Registered Nurses. As part of this
team’s scope of work, the REACH
Team RNs provide assistance with
addressing emergent needs of
persons experiencing unsheltered
homelessness, while also conducting
in-reach to hospitals and in-patient
treatment settings. This includes
working with hospital staff to evaluate
patients’ desires for placement prior to
discharge and assisting them in
making appropriate arrangements for
post-hospital care. By collaborating
with hospitals, the CoC can better
serve people at risk of homelessness
and ensure that they receive the
support they need to maintain stable
housing.

City of Long Beach CoC LBPD, Long Beach Fire
Department, Long Beach
Memorial Hospital
Continue to support the Transitions of
Care program to avoid unnecessary
hospital readmission and support
people experiencing homelessness
LA County DHS LA County DMH, LA
County CEO-HI, LAHSA,
City of LA, City of
Pasadena CoC, City of
who are exiting hospitals with housing
stabilization.

Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Health Care Institutions,
Service Providers
Continue to provide services through
the Enriched Residential Care
program, which partners with hospitals
to support people experiencing
homelessness who need placement in
Adult Residential Care Facilities
(ARCF) and Residential Care
Facilities for the Elderly (RCFE).

LA County DHS LA County DMH, LA
County CEO-HI, LAHSA,
City of LA, City of
Pasadena CoC, City of
Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Health Care Institutions,
Service Providers
Continue to expand Assisted Living
Waivers at ARCFs and RCFEs to
increase capacity for this housing
option available for people
experiencing homelessness upon
exiting hospitals.

LA County DHS LA County DMH, LA
County CEO-HI, LAHSA,
City of LA, City of
Pasadena CoC, City of
Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Health Care Institutions,
Service Providers
Key Actions to Reduce the Number of People Experiencing Homelessness Upon Exiting Other Institutional Settings (such as foster care, behavioral health facilities, etc. as applicable in the region)
Institutional
Setting
Key Action Lead Entity Collaborating Entity/ies
Behavioral
Health
Support Bridge Housing for
those exiting behavioral
health institutions
LA County Department of
Mental Health (DMH)
Behavioral Health Care
Providers, Service
Providers
Child Welfare Help families obtain housing,
through programs such as
Bringing Families Home, the
Family Reunification Housing
Subsidy, and the Prevention
and Aftercare Program.

LA County Department of
Children and Family Services
(DCFS)
LA County CEO-HI, LA
County Development
Authority, Penny Lane
Centers, The Help
Group, SPIRITT Family
Services, and Other
Providers
Child Welfare Partner closely with the
Department of Children and
Family Services (DCFS) to
LAHSA LA County Department
of Children and Family
support families and youth
exiting DCFS programs to
housed settings through
strategic partnership of
problem solving, funded staff
charged with coordinating
referrals and services, and
specially designated housing
resources for these
populations.

Services (DCFS)
Child Welfare Targeted Transitional
Housing for Transition Age
Youth – Youth transitioning
out of the child welfare
system are at high risk for
homelessness. To address
the housing needs of this
population, the City of LA has
utilized HHAP program
funding to increase the
number of beds available to
Transition-Aged Youth (TAY)
through the City of LA’s
Project- Based Transitional
Housing program.

City of LA LA County DCFS
Child Welfare Collaborate with the County,
LAHSA, and a network of
providers to implement the
Youth Homelessness System
Improvement (YHSI) Grant
and establish a Youth
Leadership Team to support
County, LAHSA, City of Long
Beach, and other partners
with cross system leadership,
planning, partnerships, and
policymaking to support
improved coordination with
the foster care system and
improve discharge planning.

The YHSI Leadership Team
will help prevent
homelessness among youth
transitioning out of the foster
care system by supporting
the City of Long Beach CoC
and its partners to develop
collaborative relationships
with foster care providers to
ensure youth transitioning out
City of Long Beach Homeless
Services
LA County CEO-HI,
LAHSA, LA County
DCFS, LA County DMH,
Shelter Partnership,
Housing Justice
Collaborative, LA LGBT
Center
of the foster care system
have access to safe, stable,
and
affordable housing.

The CoC will also work to
identify resources such as
U.S Department of Housing &
Urban Development (HUD)
vouchers for foster youth and
family reunification funds to
ensure targeted services are
available for emancipated
youth.

Child Welfare Targeted Interim Housing for
Transition Age Youth – Youth
transitioning out of the child
welfare system are at high
risk for homelessness. To
address the housing needs of
this population, the City of
Long Beach is utilizing HHAP
program resources to fund
the capital, operations, and
services of the City of Long
Beach’s new 12-unit
Navigation Center, which will
serve as the City’s first
interim housing project for
Transition Age Youth.

City of Long Beach April Parker Foundation

Plan to Utilize Local, State, and Federal Funds to End
Homelessness
Steps to Complete this Section:

1. The plan must include the total amount of available funding, the amount prioritized for permanent housing solutions, and an explanation of how each participating applicant is utilizing local, state, and federal funding programs to end homelessness. These programs must include, but are not limited to:
o The Homekey Program,
o The No Place Like Home Program
o The Multifamily Housing Program
o The Housing for a Healthy California Program
o The Homeless Housing, Assistance, and Prevention Program o Building Homes and Jobs Act
o The California Emergency Solutions Grants Program
o The National Housing Trust Fund established pursuant to the Housing and Economic Recovery Act of 2008
o HOME Investment Partnerships Act
o Parolee or probation programs that are intended to prevent homelessness upon release.

Guidance:

All of the above programs must be included and fully explained in the table. Where the region has multiple awards for the same program that are administered by different entities, those may be listed on separate lines. For example, in a region with one county and one CoC who receive their HHAP awards separately, each Eligible Applicant may enter their HHAP awards in separate lines. Simply click "Add Funding Program, then select the program from the drop down list.

If one of the ten required programs is not present in a region, type N/A under Local Fund Administrator.

In addition to the listed programs, participating Eligible Applicants should add any other funds and programs that are being utilized to address and end homelessness in the region. Simply click "Add Funding Program" then select the blank field and you may type in the name of the funding program.

To add additional funding programs, click "Add Funding Program" at the bottom of the table.

Definitions:

1. Local Fund Administrator: The entity responsible for administering the given funding source.

2. Description of How Funds are/will be Utilized to End Homelessness in the Region: Comprehensive summary of how the funding program will be utilized in the region.

Applicants should highlight whether, how, and to what extent the funds are being used for permanent housing.

3. Funding Amount: Amount of known dollars secured or available to spend within the HHAP-5 grant timeframe (FY 23-24 through FY 27-28)

4. Timeframe of Use: The date range the local fund administrator anticipates expending the identified program funds.

Funding Landscape
Funding Program Fundin
g Type
Local
Fund
Admini
strator
Description of How
Funds are/will be
Utilized to End
Homelessness in the
Region
Funding
Amount
Amount
Prioritized
for
permanent
Housing
Solutions
Timeframe
of Use
The Homekey State City of
Los
State funds utilized for
interim and permanent
$98,679,31 $40,032,31 11/1/2023 -
Program Angele
s (LA)
Housin
g
Depart
ment
housing units for people
experiencing
homelessness or at risk
of homelessness

9.00 9.00 6/30/2026
The Homekey
Program
State City of
Long
Beach
State funds utilized for
interim and permanent
housing units for people
experiencing
homelessness or at risk
of homelessness
$3,032,253.
00 $0.00 07/01/2023
-
06/30/2026
The Homekey
Program
State LA
County
State funds utilized for
interim and permanent
housing units for people
experiencing
homelessness or at risk
of homelessness
$376,246,2

00.00 $298,355,8

26.00 12/15/2020
-
06/30/2026
The No Place Like
Home Program
State LA
County
Develo
pment
Authori
ty as
an
agent
of the
County
Capital funding for
multifamily affordable
housing. NPLH funds
units that house
individuals living with a
mental illness who are
homeless or at risk of
homelessness.
$84,254,90

0.00 $84,254,90

0.00 Funds have
to be
committed
by June
2024.

The Multifamily
Housing Program
State N/A Although the County
does not administer
these funds, MHP funds
are often leveraged by
developers awarded LA
County Development
Authority (LACDA)
NOFA funding.

N/A
The Housing for a
Healthy California
Program
State N/A Although the County
does not administer
these funds, HHC funds
are often leveraged by
developers awarded
LACDA NOFA funding.

N/A
The Homeless
Housing,
Assistance, and
Prevention Program
State LA
County
LA County is utilizing
available HHAP Rounds
1, 3, 4, and 5 (i.e., HHAP
not yet expended) to
support permanent
$34,100,00

0.00 $12,125,21

1.00 Through
6/2028
supportive housing,
interim housing
operations, outreach,
and transitional housing
for youth.

Note: Total funding for
HHAPs 1-4 Remaining
Funding as of February
2024 is $34,140, 256.

Amount prioritized for
Permanent Housing (PH)
solutions in HHAPs 1-4
remaining funding as of
February 2024 is
$12,125,211.

The funding amount
does not include HHAP 5
as it has not yet been
awarded.

The Homeless
Housing,
Assistance, and
Prevention Program
State LAHSA LAHSA is utilizing
available HHAP Rounds
1, 2, 3, 4, and 5 (i.e.,
HHAP not yet expended)
to support administrative
costs; time limited
subsidies and housing
navigation for permanent
housing (rapid re-
housing) through rental
assistance/security
deposits and case
management;
emergency shelter (crisis
housing); prevention;
and outreach and
engagement (street
outreach/mobile
showers); support for the
Homeless Management
Information System; and
support for Coordinated
Entry System (housing
location/landlord
engagement).

Note: Total funding for
HHAPs 1-4 Remaining
Funding as of December
2023 is $114,492,025.

Amount prioritized for
$114,492,0

25.00 $72,690,71

0.00 Through
6/2028
Permanent Housing (PH)
solutions in HHAPs 1-4
remaining funding as of
December 2023 is
$72,690,710.

The funding amount
does not include HHAP 5
as it has not yet been
awarded.

The Homeless
Housing,
Assistance, and
Prevention Program
State City of
Pasad
ena
CoC
City of Pasadena is
utilizing available HHAP
Rounds 1, 3, 4, and 5
(i.e., HHAP not yet
expended) to support
street outreach and
coordination; prevention
and diversion; new
Navigation Centers and
emergency shelters,
rapid re-housing;
services coordination;
systems support; interim
sheltering; administrative
costs.

Note: Total funding for
HHAPs 1-4 Remaining
Funding as of December
2023 is $1,635,535.04.

Amount prioritized for
Permanent Housing (PH)
solutions in HHAPs 1-4
remaining funding as of
December 2023 is
$506,720.43.

The funding amount
does not include HHAP 5
as it has not yet been
awarded.
$1,635,535.
04 $506,720.4
3 Through
6/2028
The Homeless
Housing,
Assistance, and
Prevention Program
State City of
LA
City of LA is utilizing
available HHAP Rounds
1, 3, 4, and 5 (i.e., HHAP
not yet expended) to
support. HHAP funds
are used for the
operating costs of the
City of LA’s various
interim housing
interventions, including
$251,938,9

11.30 $46,857,47

5.00 Through
6/2028
the A Bridge Home
Program (ABH), City of
LA COVID-19
Homelessness Roadmap
(Roadmap) interventions
and ongoing hygiene,
outreach, prevention,
supportive services and
administrative costs.

Note: Total funding for
HHAPs 1-4 Remaining
Funding as of December
2023 is
$251,938,911.30.

Amount prioritized for
Permanent Housing (PH)
solutions in HHAPs 1-4
remaining funding as of
December 2023 is
$46,857,475.00.

The funding amount
does not include HHAP 5
as it has not yet been
awarded.

The Homeless
Housing,
Assistance, and
Prevention Program
State City of
Long
Beach
CoC
The City of Long Beach
CoC is utilizing available
HHAP Rounds 1, 3, 4,
and 5 (i.e., HHAP not yet
expended) to support
rapid re-housing, delivery
of permanent housing
and innovative solutions
(Intensive Case
Management services),
new navigation center,
prevention and shelter
diversion (prevention and
safe parking), operating
subsidies (Homekey,
motel voucher program,
and youth shelter),
outreach and
coordination, systems
support (employment
program), services
coordination (re-entry
services) activities, HMIS
and administrative costs.

Note: Total funding for
$24,034,20

0.28 $6,425,316.
00 Through
6/2028
HHAPs 1-4 Remaining
Funding as of December
2023 is $24,034,200.28.

Amount prioritized for
Permanent Housing (PH)
solutions in HHAPs 1-4
remaining funding as of
December 2023 is
$6,425,316.00.

The funding amount
does not include HHAP 5
as it has not yet been
awarded.

The Homeless
Housing,
Assistance, and
Prevention Program
State City of
Glenda
le CoC
City of Glendale CoC
has received 4 rounds of
HHAP funds, has
implemented the
following programs: rapid
re-housing, homeless
prevention, operating
subsidies, outreach and
coordination including
housing navigation and
used HHAP for
administrative costs.

Note: Total funding for
HHAPs 1-4 Remaining
Funding as of December
2023 is $862,784.79.

Amount prioritized for
Permanent Housing (PH)
solutions in HHAPs 1-4
remaining funding as of
December 2023 is
$574,421.53.

The funding amount
does not include HHAP 5
as it has not yet been
awarded.
$862,784.7
9 $574,421.5
3 Through
6/2028
Continuum of Care
Program (CoC)
Federa
l
City of
Glenda
le CoC
The CoC Program is
intended to promote
strategic, community-
wide coordination of
resources toward the
goal of ending
homelessness. Funding
will be utilized for
existing rapid re-housing,
$2,930,721.
00 $2,709,077.
00 FY 2024-
2025
permanent supportive
housing, rental
assistance programs,
HMIS administration and
CoC Planning.

Continuum of Care
Program (CoC)
Federa
l
City of
Long
Beach
CoC
The CoC Program is
intended to promote
strategic, community-
wide coordination of
resources toward the
goal of ending
homelessness. Funding
will be utilized for
existing rapid re-housing,
permanent supportive
housing, rental
assistance programs,
Homeless Management
Information System
(HMIS) administration
and CoC Planning.
$10,250,81

5.00 $6,416,775.
00 FY 2024-
2025
Continuum of Care
Program (CoC)
Federa
l
City of
Pasad
ena
CoC
The CoC Program is
intended to promote
strategic, community-
wide coordination of
resources toward the
goal of ending
homelessness. Funding
will be utilized for rapid
re-housing, permanent
supportive housing,
Coordinated Entry, HMIS
administration and CoC
Planning.
$5,197,008.
00 $4,721,360.
00 FY 2024-
2025
Continuum of Care
Program (CoC)
Federa
l
LAHSA The CoC Program is
intended to promote
strategic, community-
wide coordination of
resources toward the
goal of ending
homelessness. Funding
will be utilized for rapid
re-housing, permanent
supportive housing,
Coordinated Entry, HMIS
administration and CoC
Planning.
$44,017,46

3.00 $29,410,72

9.00 FY 2024-
2025
Continuum of Care
Program (CoC)
Federa
l
LA
County
HUD’s CoC Program
grants to LACDA are
$36,865,18

8.00 $36,865,18

8.00 FY 2024-
2025
Develo
pment
Authori
ty
used for Permanent
Supportive Housing (rent
subsidies)
Continuum of Care
Program (CoC)
Federa
l
Housin
g
Authori
ty City
of LA
(HACL
A)
HUD’s CoC Program
grants to HACLA are
used for Permanent
Supportive Housing (rent
subsidies)
$67,358,93

1.00 $67,358,93

1.00 FY 2024-
2025
Continuum of Care
Program (CoC)
Special NOFO
Unsheltered
Homeless
Assistance
Federa
l
LAHSA HUD’s Special CoC
NOFO Unsheltered
Homeless Assistance
award to LA will be used
for a comprehensive
approach to transitioning
people from unsheltered
settings and interim
housing to permanent
housing, including
investments in homeless
outreach, short- and
long-term rental
assistance, case
management, and
housing navigation.

There are three direct
recipients of this award
(i.e., LAHSA, HACLA,
and LACDA). LAHSA
directly receives
$33,056,244 of the total
award.
$60,000,00

0.00 $46,412,00

0.00 Through
9/30/26
(3-year
term)
Building Homes and
Jobs Act
State LA
County
Develo
pment
Authori
ty as
an
agent
of LA
County
The Building Homes and
Jobs Act (SB 2, 2017)
funded the Permanent
Local Housing Allocation
(PLHA) formula
allocations provides
funding to help cities and
counties implement
plans to increase the
affordable housing stock.

Examples of eligible
activities under this
Program include the
development,
acquisition, rehabilitation,
and preservation of
$56,471,48

5.00 $56,471,48

5.00 Through
6/30/2030
multifamily rental and
owner-occupied housing,
and eligible activities
under rental assistance
to people who are
homeless or at-risk of
homelessness.

Building Homes and
Jobs Act
State City of
Long
Beach
Permanent Local
Housing Allocation
funding received from
California Department of
Housing and Community
Development (HCD) for
affordable rental housing
development for low-
income renters
$5,078,616.
00 $4,824,685.
00 Through
6/30/2030Building Homes and
Jobs Act
State City of
LA
Permanent Local
Housing Allocation
funding received from
HCD for affordable rental
housing development for
low-income renters
$3,800,000.
00 $3,800,000.
00 Through
6/30/2035
Building Homes and
Jobs Act
State City of
Glenda
le
Permanent Local
Housing Allocation
funding received from
HCD for affordable rental
housing development for
low-income renters
$95,000.00 $95,000.00 Through
6/30/2024
Building Homes and
Jobs Act
State City of
Pasad
ena
CoC
Permanent Local
Housing Allocation
funding received from
HCD for affordable rental
housing development for
low-income renters. City
of Pasadena CoC uses it
for permanent supportive
housing, operative
reserves, short term
rental assistance, and
safe parking.
$280,821.0
0 $280,821.0
0 Through
6/30/2024
The California
Emergency
Solutions Grants
Program
Federa
l
LA
County
Develo
pment
Authori
ty as
an
agent
The ESG program
provides funding to
engage homeless
individuals; improve the
number and quality of
emergency shelters for
homeless individuals and
families; help operate
$2,958,288.
00 $1,524,433.
00 FY 2024-
2025
of LA
County
shelters; provide
essential services to
shelter residents, rapidly
rehouse homeless
individuals and families,
and prevent
families/individuals from
becoming homeless.

The California
Emergency
Solutions Grants
Program
Federa
l
City of
LA
Housin
g
Depart
ment
(LAHD)
The ESG program
provides funding to
engage homeless
individuals; improve the
number and quality of
emergency shelters for
homeless individuals and
families; help operate
shelters; provide
essential services to
shelter residents, rapidly
rehouse homeless
individuals and families,
and prevent
families/individuals from
becoming homeless.
$7,819,386.
00 $2,329,804.
00 7/1/2022 -
6/30/2024
The California
Emergency
Solutions Grants
Program
State City of
Glenda
le
The ESG program
provides funding to
engage homeless
individuals; improve the
number and quality of
emergency shelters for
homeless individuals and
families; help operate
shelters; provide
essential services to
shelter residents, rapidly
rehouse homeless
individuals and families,
and prevent
families/individuals from
becoming homeless.
$150,000.0
0 $0.00 FY 2024-
2025
The California
Emergency
Solutions Grants
Program
State City of
Long
Beach
The ESG program
provides funding to
engage homeless
individuals; improve the
number and quality of
emergency shelters for
homeless individuals and
families; help operate
shelters; provide
essential services to
$678,581.0
0 $272,258.0
0 7/1/2024 -
9/30/2025
shelter residents, rapidly
rehouse homeless
individuals and families,
and prevent
families/individuals from
becoming homeless.

The California
Emergency
Solutions Grants
Program
State City of
Pasad
ena
CoC
The ESG program
provides funding to
engage homeless
individuals; improve the
number and quality of
emergency shelters for
homeless individuals and
families; help operate
shelters; provide
essential services to
shelter residents, rapidly
rehouse homeless
individuals and families,
and prevent
families/individuals from
becoming homeless.
$187,132.0
0 $57,330.00 FY 2024-
2025
The California
Emergency
Solutions Grants
Program - California
2019
State City of
Pasad
ena
CoC
California Grant 2019 for
Systems Support
$213,675.9
8 $0.00 Through
3/11/2025
The National
Housing Trust Fund
established pursuant
to the Housing and
Economic Recovery
Act of 2008
Federa
l
N/A Although LA County
does not administer
these funds, NHTF funds
are often leveraged by
developers awarded LA
County Development
Authority NOFA funding.

N/A
HOME Investment
Partnerships Act
Federa
l
City of
LA
Housin
g
Depart
ment
This funding was used to
support the Affordable
Housing Managed
Pipeline (AHMP). During
the 2022-2023 program
year, the City of LA
completed construction
on 273 federally-funded
multi-family units, of
which 122 units served
homeless households.

This is only a fraction of
the 1,908 total units
ready for occupancy
during 2022-23, 1,451 of
$38,443,73

6.00 $14,400,00

0.00 7/1/2023 -
6/30/2024
which served homeless
households – 1,635 of
these units were funded
without the use of federal
funds.

HOME Investment
Partnerships Act
Federa
l
LA
County
Develo
pment
Authori
ty as
an
agent
of LA
County
This funding is used to
support capital funding
for multifamily affordable
housing and grants and
forgivable loans for first
time homebuyers.
$9,690,600.
00 $9,690,600.
00 HOME
funds have
to be
committed
within 2
years and
expended
within 5
years.

HOME Investment
Partnerships Act
Federa
l
City of
Long
Beach
This funding is used for
building, buying, and/or
rehabilitating affordable
housing for rent or
homeownership or
providing direct rental
assistance to low-income
people. The City of Long
Beach allocates HOME
resources towards
acquisition, homebuyer
assistance, homeowner
rehabilitation, multifamily
rental new construction,
multifamily rental
rehabilitation, and new
construction for
ownership TBRA.
$5,711,830.
00 $5,711,830.
00 7/1/2024 -
9/30/2025
HOME Investment
Partnerships Act
Federa
l
City of
Pasad
ena
CoC
Tenant Based Rental
Assistance, conversion
and expansion of a
single-family residence
into a transitional
housing facility for 20
families.

Note: HOME-ARP is
$2,500,000 and HOME is
$800,000. Amount
prioritized for PH
solutions for HOME-ARP
is $2,500,000 and for
HOME is $300,000.
$3,300,000.
00 $2,800,000.
00 Through FY
2028
HOME - American Federa City of A one-time allocation of $8,675,333. $4,227,213. 7/1/2023 - Rescue Plan l Long
Beach
funding from HUD to
support the Long Beach
Recovery Act. HOME
ARP funds have been
allocated to support
programs and services
for persons experiencing,
or at-risk of
homelessness, within the
City of Long Beach.

Activities include
purchase and set up a
site for 50 modular, non-
congregate shelter units;
operate two mobile
outreach stations—
increased staffing
capacity of six outreach
workers, four case
managers, and partner
agency representatives;
and provision of
Intensive Case
Management Services to
support persons
matched to Emergency
Housing Vouchers and
Stability Vouchers.
00 00 9/30/2030
Measure J Care
First Community
Investment Funding
and LA Probation
Dept County
General Fund
Federa
l
LA
County
LA County offers local
rental subsidies for
scattered site and project
based permanent
supportive housing, as
well as enriched
residential care; interim
housing for youth
referred from probation
department; and interim
housing for participants
referred from Jail
Closure Implementation
Team partners.

Note: $82,600,000 is
Measure J Care First
Community Investment
funding and $3,880,000
is Probation Department
County General Fund.
$86,480,00

0.00 $64,000,00

0.00 Through
2028
Measure H Funding Local LA
County
Measure H is a LA
countywide quarter-cent
$728,173,0

00.00 $253,883,0

00.00 FY 2024-
2025;
sales tax in place from
2017 through 2027 which
generates revenue
dedicated to combating
homelessness. Funds
support the County and
partner efforts to
implement a
comprehensive service
delivery framework and
includes coordination,
prevention services,
outreach, interim and
permanent housing, and
stabilization services for
people experiencing or
at-risk of homelessness.

One primary goal is to
increase the supply of
permanent supportive
housing, where the most
vulnerable people
experiencing
homelessness can
receive intensive case
management services,
mental health services,
and substance use
disorder services.

Measure H supports
investments in
partnership with cities
and Councils of
Government to foster
local solutions to
increase the availability
of housing throughout all
regions of the county.

Note: $728,173,000
represents the total
amount of Measure H
funding available with
$253,883,000 prioritized
for PH solutions. This is
inclusive of allocations to
the following
administrative entities for
FY 2024-25: City of
Glendale CoC, LAHSA
City of Los Angeles, City
of Long Beach CoC and
City of Pasadena CoC.
6/30/2025
This amount is not
cumulative.

LA County General
Fund
Local LAHSA LA County General Fund
provides funding for
admin; emergency
shelter (crisis housing);
prevention; and outreach
and engagement (street
outreach); and support
for the Homeless
Management Information
System, Homeless
Count and Coordinated
Entry System.

Note: $11,199,479 is as
of February 2024.
$11,199,47

9.00 $0.00 FY 2024-
2025
LA City General
Fund
Local LAHSA City of LA General Fund
provides funding for
admin; time limited
subsidies and housing
navigation for permanent
housing (rapid re-
housing), through rental
assistance/security
deposits and case
management;
emergency shelter (crisis
housing/bridge
housing/transitional
housing); outreach and
engagement (street
outreach &
coordination/mobile
showers); and supports
the Homeless
Management Information
System, Homeless
Count and the
Coordinated Entry
System (capacity
building/regional
coordination).

Note: The $118,153,015
is an estimated amount.

The actual amount will
be determined by the
City of Los Angeles
budget process
$118,153,0

15.00 $2,587,201.
00 FY 2024-
2025
CalWORKS Housing
Support Program
(HSP) via California
Dept of Social
Services (CDSS)
State LA
County
LA County Department
of Public Social Services
(DPSS) in partnership
with LAHSA and
homeless services
providers utilize
CalWORKs HSP funds
to support prevention,
emergency shelter, time-
limited subsidies (rapid
re-housing), case
management, housing
navigation, rental
assistance/security
deposits, and support
services to families
connected to the
CalWORKs Program
who are experiencing
homelessness or at-risk
of homelessness.

Note: $110 million has
been allocated to LA
County and available as
of the start of FY 2023-

24. This amount
represents the total
amount of CalWORKs
Housing Support
Program (HSP) funding
available and includes
the funding allocated to
LAHSA. These numbers
are not cumulative.
$110,000,0

00.00 $73,200,00

0.00 6/30/2025
Encampment
Resolution Funds
(ERF) via California
Interagency Council
on Homelessness
(Cal ICH)
State LA
County
Competitive ERF grant
awards are used to
support the following:
direct Services and
housing options
(outreach &
engagement, crisis
services, interim
housing, permanent
housing); capacity
building (systems
partnerships, service
coordination, workforce
development);
sustainable outcomes
(activities to ensure
sustained outcomes for
$59,438,73

4.00 $16,655,44

6.00 6/30/2026
people served and
encampment remains
resolved after initial
interventions); and
administrative costs (up
to 5%).

Encampment
Resolution Funds
(ERF) via California
Interagency Council
on Homelessness
(Cal ICH)
State LAHSA Competitive ERF grant
awards are used to
support the following:
direct Services and
housing options
(outreach &
engagement, crisis
services, interim
housing, permanent
housing); capacity
building (systems
partnerships, service
coordination, workforce
development);
sustainable outcomes
(activities to ensure
sustained outcomes for
people served and
encampment remains
resolved after initial
interventions); and
administrative costs (up
to 5%).
$25,646,75

2.00 $13,579,40

2.00 FY 2022 -
2025
Encampment
Resolution Funds
(ERF) via California
Interagency Council
on Homelessness
(Cal ICH)
State City of
Long
Beach
CoC
Competitive ERF grant
awards are used to
support the following:
direct Services and
housing options
(outreach &
engagement, crisis
services, interim
housing, permanent
housing); capacity
building (systems
partnerships, service
coordination, workforce
development);
sustainable outcomes
(activities to ensure
sustained outcomes for
people served and
encampment remains
resolved after initial
interventions); and
administrative costs (up
$5,330,545.
00 $900,000.0
0 7/1/2024 -
3/31/2027
to 5%).

Encampment
Resolution Funds
(ERF) via California
Interagency Council
on Homelessness
(Cal ICH)
State City of
LA
Competitive ERF grant
awards are used to
support the following:
direct Services and
housing options
(outreach &
engagement, crisis
services, interim
housing, permanent
housing); capacity
building (systems
partnerships, service
coordination, workforce
development);
sustainable outcomes
(activities to ensure
sustained outcomes for
people served and
encampment remains
resolved after initial
interventions); and
administrative costs (up
to 5%).
$4,175,714.
75 $0.00 Through
6/30/2026
Encampment
Resolution Funds
(ERF) via California
Interagency Council
on Homelessness
(Cal ICH)
State City of
Pasad
ena
CoC
Competitive ERF grant
awards are used to
support the following:
direct Services and
housing options
(outreach &
engagement, crisis
services, interim
housing, permanent
housing); capacity
building (systems
partnerships, service
coordination, workforce
development);
sustainable outcomes
(activities to ensure
sustained outcomes for
people served and
encampment remains
resolved after initial
interventions); and
administrative costs (up
to 5%).
$2,029,962.
47 $60,000.00 Through
6/30/2026
Home Safe via
CDSS
State LA
County
LA County DPSS in
partnership with
Department of Health
$26,800,00

0.00 $25,200,00

0.00 The current
expenditure
deadline is
Services (DHS) and
LAHSA and homeless
services providers utilize
Home Safe funds to
support prevention, time-
limited subsidies, case
management, housing
navigation, rental
assistance/security
deposits, and support
services to adults
connected to the Adult
Protective Services
Program who are
experiencing
homelessness or at-risk
of homelessness.

Note: $26,800,000
represents the total
amount of Home Safe
funding available and
includes the funding
allocated to LAHSA.

These numbers are not
cumulative.

June 30,
2025
Bringing Families
Home via CDSS
State LA
County
LA County Department
of Children and Family
Services (DCFS) in
partnership with LACDA
and homeless services
providers utilize Bringing
Families Home funds to
support prevention, time-
limited subsidies, case
management, housing
navigation, rental
assistance/security
deposits, and support
services to families
connected to the County
Child Welfare System
who are experiencing
homelessness or at-risk
of homelessness.
$30,700,00

0.00 $30,700,00

0.00 Expenditur
e Deadline:
6/30/2025
Housing and
Disability Advocacy
Program (HDAP)
State LA
County
LA County DPSS in
partnership with LA
County DHS and
homeless services
providers utilize HDAP
funding to assist people
$30,000,00

0.00 $6,000,000.
00 The current
expenditure
deadline is
June 30,
2025
experiencing or at-risk of
homelessness who are
likely eligible for disability
benefits by providing
advocacy for disability
benefits as well as
housing supports
including but not limited
to: interim shelter
assistance, rental
assistance, housing
navigation, case
management, security
deposits, utility
payments, moving costs,
legal services, and credit
repair.

Mental Health
Services Act (MHS)
and Medi-Cal
Revenues
State LA
County
DMH
LA County DMH uses
MHSA funding to pay for
services, including Full-
Service Partnerships and
services that include
housing navigation and
ongoing support in
permanent supportive
housing, for people
experiencing or
transitioning from
homelessness, as well
as interim housing and
services in other
settings. Some MHSA-
funded services leverage
additional funding
through Medi-Cal
reimbursement.
$204,000,0

00.00 $25,000,00

0.00 Ongoing
Behavioral Health
Bridge Housing
(BHBH)
State LA
County
DMH
and
Depart
ment of
Public
Health
(DPH)
LA County has accepted
Behavioral Health Bridge
Housing allocations that
will be used by LA
County DMH and LA
County DPH to increase
bridge housing (interim
housing) beds and
services for people with
serious behavioral health
conditions experiencing
homelessness
$321,189,2

38.00 FY 2023-24
to FY 2026-
27 Community Care
Expansion (CCE)
State LA
County
CCE Preservation funds
can be used for
$97,549,14

4.00 $41,988,17

0.00 March 31,
2029
Preservation DMH operating subsidies and
capital projects in
existing licensed
residential care facilities
that serve prioritized
population (applicants or
recipients of
Supplemental Security
Income (SSI) or Cash
CAPI) including people
experiencing or at risk of
homelessness.

Occupancy in licensed
residential care is not
time-limited so it may be
a permanent housing
option.

Note: $41,988,170 is for
Operating Subsidy
Program (OSP) and
$55,560,974 is for capital
projects
Medi-Cal Managed
Care Plans: CalAIM
Community
Supports and
Enhanced Care
Management
State LA
County
DHS
Medi-Cal managed care
plans (MCPs) contract
with the LA County DHS
to fund a portion of the
costs associated with
multidisciplinary outreach
teams, housing
navigation and tenancy
sustaining services
(including Intensive Case
Management Services
(ICMS)), some personal
care services, and
recuperative care /
medical respite, as
authorized for
Enhanced Care
Management (ECM) and
Community Supports
(pursuant to CalAIM)
$50,000,00

0.00 $47,500,00

0.00 Ongoing
American Rescue
Plan Act (ARPA)
Fiscal Recovery
Fund
Federa
l
LA
County
Of the $539.7M LA
County committed
from its total federal
ARPA Fiscal Recovery
Funding (Tranche 2) for
Housing for People
Experiencing
Homelessness, $392M
$392,000,0

00.00 $360,500,0

00.00 12/31/2026
funding remains
available including
investments in Homekey
projects, conversion of
interim housing to
permanent housing,
rental subsidies and
Intensive Case
Management Services
(ICMS)/ tenancy support
for federal vouchers,
homelessness
prevention, and interim
housing
Rapid Access
Housing Project
Local LAHSA Funding provided by LA
County Public Defender
(MacArthur Grant)
provides funding for
emergency shelter
(bridge housing).
$115,000.0
0 $0.00 FY 2024-
2025
City of LA HHAP &
City Roadmap
(County Service
Commitment Funds)
Local LAHSA Funding provided by City
of LA provides ongoing
funding for admin; time
limited subsidies and
housing navigation for
permanent housing
(rapid re-housing),
through rental
assistance/security
deposits and case
management;
emergency shelter (crisis
housing/bridge
housing/safe parking);
outreach and
engagement (mobile
showers); and support
for housing
location/landlord
engagement; and
Coordinated Entry
System (regional
coordination).
$241,633,1

39.00 $14,870,93

9.00 FY 2024-
2025
County Safe Parking
MOU (Net County
Cost (NCC))
Local LAHSA Net County Costs
provide funding for Safe
Parking operations.

The amount listed is not
inclusive of all NCC
dollars given to LAHSA.
$1,100,000.
00 $0.00 FY 2022-
2025
That is reflected in the
other funding sources.

Hilton Foundation
(various grants)
Local LAHSA Hilton Foundation and
California Community
Foundation private
grants provide
supplemental funding for
admin, Homeless Count
activities, leadership &
sustainability
development and funding
for emergency shelter
(safe parking).
$1,419,000.
00 $0.00 FY 2021-
2026
LA County Housing
and Homelessness
Incentive Program
(HHIP)
State LA
County
LA County in partnership
with Medi-Cal managed
care plans (MCPs) have
committed Housing and
Homeless Incentive
Program (HHIP) funding
for unit acquisition and
activities of daily living
support. Unit acquisition
funding is being used to
help secure housing
units in the private rental
market to serve people
experiencing
homelessness who have
tenant-based rental
vouchers, by funding
security deposits,
vacancy loss, property
management fees,
maintenance, pest
control, and security.

Activities of Daily Living
(ADL) is being used to
increase access to, and
supports in, housing for
people experiencing
homelessness who need
daily, ongoing assistance
with ADLs or other care
and supervision to
remain stably housed.
$113,500,00 represents
the total amount of HHIP
funding available and
includes the funding
allocated to LAHSA.

These numbers are not
$113,500,0

00.00 $67,450,00

0.00 Total FY
2023-2024
through FY
2027-2028
cumulative.

Cal ICH Family
Homelessness
Challenge Grant
(FHC)
State City of
Pasad
ena
CoC
Homelessness
prevention programming:
rental arrears and rental
assistance
$322,105.5
0 $322,105.5
0 FY 2026
Local Inclusionary
Fund
Local City of
Pasad
ena
CoC
20-unit transitional
housing project for
unhoused persons and
families
$1,200,000.
00 $0.00 FY 2025
Local Housing Trust
(State)
State City of
Pasad
ena
CoC
100-unit senior housing
project with 49 units of
permanent supportive
housing.
$4,750,000.
00 $4,750,000.
00 FY 2028
Housing Successor State City of
Pasad
ena
CoC
20-unit transitional
housing project for
unhoused persons and
families
$200,000.0
0 $0.00 FY 2025
Total $
Available
to prevent
and end
homelessn
ess:
$4,026,555,
567.11
Total
Prioritized
for
Permanent
Housing
Solutions:
$1,911,348,
681.46

Plan to Connect People Experiencing Homelessness to All Eligible Benefit Programs
Steps to Complete this Section:

1. Explain how the region is connecting, or will connect, individuals to wrap-around services from all eligible federal, state, and local benefit programs, including, but not limited to, housing and homelessness services and supports that are integrated with the broader social services systems and supports. Benefit Programs include, but are not limited to:
o CalWORKs
o CalFresh
o Supplemental Security Income/State Supplemental Program (SSI/SSP) and disability benefits advocacy;
o In-home supportive services;
o Adult protective services;
o Child welfare;
o Child care; and
o Medi-Cal benefits through Managed Care Plans
Guidance:

All of the above benefit programs must be included and fully explained in the table. In addition to these benefit programs, participating eligible applicants should add other benefit programs that provide wrap- around services in the region.

To add additional benefit programs, click "Add Benefit Program" at the bottom of the table. If you select the blank field and you may type in the name of the benefit program.

Definitions:
 Connection Strategy/ies means methods and actions that support client access and/or enrollment in eligible benefit programs. This may be a method or action that supports connection between a benefit program and clients, between benefits programs, and/or between benefits programs and the homeless services system, so long as the method or action supports client access and/or enrollment in the eligible benefit program.  Lead Entity should include the name of the regional Eligible Applicant responsible for managing the benefit program.
 Collaborating Entity may include a group, organization, or jurisdiction within your region working to provide the benefit. This can be another participating jurisdiction, a system partner, or any organization actively participating in providing the benefit.

Benefit Programs
Benefit Program Connection
Strategy/ies
Lead Entity Collaborating Entity/ies
CalWORKs LA County’s (County)
Chief Executive Office-
Homeless Initiative
(CEO-HI) will continue to
work closely with the
County Department of
Public Social Services
(DPSS) to ensure the
region’s people
experiencing
homelessness (PEH)
have access to
mainstream benefits
programs. County DPSS
administers the
CalWORKs program
LA County DPSS LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Homeless Service
Providers
countywide among all
CoCs, along with other
programs including the
Housing Support
Program (HSP) and
Homeless Assistance
(HA) program, which are
integral to the County's
efforts to provide housing
stability to families
experiencing
homelessness. HSP
offers intensive case
management, housing
navigation, rental
assistance, and ongoing
support to secure and
maintain permanent
housing. HA provides
temporary housing
assistance, including
payments for shelter and
transitional housing.

DPSS, as the largest
provider of mainstream
safety net benefits and
services across the
County, is monthly
serving hundreds of
thousands of families
and individuals
experiencing
homelessness or at-risk
of homelessness,
including those
connected to HHAP-
funded programming,
readily providing access
and enrollment through
their dozens of publicly
accessible district offices
and other out-stationed
settings. Ther are
several referral pathways
to ensure that
CalWORKs families
experiencing
homelessness or at-risk
of homelessness are
connected to the
appropriate resources.

This includes, but is not
limited to:
● Staff Co-Location:

DPSS staff are co-
located within the family
Coordinated Entry
System. DPSS staff co-
location helps to support
homeless service
providers in connecting
eligible CalWORKs
families to the
appropriate resources
and services which can
include HSP and HA.
● 211 County Access
Line: Families
experiencing or at risk of
homelessness who are
in need of services after
hours have the ability to
contact 211, the
County’s centralized 24/7
access and referral line
to County services and
resources including
DPSS CalWORKs.
● Street Outreach:

Service providers who
conduct street outreach
engage with unsheltered
people experiencing
homelessness to provide
immediate support and
make referrals to
mainstream benefits
including CalWORKs
programming, when
eligible. In order to
provide coordinated
support for people
experiencing
homelessness across
the CoCs, service
providers utilize HMIS to
track the referrals made
and attained. In
partnership with LAHSA,
the County has improved
best practices for client
referrals by offering
service provider trainings
and standardizing
referral processes across
County mainstream
benefits.

CalFresh LA County CEO-HI will
continue to work closely
with LA County DPSS to
ensure individuals
experiencing
homelessness have
access to CalFresh (See
CalWORKs Connection
Strategy - LA County
CEO-HI (Lead) for more
details).

LA County DPSS LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Homeless Service
Providers
Supplemental Security
Income/State
Supplemental Program
(SSI/SSP) and disability
benefits advocacy
LA County DHS has
collaborated with the LA
County DPSS and
several community-
based organizations and
service providers to
provide DHS County
Benefits Entitlement
Services Team (CBEST)
services to DPSS
General Relief (GR)
clients and other eligible
participants across the
County.

CBEST is a
comprehensive program
comprised of benefit
advocates, clinicians,
and legal partners that
assist individuals who
are homeless or at risk of
homelessness obtain
sustainable income
through programs such
as: Supplemental
Security Income (SSI),
Social Security Disability
Insurance (SSDI), Cash
Assistance Program for
Immigrants (CAPI),
early/full retirement,
survivor's benefits,
veteran's benefits and
appeals support for
LA County Department
of Health Services (DHS)
LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Homeless Service
Providers
SSI/SSDI cases.

The Housing and
Disability Advocacy
Program (HDAP) is
another DHS program
that works in
coordination with CBEST
to serve disabled
individuals experiencing
homelessness apply for
disability benefit
programs, while also
providing housing
supports. Housing-
related financial
assistance and
wraparound supportive
services provided by
HDAP include but are
not limited to interim
shelter assistance, rental
assistance, housing
navigation, case
management, security
deposits, utility
payments, moving costs,
legal services, and credit
repair. HDAP follows a
Housing First model and
uses evidence-based
housing interventions,
including Rapid
Rehousing and
Permanent Supportive
Housing.

LA County DPSS has
made improvements to
their referral process for
GR participants which
includes an automated
and streamlined pathway
for CBEST/HDAP
assessments and in
which frontline staff are
readily able to identify
and refer eligible
participants. All other
non-GR participant
referrals are directly sent
to DHS. Furthermore,
referrals are also
streamlined through the
Coordinated Entry
System (CES), where
frontline staff are trained
to identify and refer
eligible participants.

In an effort to increase
awareness of
mainstream services and
to strengthen County-
provider partnerships, LA
County CEO-HI released
“A Guide to Accessing
Mainstream Services” in
2023 which serves as a
resource for homeless
service providers on how
to access and navigate
available County
mainstream services,
including CBEST and
SSI/SSP for people
experiencing
homelessness.

LA County CEO-HI also
hosted a series of
trainings with homeless
services providers this
year to provide
information on accessing
and navigating
mainstream services,
including CBEST and
HDAP. These training
focused on learning how
to determine if
participants are currently
receiving mainstream
services, best practices
for client referrals, how to
bring services onsite,
and who to contact for
additional information.

In-home supportive
services
LA County CEO-HI will
continue to work closely
with LA County DPSS to
ensure individuals
experiencing
homelessness have
access to IHSS. (See
LA County CEO-HI LA County DPSS, IHSS
program and General
Relief Opportunities for
Work (GROW) Program,
Project Roomkey sites,
Project Homekey sites
CalWORKs Connection
Strategy - LA County
CEO-HI (Lead) for more
details)
LA County CEO-HI will
continue to leverage
California Housing and
Homelessness Incentive
Program (HHIP) funding
to increase access to
and supports in housing
for people experiencing
homelessness with
activities of daily living
(ADL) needs through the
following strategies to
assess for IHSS needs
and provide supports
until IHSS benefits can
be secured:

Enhanced Care
Assessment Teams -
Four teams of skilled
assessors, including
licensed clinicians, to
assess the ADL needs of
people experiencing
homelessness and refer
them to appropriate
services.

Caregiving Services in
Interim Housing -
Provide short to medium-
term personal caregiving
services to people
experiencing
homelessness in interim
housing and assist
clients with accessing
ongoing personal
caregiving services
including CalAIM
Personal Care and
Homemaker Services
Community Supports
and In Home Supportive
Services.

LA County DHS, LA
County DMH, LA County
Department of Public
Health (DPH),
HealthNet, LA Care and
Plan Partners
Adult protective services LA County Aging &
Disabilities Department
LA County DHS, LAHSA,
LA County Aging &
Multipurpose Senior
Centers, City of Los
(AD), LAHSA, and LA
County DHS have
established partnerships
to ensure the California
Department of Social
Services (CDSS) Home
Safe program is
integrated into the
broader LA County
homeless services
system. LA County’s
Home Safe program
provides older and/or
dependent adults at risk
of or experiencing
homelessness and linked
to APS with a range of
housing services,
including case
management, rental
payments, and rental
arrears so they can
maintain their current
housing, or find new
housing to avoid entering
the homeless emergency
shelter system. It also
connects those in the
homeless system of care
to APS for access and
enrollment as needed.

This close partnership
allows LA County CEO-
HI to align resources
wherever possible to
create complementary
investments across the
homeless rehousing
system.

Disabilities (AD) Angeles (LA), Enriched
Residential Care
Providers, Homeless
Service Providers
Child welfare LA County CEO-HI has
collaborated with the
Department of Children
and Family Services
(DCFS) extensively
around the following: 1)
helping to reunify
families in situations
where homelessness is
the only issue preventing
the reunification 2)
preventing discharges
into homelessness for
LA County DCFS LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Homeless Service
Providers
Transition Age Youth.

Through this work and
with the CEO-HI's
guidance, LA County
DCFS has formed the
Supportive Housing
Division to more
effectively address
housing insecurity issues
for families and youth by
streamlining the housing
services process.

Some examples of
DCFS programs that the
County is leveraging to
support families in
situations where
homelessness is the only
issue preventing the
reunification include, but
is not limited to the below
programs:
● The Family
Reunification Housing
Subsidy program
provides rapid re-
housing and case
management services to
families in the child
welfare system where
the parents’
homelessness is the sole
barrier to the return of
the children.
● The Bringing Families
Home (BFH) program,
provides rapid-rehousing
and case management
services to families in the
child welfare system who
are currently
experiencing
homelessness. The
program provides direct
financial assistance and
supportive services to
families in the Family
Maintenance Program
within LA County DCFS
and aims to assist
families to locate housing
and prevent children
from entering or re-
entering into foster care.

LA County DCFS also
works to help prevent
discharges into
homelessness for
transitional aged youth
including, but not limited
to the following
programs:
● The Transitional
Housing Program-Plus is
a transitional housing
program for former foster
TAY youth that provides
safe independent living
housing and support
services like the
development of life skills
needed to live
independently to support
the diversion of youth
discharging into
homelessness.
● LA County CEO-HI
also funds case
management and
housing navigation
services for TAY
participating in the
Supervised Independent
Living Program (SILP).

SILP is a flexible foster
care placement that
offers the opportunity for
highly independent living
experiences designed to
bridge the gap between
foster care and
independent adulthood.

The aforementioned
programs and services
help to reduce the inflow
of children and families
involved in the child
welfare system
experiencing or at risk of
homelessness into the
rehousing system by
providing resources
connected to housing
stability. These
programs are available
countywide and utilized
across all CoCs.

Child care The City of Long Beach
will use MAC, MSC,
Outreach, and/or
REACH program to
make referrals through
either a case manager,
mental health worker, or
public health nurse to
ensure people receive
access to childcare
services.

City of Long Beach CoC MAC, MSC, Outreach,
REACH Program
Medi-Cal benefits
through Managed Care
Plans
LA County DPSS
administers Medi-Cal
Eligibility along with other
programs. LA County
CEO-HI will continue to
work closely with LA
County DPSS to ensure
individuals experiencing
homelessness have
access to Medi-Cal
MCPs (See CalWORKs
Connection Strategy - LA
County CEO-HI (Lead)
for more details).

LA County CEO-HI is an
active participant in
ensuring the success of
achieving the goals of
HHIP metric 2.2 - Data
Sharing between Medi-
Cal MCPs and CoCs and
Homeless Management
Information System
(HMIS). The goal of this
work is to create more
data connectivity
between MCPs and the
homeless services
system so we are
LA County CEO-HI County Departments,
HealthNet, LA Care and
plan partners, Enhanced
Care Management
(ECM) providers,
Community Supports
(CS) providers, LAHSA,
LA County DHS, LA
County DMH, LA County
DPH
collectively positioned to
provide better care to
people experiencing
homelessness, resulting
in better health and
housing outcomes. As
part of the HHIP LA Data
Subgroup, data leads
from County
Departments, CoCs and
MCPs had use cases
and are working to build
the internal IT
infrastructure to execute
data sharing.

LA County CEO-HI will
continue to leverage
HHIP funding to increase
access to and supports
in housing for people
experiencing
homelessness with ADL
needs through the
following strategies:
● Enhanced Care
Assessment Teams -
Four teams of skilled
assessors, including
licensed clinicians, to
assess the ADL needs of
people experiencing
homelessness and refer
them to appropriate
services.
● Caregiving Services in
Interim Housing -
Provide short to medium-
term personal caregiving
services to people
experiencing
homelessness in interim
housing and assist
clients with accessing
ongoing personal
caregiving services
including CalAIM
Personal Care and
Homemaker Services,
CS, and IHSS.

The MCPs also invested
in adding Enriched
Residential Care beds
through this same HHIP
investment to support
more clients requiring the
highest levels of care.

CalWORKs The City of Glendale
Continuum of Care
(CoC) continues to
collaborate with local and
mainstream service
providers to promote
integration between the
public service systems to
maximize resources. The
CoC service providers
inform program
participants of and
provide connections to
mainstream resources,
including CalWORKs,
through case
management services
on-site or providing
transportation services.

The City of Glendale
CoC continues to attend
regular meetings through
LA County DPSS to stay
up to date with new
programs and services
being offered. This
information is then
shared with the CoC
Committee and
participants in the
program. At the local LA
County DPSS office,
staff facilitate enrollment
for CalWORKs, along
with other programs.

City of Glendale CoC LA County DPSS
CalWORKs The City of Pasadena
CoC provides an annual
training series for
homeless service
providers to ensure they
are up to date on the
most streamlined ways
to connect clients to
mainstream benefits.

Most recently, the CoC
offered CalWORKs
City of Pasadena CoC LA County DPSS
training sessions on
8/9/23 and 8/16/23.

Resource sharing is also
a regular part of bi-
weekly Coordinated
Entry System (CES)
meetings, CoC
committee meetings, and
more often as needed.

CalFresh The City of Glendale
CoC continues to provide
connections to CalFresh
through case
management services
on-site or providing
transportation services.

The City of Glendale
CoC continues to attend
regular meetings through
LA County DPSS to stay
up to date with new
programs and services
being offered through
CalFresh.
(See CalWORKs
Connection Strategy -
City of Glendale CoC
(Lead) for more details)
City of Glendale CoC LA County DPSS
CalFresh The City of Long Beach
CoC will use the Mobile
Access Center (MAC),
Multi-Service Center
(MSC), Outreach, and/or
Restorative Engagement
to Achieve Collective
Health (REACH)
program to make
referrals to CalFresh
through either a case
manager, mental health
worker, or public health
nurse provide access to
services and benefit
enrollment.

City of Long Beach CoC REACH Program, MAC,
MSC, LA County DPSS
CalFresh The City of Pasadena
CoC provides an annual
training series for
homeless service
City of Pasadena CoC LA County DPSS
providers to ensure they
are up to date on
CalFresh. (See
CalWORKs Connection
Strategy - City of
Pasadena CoC (Lead)
for more details)
Supplemental Security
Income/State
Supplemental Program
(SSI/SSP) and disability
benefits advocacy
The City of Glendale
CoC continues to provide
connections to SSI
through case
management services
on-site or providing
transportation services.

The City of Glendale
CoC continues to attend
regular meetings through
LA County DPSS to stay
up to date with new
programs and services
being offered.
(See CalWORKs
Connection Strategy
(Lead) City of Glendale
CoC for more details)
City of Glendale CoC LA County DPSS
Supplemental Security
Income/State
Supplemental Program
(SSI/SSP) and disability
benefits advocacy
The City of Pasadena
CoC provides an annual
training series for
homeless service
providers to ensure they
are up to date on SSI
(See CalWORKs
Connection Strategy -
City of Pasadena Lead)
for more details). In 2023
the training series
included presentations
by the Foothill Workforce
Development Board
Employment program,
LA County DHS/LA
County DPSS substance
use treatment & CBEST
programs. CBEST
provides advocacy, case
management services, &
linkages to health,
mental health &
substance abuse
City of Pasadena CoC LA County DPSS,
Foothill Workforce
Development Board, LA
County DHS
services. A countywide
tax revenue (Measure H)
funds the regional
CBEST program which
dedicates staff to
assisting clients w/
applying for either
veterans’ benefits, SSI,
SSDI or CAPI. The CoC
works with providers to
promote SSI/SSDI
Outreach, Access, and
Recovery (SOAR)
certification among
project staff using the
CBEST program and/or
referrals to Substance
Abuse and Mental Health
Services Administration’s
(SAMHSA) 20-hour
SOAR online training
courses. Many service
providers require staff to
attend training related to
benefits
advocacy/complete
SOAR Certification
courses no less than
annually.

In-home supportive
services
LAHSA will continue to
work closely with the LA
County DPSS to connect
and coordinate IHSS for
clients in permanent
supportive housing
(PSH), Project Homekey,
and Pathway Home sites
to support client access
and enrollment.

LAHSA will more closely
integrate mainstream
safety net systems,
including the LA County
DPSS, which administers
IHSS, to improve efforts
to address and prevent
homelessness. Train
County mainstream
systems staff to serve
people experiencing or at
risk of homelessness,
LAHSA LA County DPSS, LA
County DHS, LA County
DMH
including through
problem solving.

Adult protective services The City of Long Beach
CoC will use MAC, MSC,
Outreach, and/or
REACH program to
make referrals to adult
protective services when
appropriate through
either a case manager,
mental health worker, or
public health nurse to
ensure people receive
access to services.

City of Long Beach CoC MAC, MSC, Outreach,
REACH Program
Adult protective services The City of LA
Department of Aging
operates multi-purpose
centers that serve as
centers in which older
adults can obtain
referrals for
homelessness related
services throughout LA
County.

The City of LA
Department of Disability
helps with locating or
obtaining durable and
non-durable medical
equipment for homeless
individuals, which
provides a connection
point for older adults who
may need access and
connection to adult
protective services.

City of LA City of LA Department of
Aging, LAHSA, City of
LA Department on
Disability
Child welfare The City of Long Beach
CoC will use MAC, MSC,
Outreach, and/or
REACH program to
make referrals as
needed to child welfare
through either a case
manager, mental health
worker, or public health
nurse and to ensure
people receive access to
services that will help
stabilize families to
City of Long Beach CoC MAC, MSC, Outreach,
REACH Program
support reunification.

Medi-Cal benefits
through Managed Care
Plans
The LA County DPH was
awarded HHIP grant
funds from LA Care and
Health Net to support
encampment resolution
efforts. These dollars
include support to assist
with the enrollment and
re-enrollment of
members into Medi-Cal.

LA County DPH HealthNet, LA Care and
Plan Partners
Medi-Cal benefits
through Managed Care
Plans
LA County DHS will
continue to seek and
leverage new
opportunities through
CalAIM to leverage
Medi-Cal resources
toward housing-related
services, including
Enhanced Care
Management and
Community Supports, for
people experiencing
homelessness who are
Medi-Cal members.

Recently, DHS has
partnered with two MCPs
to launch a Skid Row
Care Collaborative in the
community with the
densest concentration of
unsheltered
homelessness in the
County and is working to
replicate this model in a
second community. Care
Collaboratives expand
access to primary,
specialty and urgent care
for people experiencing
homelessness through
partnerships between
DHS and Federally
Qualified Health Centers.

They also increase
enrollment in Enhanced
Care Management and
Community Supports.

DHS has also worked
closely with MCPs to
LA County DHS LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Homeless Service
Providers, HealthNet, LA
Care and Plan Partners,
Homeless service
providers, ECM
providers, CS providers,
Other County
Departments
expand field medicine in
Los Angeles. DHS
provides field medicine
through a fleet of mobile
clinics that provide
comprehensive care for
unsheltered PEH across
the County.

LA County will build off
our existing practices
where the County
contracts directly with
our local MCPs to
administer housing-
related CS for all Medi-
Cal members in the
coordinated entry system
who are eligible for
housing navigation,
tenancy supporting
services, housing
deposits, post-
hospitalization short-term
housing, and other
related supports.

Services are provided by
homeless service
providers, while the
County administers the
contract with the MCPs.

Medi-Cal benefits
through Managed Care
Plans
Ensure LAHSA’s
Healthcare Integration
Coordinator and Older
Adults Coordinator work
closely with local health
care and MCPs. The
Healthcare Integration
Coordinator partners with
Hospitals and Hospital
Liaison providers to
address service gaps
and best practices. Our
Older Adults Coordinator
leads the integration of
SCAN Health Plan
among homeless
services providers by
providing education,
awareness, coordination
and linkage to SCAN, so
homeless service
LAHSA HealthNet, LA Care and
Plan Partners, Hospitals,
Hospital liaisons
partners are better
equipped to refer their
most vulnerable older
adults experiencing
homelessness to SCAN
support.

Medi-Cal benefits
through Managed Care
Plans
The City of Glendale
CoC is currently working
with service providers to
increase access to
health care services.

Local Hospitals
coordinate with The City
of Glendale CoC’s Lead
Agency’s Hospital
Liaisons to enroll clients
and veterans are
connected through the
Veterans Administration
(VA) office.

The City of Glendale
CoC was able to secure
funds through the State
Department of Health
Care Services (DHCS)
under HHIP. HHIP funds
are being utilized through
a partnership between
the CoC, LA Care, and
Health Net MCPs to
increase support for
clients in PSH programs.

The partnership will help
lift funding and health
care management
limitations to allow PSH
programs to place more
chronically homeless
individuals that are
currently in need.

Services will include the
following: intensive case
management; housing
sustainability-tenancy
services, housing
navigation, connection to
medical resources, and
the expansion of data
collection/management.

City of Glendale CoC VA Office and Local
Hospitals
State DHCS, HealthNet,
LA Care and Plan
Partners
Medi-Cal benefits The City of Pasadena City of Pasadena CoC Health Care through Managed Care
Plans
CoC promotes
collaboration between
homeless service
providers and local
health care providers
Huntington Hospital and
CHAP Care (Federally
Qualified Health Center
(FQHC)) through
bimonthly Healthcare
Committee meetings to
support the integration of
health care and
homeless services. Local
health care/benefits
providers visit sites that
serve homeless clients
and actively work to
assist them with enrolling
in health insurance.

Project staff collaborate
with health care experts
and local administrators
of benefit programs to
ensure full understanding
of benefits and assist
participants with the
navigation process to
reduce barriers to
utilization. Service
providers also partner
with health care
organizations and MCPs
directly (i.e. LA Care,
Anthem, Healthnet, LA
County DHS, LA County
DMH) to assist clients
with getting connected to
services.

Organizations,
Huntington Hospital,
CHAP Care (FQHC),
HealthNet, LA Care and
Plan Partners, LA
County DHS, LA County
DMH
Education System The LA County Office of
Education (LACOE) has
education coordinators in
each Service Planning
Area, co-located within
CES, to support students
at risk of or experiencing
homelessness to receive
necessary supports to
succeed in school,
including enrolling in
school, accessing
academic records,
LA County LACOE LAHSA, LA County
CEO-HI, LA Unified
School District’s
Homeless Education
Office, McKinney-Vento
Liaisons, Other School
Districts in the County
engaging in educational
planning, and enrolling in
post-secondary
education where
applicable.

Education System LAHSA will continue
convening the LAHSA
Higher Education and
Homelessness
Workgroup, a
collaboration with local
community colleges and
universities to address
student homelessness
and basic needs
insecurity by
strengthening LA
County’s higher
education systems and
community resources by
focusing on: 1) improved
data collection, sharing
and analysis; 2)
advocacy to increase
resources and reduce
barriers to student
supports; and 3)
strengthen institutional
and community
organizational response
by facilitating
interorganizational
learning and
collaboration.

LAHSA Higher Education and
Homelessness
Workgroup, LA County
CEO-HI
Education System The City of Glendale
CoC partners with
Glendale Unified School
District (GUSD) Student
Wellness Services
Department. which offers
programs for homeless
and foster youth to break
down barriers to school
enrollment and create
academic stability for
students. The district
ensures immediate
enrollment in the free &
reduced lunch program,
assists families with
before and after school
City of Glendale CoC GUSD Student Wellness
Department, Glendale
Housing Authority
care programs, and
facilitates communication
and problem-solving
solutions between
families and the City of
Glendale CoC. The City
of Glendale CoC would
like to expand our
partnership between
GUSD and the Glendale
Housing Authority to
designate Housing
Choice Vouchers (HCV)
vouchers to homeless
families.

Education System The City of Long Beach
CoC uses MAC, MSC
Outreach, and/or
REACH program to
make referrals to
educational resources
through either a case
manager, mental health
worker, or public health
nurse to ensure people
receive access to
services.

City of Long Beach CoC MAC, MSC, REACH
Program
Justice-Involved System LA County CEO-HI
allocates Measure H
funding, and provides
strategic partnership,
across the following
three justice related
homeless and housing
interventions: 1) Bridge
Housing for those Exiting
Institutions; 2) Jail In-
Reach; and 3) Criminal
Records Clearing
Project.

LA County DHS, LA
County Sheriff's
Department (LASD)
LA County DMH, LA
County DPH, LA County
Public Defender (PD),
LAHSA, LA City
Attorney’s Office
Justice-Involved System LAHSA will ensure that
LAHSA’s Justice
Systems Coordinator
maintains and further
develops the partnership
with the County’s Office
of Diversion and Reentry
(ODR). The Coordinator
will participate in events
and collaboration with
LAHSA County Office of
Diversion and Re-Entry
Neighborhood Legal
Services of LA County
LA Regional Reentry
Partnership
community organizations
such as the LA Regional
Reentry Partnership
(LAARP) and the
Neighborhood Legal
Services of LA County
(NLSLA). LAHSA’s
Justice System
Coordinator will attend
reentry related events to
gather resources,
provide education on
homelessness, and
share information about
resources available from
LAHSA
Justice-Involved System The City of Long Beach
CoC will use MAC, MSC,
Outreach, and/or
REACH program to
make referrals through
either a case manager,
mental health worker, or
public health nurse to
ensure people receive
access to services.

City of Long Beach CoC MAC, MSC, REACH
Program
Justice-Involved System The City of LA’s
Homeless Engagement
and Response Team
(HEART) program works
directly with the LA City
Attorney’s and District
Attorney’s Offices to help
individuals experiencing
homelessness resolve
eligible traffic and
pedestrian infractions
and related warrants and
fines by engaging with
relevant services.

HEART works with the
County Homeless Court
Program to help
individuals resolve minor
criminal infraction
citations, such as having
an open container or
unlicensed driving.

HEART aims to address
the needs of unhoused
individuals through
City of LA Restorative Justice
Projects, City of LA
HEART Team, City of
LA’s City Attorney’s
Office, City of LA’s
District Attorney’s Office,
LA County Homeless
Court Program, LA
District Attorney, LAPD,
LA County PD
restorative services
(housing, mental health,
public assistance, job
development, substance
abuse rehabilitation, etc.)
rather than punishment.

As a program under the
LA City Attorney’s
Outreach and
Restorative Justice
Division, HEART is one
of several programs
seeking to address the
root causes of criminal
behavior and achieve
incarceration reduction.

Workforce System The LA County CEO-HI
partners with the LA
County’s Department of
Economic Opportunities
(DEO) on employment
interventions for people
experiencing
homelessness.

Specifically, in FY 24-25
there will be an increase
in funding to the DEO to
support the Regional
Initiative for Social
Enterprises (LA: RISE)
which unites the public
workforce development
system with employment.

In the LA: RISE model,
Social Enterprises assist
people experiencing
homelessness enter the
workforce, providing
homeless, formerly
homeless, and
individuals at risk of
homelessness with
Transitional Subsidized
Employment paired with
wraparound support and
Barrier Removal
Services.

The LA County CEO-HI
also partners with
LAHSA to support
employment specialists
LA County DEO, LAHSA LA County CEO-HI, LA:

RISE, Employment
Social Enterprises,
American Job Centers of
California, LA County
DPSS
who provide employment
services to people
experiencing
homelessness and
employment liaisons who
provide regional-level
coordination with public
workforce development
entities and employers.

Workforce System LAHSA’s Employment
Coordinator will continue
to connect with DEO
American Job Centers of
California and DPSS’
Skills & Training to
Achieve Readiness for
Tomorrow (START) - for
General Relief clients,
and the Greater Avenues
for Independence
Program (GAIN) for
CalWORKs families.

The program aims to
strengthen and build
client capacity towards
employment in the
homeless service
delivery system.

LAHSA DEO American Job
Centers of California, LA
County DPSS, START,

DPSS GAIN
Workforce System The City of Glendale
CoC collaborates with
the Verdugo Workforce
Development Board to
offer employment
services and training to
all participants in the
CoC Programs in order
to increase income from
employment and offer
opportunities to clients to
increase overall
household income.

Trained employment
case managers from
CoC agencies work
closely with established
job developers such as
Glendale Youth Alliance
and Workforce
Innovation & Opportunity
Act (WIOA) programs to
prepare clients for the
City of Glendale CoC Verdugo Workforce
Development, Glendale
Youth Alliance, WIOA
Programs, Labor Ready,
Goodwill
workforce, including
resume assistance and
interviewing skills while
WIOA, Labor Ready, and
Goodwill refer homeless
clients to job
opportunities.

Workforce System The City of Long Beach
will use MAC, MSC,
Outreach, and/or
REACH program to
make referrals through
either a case manager,
mental health worker, or
public health nurse to
ensure people receive
access to services.

City of Long Beach CoC MAC, MSC, REACH
Program
Public Health LAHSA’s Healthcare and
Older Adults
Coordinators host calls
with LAHSA providers
and DHS and LA County
Department of Workforce
and Aging (WDACS) to
link Adult Protective
Services connected older
adults and dependent
adults who need a higher
level of care, to a highly
supportive permanent
housing destination,
such as Home Safe DHS
Enriched Residential
Care. LAHSA’s Veteran
Systems Coordinator
works closely with the
Greater LA Veterans
Health Administration
(VHA). The coordinator
supports countywide
facilitation of Service
Planning Area (SPA)
case conferencing to
maintain an updated
Veteran By-Name List.

LAHSA LA County DHS, LA
County Department of
Workforce and Aging
(WDACS), Department
of Veterans Affairs (VA),
LA County CEO-HI
Public Health Funded in part by
Measure H funding
through the LA County
CEO-HI, the LA County
DPH’s Countywide
LA County DPH LAHSA, Cities in LA
County, LA County CEO-
HI, Homeless Service
Providers
Outreach Public Health
Nurses (PHN) program
provides systems-level
care coordination and
limited clinical services.

PHNs assess the
existing public health
needs in their region,
strategize with local
people experiencing
homelessness,
stakeholders, and
service providers to
incorporate public health
best practices in
communicable and
chronic disease
screening, reporting, and
referrals. Also, PHNs
implement initiatives
among people
experiencing
homelessness, such as
Narcan distribution and
hands only CPR
(HOCPR), as well as
lead clinical public health
interventions such as
testing, vaccinations, and
outbreak investigations.

Funded in part by
Measure H funding
through the LA County
CEO-HI, the LA County
DPH - Environmental
Health conducts
assessments of
homeless encampments,
identifies environmental
health hazards, and
provides technical
assistance to outreach
teams and other
agencies serving people
experiencing
homelessness.

Funded in part by
Measure H funding
through the LA County
CEO-HI, the LA County
DPH oversees a mobile
vaccine and testing team
to coordinate low-barrier
access to vaccination,
screening, and harm
reduction services for
people experiencing
homelessness
throughout LA County.

Public Health The City of Glendale
CoC is in the process of
developing a monthly
Local Housing and
Health Committee, which
will include participation
from housing providers,
local hospitals, Housing
Authority, faith-based
organizations, and other
mainstream service
providers. The CoC has
also secured funding
from LA County DHS-
Housing for Health
health care support
through Intensive Case
Management Services
(ICMS). CoC Service
providers are SOAR-
trained and facilitate
enrollments. In addition,
with the passage of
AB210, the LA County
Multi-disciplinary
personnel will be able to
share data with LA
County DMH, LA County
DPH, LA County DPSS,
WDACS, LA County
DHS to improve
coordination of housing
and supportive services
and increase continuity
in care.

City of Glendale CoC LA County Development
Authority, LA County
CEO-HI, LA County
DMH, LA County DHS,
LA County DPH, LA
County DPSS, LA
County AD
Public Health The City of Long Beach
CoC uses MAC, MSC,
Outreach, and/or
REACH program to
make referrals through
either a case manager,
mental health worker, or
public health nurse to
City of Long Beach CoC MAC, MSC, REACH
program
ensure people receive
access to services.

Public Health The City of Pasadena
CoC works closely with
the Pasadena Public
Health Department
(PPHD) to prevent
infectious disease
outbreaks and promote
health among people
experiencing
homelessness. During
the 2023 and 2024 Point-
in-Time Homeless
Counts, the City of
Pasadena CoC worked
with the PPHD and
Huntington Hospital to
create two vaccine
“strike teams” that
administered COVID-19
and flu vaccines as well
as distributed naloxone
to unsheltered residents.

The CoC also facilitates
meetings between the
PPHD and homeless
services program
leadership responsible
for direct service
provision to provide
updates, tailored
recommendations and
resource mobilization for
infectious disease
prevention. Service
providers are also
connected with the LA
County DHS and LA
County PHD to promote
resource sharing.

The CoC also distributes
written protocols
informed by public health
staff for encampment
cleanups,
quarantine/isolation,
cleaning/disinfection,
symptom screening/case
reporting, ensuring
staff/client safety and
City of Pasadena CoC PPHD
responding to potential
outbreaks. Outreach
teams are also trained to
recognize symptoms of
infectious disease and
initiate appropriate
response procedures.

Additional ongoing
collaborative strategies
between the CoC and
PPHD include:
1) Standing quarterly
meetings between CoC
and PPHD staff
(including an
epidemiologist & the
Director) to remain
abreast of current best
practices/resources/fundi
ng available for disease
prevention;
2) Continued funding for
weekly mobile showers
at a local church;
3) Co-location of vaccine
clinics (COVID, Mpox ,
flu) at trusted
locations/community
events where people
experiencing
homelessness are
known to frequent (e.g.
meal programs, shower
sites, drop-in centers,
shelters and PSH sites)
4) Embedding testing
and vaccine distribution
within street outreach
teams;
5) Sharing data related
to homelessness and
health, including
demographics and health
conditions;
6) Facilitating the
implementation of
proactive prevention
strategies, e.g. engaging
street outreach teams for
mosquito abatement
near encampments to
prevent the spread of
West Nile virus.

Behavioral Health LAHSA’s Veteran
Systems Coordinator
works closely with the
Department of Mental
Health’s Veteran Peer
Access Network (VPAN)
to provide VPAN service
providers access to the
Family Service
Prioritization Decision
Assistance Tool (F-
SPDAT) and connecting
VPAN with other Veteran
Community providers,
clients and VA housing
resources to SPA-level
veteran case
conferencing through the
Veteran By-Name List.

LAHSA
LA County DMH
LA County Department
of Military and Veterans
Affairs (MVA), VA,
Veterans Service
Providers
Behavioral Health The LA County DHS will
continue to support the
County Multidisciplinary
Teams (MDTs), outreach
teams comprised of a
health specialist, mental
health specialist
substance use specialist,
peer with lived
experience, and a
generalist. Through case
management and
individualized treatment
planning, the teams work
intensively with
unsheltered people
experiencing
homelessness with
complex health and/or
behavioral health
conditions to a broad
range of supports,
including psychiatric
services, psychotherapy,
medical services,
substance abuse
counseling, case
management, court
advocacy, transportation,
and housing
coordination.

LA County DHS LAHSA, Homeless
Service Providers, LA
County CEO-HI, City of
Glendale CoC, City of
Long Beach CoC, City of
LA, City of Pasadena
CoC
Behavioral Health LA County DMH Housing
Supportive Services
Program (HSSP)
provides field-based/on-
site mental health
services to individuals
countywide who have a
serious mental illness
and are living in PSH to
promote housing stability
and retention and enable
them to meet their
recovery goals.

LA County DMH Homeless Service
Providers, Housing
Providers, Other County
Departments
Behavioral Health Funded in part by
Measure H through the
LA County CEO-HI, LA
County DPH Client
Engagement and
Navigation Services
(CENS) program in
which substance use
disorder counselors
provide services to
clients living in project
and tenant-based PSH.

Funded in part by
Measure H through the
LA County CEO-HI, the
LA County DPH
Recovery Bridge
Housing program, which
provides interim housing
to clients co-enrolled in a
substance use disorder
treatment program.

LA County DPH Homeless Service
Providers, Housing
Providers, LA County
CEO-HI, Other County
Departments
Substance Use
Providers, Homeless
Service Providers, LA
County CEO-HI
Behavioral Health The City of Glendale
CoC continues to provide
connections to
behavioral health
services through case
management services
on-site or providing
transportation services.

The City of Glendale
CoC attends regular
meetings through LA
County DPSS to stay up
to date with new
programs and services
City of Glendale CoC LA County DPSS, Social
Security Administration,
Ascencia, HealthNet, LA
Care and Plan Partners,
Home Again LA,
Armenian Relief Society
YWCA of Glendale and
Pasadena
being offered.
(See CalWORKs
Connection Strategy
(Lead) City of Glendale
CoC for more details)
Behavioral Health The City of Long Beach
CoC will use MAC, MSC,
Outreach, and/or
REACH program to
make referrals through
either a case manager,
mental health worker, or
public health nurse to
ensure people receive
access to services.

City of Long Beach CoC MAC, MSC, REACH
Program
Department of Disability City of LA Department of
Disability provides
assistance with locating
or obtaining durable and
non-durable medical
equipment for homeless
individuals.

City of LA Private Companies and
Non-profits Donations
Child care LA County DPSS
provides several
childcare programs to
support CalWORKS
eligible families who are
experiencing or at risk of
experiencing
homelessness. These
programs include but are
not limited to:

Greater Avenues for
Independence (GAIN):

The GAIN program
provides employment-
related services to
CaIWORKs participants
to help them find
employment, stay
employed, and move to
higher-paying jobs,
which will ultimately lead
to self-sufficiency and
independence. To
support removing
barriers to employment,
GAIN offers assistance
LA County DPSS LA County CEO-HI,
LAHSA, City of LA, City
of Pasadena CoC, City
of Glendale CoC, City of
Long Beach CoC,
Hospitals, Community
Supports providers,
Homeless Service
Providers
childcare.

Cal-Learn: Cal-Learn is a
program for CalWORKs
participants under 19
years old, who are
pregnant or parenting,
and have not earned a
high school diploma or
equivalent. Program
participants receive
intensive case
management, which can
include childcare and
other supportive services
to encourage them to
stay in school.

Additionally, homeless
service providers across
the CoCs have received
training on LA County
childcare resources
available to families
experiencing or at risk of
experiencing
homelessness and have
established relationships
with LA County’s
departmental staff who
administer those
childcare resources.

Memorandum of Understanding (MOU)
Upload the Memorandum of Understanding (MOU) that reflects the Regionally Coordinated Homelessness Action Plan submitted under this application.

Optional: Upload any additional supporting documentation the region would like to provide.

Memorandum of Understanding (MOU)
LA Region HHAP 5 Fully Executed MOU.pdf
Supporting Documentation (Optional)

Application Process Certification:

By checking the box below, I certify that that all participating eligible applicants met the statutory public meeting process requirements in developing the Regionally Coordinated Homelessness Action Plan in compliance with HSC section 50233(d)-(e) and all of the following is true:
 All Eligible Applicants electing to collaborate to complete the Regionally Coordinated Homelessness Action Plan have engaged in a public stakeholder process that included at least three public meetings before the plan was completed.

Meeting Dates
Meeting Dates
10/6/2023
10/12/2023
10/16/2023
10/18/2024
10/24/2023
10/25/2023
10/27/2023
10/30/2023
11/1/2023
11/2/2023
11/3/2023
11/6/2023
11/8/2023
11/9/2024
2/21/2024
2/23/2024
2/29/2024
3/7/2024
 All of the following groups were invited and encouraged to engage in the public stakeholder process:

Stakeholder engagement
Stakeholders Description of how Stakeholders were invited and encouraged to engage in the public
stakeholder process
People with lived experience of homelessness Together the HHAP-5 partners agreed to leverage the LA County Chief Executive Office - Homeless
Initiative (CEO-HI) annual stakeholder engagement
process, which covers the entire region, including
all five other HHAP-5 partners, as the primary
opportunity to illicit feedback, as outlined below.

The other five HHAP-5 Applicants also held
supplemental jurisdiction-focused listening
sessions, as necessary.

LA County CEO-HI held a series of community
listening sessions to strengthen strategies for
addressing and preventing homelessness and to
inform LA County’s annual funding
recommendations for homeless services and
housing for fiscal year 2024-2025, inclusive of
HHAP funding and therefore the HHAP-5 funding
application process. During these listening
sessions, LA County solicited feedback from
diverse stakeholders and partners to ensure our
updated strategies and budget are responsive to
the unique needs and priorities of communities
countywide. Last year, the goal was to understand
LA County Chief Executive Office, Homeless
Initiative (CEO-HI) funding in relation to other
homeless and housing funding sources and to
continue to work together so that LA County could
spend the most restrictive funds first braided with
more nimble resources to improve the rehousing
system.

People with lived experience were invited by LA
County CEO-HI liaisons that know about people
with lived experience advisory boards via Los
Angeles Homeless Services Authority (LAHSA) to
attend listening sessions for people with lived
experience of homelessness on October 6, 2023,
October 12, 2023 (for Youth), October 16, 2023,
and February 29, 2024. Additionally, LA County
invited these stakeholders through multiple avenues
including via emails, social media, direct outreach
by LA County liaisons, and in existing meeting
spaces.

During these listening sessions, LA County
provided attendees with a summary of feedback
received the prior year and how the County
responded, followed by breakout sessions intended
to solicit feedback from a diverse group of
stakeholders to ensure funding strategies and
budgets are responsive to the unique needs and
priorities of communities countywide.

LA County also recently held four specific
Prevention & Promotion Systems Governing
Committee (PPSGC) Listening Sessions aimed to
accomplish the following three goals:

1. Brief the community on LA County’s current and
future efforts to prevent homelessness.

2. Obtain community’s insight on potential
population-level outcomes and immediate/short-
term/mid-term issues that should be addressed and
strategies that can be implemented via cross-
departmental, jurisdictional and sectoral
collaboration and co-investments (financial and in-
kind).

3. Engage and mobilize diverse stakeholders for
advocacy and strategy implementation.

One of the four listening sessions that occurred on
February 29, 2024, was specifically related to the
engagement of people with lived experience. This
session aimed to obtain knowledge and expertise of
people with lived experience to ensure that
programs and policies effectively meet the needs of
the targeted population, identify unintended
negative consequences, and generate integrative
solutions.

Youth with lived experience of homelessness In addition to the sessions listed above, there was a specific listening session for youth with lived
experience on October 12, 2023. Youth with lived
experience were invited by LA County CEO-HI
liaisons that know about people with lived
experience advisory boards via LAHSA.

Additionally, LA County invited these stakeholders
through multiple avenues including via emails,
social media, direct outreach by LA County liaisons,
and in existing meeting spaces.

Persons of populations overrepresented in
homelessness
In addition to the sessions listed above, persons of
populations overrepresented in homelessness were
invited to attend the 8 Listening Sessions specific to
their Service Planning Area (SPA) which occurred
between October 18, 2023, and November 9, 2023.

An additional Spanish speakers’ session was
included to ensure Latinx/e individuals who do not
speak English are included in these discussions. LA
County invited these stakeholders through multiple
avenues including via emails, social media, direct
outreach by LA County liaisons, and in existing
meeting spaces.

Local department leaders and staff from qualifying
smaller jurisdictions, including child welfare, health
care, behavioral health, justice, and education
system leaders
In addition to the sessions listed above, local
department leaders including child welfare, health
care, behavioral health, justice, and education
system leaders were invited to attend the 8
Listening Sessions specific to their Service
Planning Area (SPA) which occurred between
October 18, 2023, and November 9, 2023. LA
County invited these stakeholders through multiple
avenues including via emails, social media, direct
outreach by LA County liaisons, and in existing
meeting spaces.

For Cities and Council on Governments (COGs)
which included small jurisdictions LA County
conducted separate listening sessions on October
24, 2023, through October 27, 2023.

LA County also hosted a Prevention and Promotion
Systems Governing Committee Listening Session
targeting municipalities including but not limited to
cities, public housing authorities, COGs, and cities
associations. Session goals included increasing
government partners’ awareness of county
mainstream and prevention programs, obtaining
their insight on pressing issues and strategies that
should be implemented, and mobilizing them for
multi-sectoral and jurisdictional strategy
implementation.

Homeless service and housing providers operating
within the region
In addition to the sessions listed above, Homeless
Service Providers and housing providers throughout
the region were invited to attend the 8 Service
Planning Area (SPA) listening sessions which
occurred between October 18, 2023, and
November 9, 2023. Additionally, there was a
specific session held on October 24, 2023,
exclusively for homeless services and housing
providers. LA County invited these stakeholders
through multiple avenues including via emails,
social media, direct outreach by LA County liaisons,
and in existing meeting spaces.

Medi-Cal Managed Care Plans contracted with the
State Department of Health Care Services in the
region
In addition to the sessions listed above, Medi-Cal
MCPs contracted with the State DHCS were invited
to attend the 8 Service Planning Area (SPA)
listening sessions which occurred between October
18, 2023, and November 9, 2023. LA County invited
these stakeholders through multiple avenues
including via emails, social media, direct outreach
by LA County liaisons, and in existing meeting
spaces.

Street medicine providers and other service
providers directly assisting people experiencing
homelessness or at risk of homelessness
In addition to the sessions listed above, providers
serving people at risk of or experiencing
homelessness, including street medicine providers,
were invited to attend the 8 Service Planning Area
(SPA) listening sessions which occurred between
October 18, 2023, and November 9, 2023. LA
County invited these stakeholders (or providers)
through multiple avenues including via emails,
social media, direct outreach by LA County liaisons,
and in existing meeting spaces.

I certify under penalty of perjury that all of the information in the above section is true and accurate to the best of my knowledge.

Open
Part 3: Funding Plan
Steps to complete this section:

1. Identify all Eligible Use Categories the Administrative Entity anticipates using.

2. Provide the dollar amount budgeted per eligible use category. Again, this must account for 100 percent of the HHAP-5 Allocation(s) the Administrative Entity will be responsible for administering.

3. Where applicable, provide the dollar amount that will be designated under the Youth Set-Aside from the selected eligible use categories. Reminder: the youth set-aside must total at least 10% of all monies received.

4. Provide a brief description of activities HHAP-5 funds will support in each selected eligible use category.

5. Provide an explanation of how the activities therein align with the state's HHAP-5 priorities to:
 sustain existing investments towards long-term housing stability and supportive services and
 prioritize permanent housing solutions.

6. Indicate whether the budget proposes to support ANY new interim housing solutions outside of the youth set-aside.

7. Indicate whether the budget proposes to support new interim housing solutions for youth in excess of 10% of the total HHAP-5 Dollars budgeted
o If the Administrative Entity answers “yes” to either 6 or 7, they will be asked to demonstrate dedicated, sufficient resources from other funding sources for long-term housing stability and permanent housing solutions. This entails summarizing total available dollars for preventing and ending homelessness in the region, including the percentage of these resources dedicated to permanent and interim housing solutions, providing the status of five policy actions for each eligible applicant in the region, and demonstrating the need for additional shelter.

Guidance:

Each Administrative Entity must submit a single Funding Plan that accounts for the entire HHAP-5 Allocation(s) which the Administrative Entity will be responsible for administering. This includes:
 100 percent of the HHAP-5 Base allocation(s);
 100 percent of the HHAP-5 Planning allocation(s); and  100 percent of the Initial Supplemental Funding allocation(s).

The youth set-aside must total at least 10% of all monies received.

Administrative costs may not exceed 7% of all monies received.

Up to 1% of all monies received may be budgeted for costs related to the Homeless Management Information System (HMIS). Related costs include HMIS licenses, training, system operating costs, and costs associated with carrying out related activities. Upon agreement between the grantee and the Homeless Management Information System lead entity, the grantee shall transfer the authorized amount of funds directly to the HMIS lead entity.

To add another funding plan for an additional Administrative Entity, click "Add Funding Plan" near the bottom of the page. You will be prompted to provide a specific number of funding plans (1 per Administrative Entity) based on the participation and contracting selections from Part 1: Regional Identification and Contracting Information.

Funding Plans from Administrative Entity/ies in Los Angeles City & County CoC Participating in this Application
Administrative Entity 1
Which Administrative Entity is submitting the below budget? Los Angeles County
Funding Plan - Los Angeles County
Eligible Use
Category
HHAP-5 Dollars
Budgeted
If applicable,
Dollars budgeted
for the Youth Set-
Aside
Activities These
Funds will Support
How are these
Activities
Aligned with
the State's
Priorities?
Rapid Rehousing $0.00
Prevention and
Shelter Diversion

Delivery of
Permanent Housing
and Innovative
Housing Solutions
$87,645,600.00 $0.00 Intensive Case
Management
Services (ICMS)
Intensive Case
Management
Services
(ICMS) are
supportive
services paired
with long-term
rental subsidies
within
Permanent
Supportive
Housing (PSH)
sites. ICMS is
provided to
participants
who have
experienced
chronic
homelessness
and have
disabilities,
chronic medical
conditions,
and/or
behavioral
health
conditions.

ICMS case
managers
coordinate
personalized
services based
on
assessments of
clients’
strengths,
needs and
goals. ICMS
often involves
crisis
intervention and
referrals to
mental and
physical health
care services
leading to
housing
stability.

Services also
include eviction
prevention,
connection to
disability
benefits,
assistance with
life skills, job
skills, and
volunteer,
educational and
vocational
opportunities.

ICMS efforts
funded and/or
implemented by
the County of
LA are
described in the
identified Key
Actions under
Section 2.2:

SPM 3 #10,
SPM 4 #1, SPM
5 #1.

Additionally, the
delivery of
permanent
housing
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1). ICMS will
enable the
County to
sustain existing
investments
and increase in
PSH
units/subsidies
in FY 2024-25,
which aligns
with the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability.

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering

Interim Sheltering $9,738,400.00 $9,738,400.00 Transitional Housing for Special
Populations -
Transition Age
Youth (TAY)
The
Transitional
Housing
Program (THP)
for Transitional
Aged Youth
(TAY) is a
Housing First,
Low Barrier,
Harm
Reduction-
based, Crisis
Response
program that
provides up to
36 months of
safe, client-
centered
supportive
services and
access to a 24-
hour residence
for TAY
experiencing
homelessness.

THP for TAY
may operate in
site-based
facilities or in
scattered site
apartments.

The program
supports
participants by
quickly finding
permanent
housing based
on their unique
strengths,
needs,
preferences,
and financial
resources. In
addition, THP
services
connect TAY to
resources that
can help them
improve their
safety and well-
being and
achieve their
housing stability
goals. These
specialized
TAY programs
are designed to
alleviate the
risks associated
with youth
homelessness,
support healthy
development,
foster the skills
needed to
successfully
transition to
adulthood, and
promote long-
term housing
stability while
also providing
connections to
employment,
education,
healthcare, and
mental
healthcare.

THP for TAY
funded and/or
implemented by
County of LA
are described in
the identified
Key Actions
under Section

2.2: SPM 1.b
#6, SPM 1.b
#7, SPM 1.b
#16, SPM 3
#21, SPM 4 #5.

Additionally,
interim housing
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1). THP for
TAY aligns with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability.

Transitional
Housing for
TAY supports
existing
programs and
meets the
State’s 10%
Youth Set-
Aside and
aligns with the
State’s priority
to sustain
existing
investments
towards long-
term
sustainability of
housing.

Improvements to
Existing Emergency

Shelter
Street Outreach
Services
Coordination

Systems Support
HMIS
Administrative
Costs

Total HHAP-5
Dollars Budgeted:
$97,384,000.00
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$9,738,400.00

Youth Set-Aside Minimum
$9,738,400.00

HMIS Maximum
$973,840.00

Administrative Maximum
$6,816,880.00

Does this budget propose to support any new interim housing solutions outside of the youth set- aside?
No
Does this budget propose to support new interim housing solutions for youth in excess of 10% of the total HHAP-5 Dollars budgeted?
No
Administrative Entity 2
Which Administrative Entity is submitting the below budget? CA 600 - LA City and County (LAHSA)
Funding Plan - CA 600 - LA City and County (LAHSA)
Eligible Use
Category
HHAP-5 Dollars
Budgeted
If applicable,
Dollars budgeted
for the Youth Set-
Aside
Activities These
Funds will Support
How are these
Activities
Aligned with
the State's
Priorities?
Rapid Rehousing $40,690,526.57 $3,563,026.64 LAHSA’s Time Limited Subsidy
(TLS) program,
formally known as
Rapid Rehousing
The Time
Limited
Subsidies
program
prioritizes
program, will serve
to connect families,
individuals, and
youth experiencing
homelessness to
permanent housing
through a tailored
package of
assistance that
includes housing
identification, rental
and move-in
assistance, and
stabilization case
management and
services. Funding
for Time Limited
Subsidies contracts
follows a slot-based
model, where a slot
may fund both rental
assistance and case
management
services. The
contracts with local
service providers
allow for flexibility
for providers to
utilize funds solely
for services if rental
assistance is not
needed for
participants. TLS
programs will help
homeless families,
individuals, youth,
and persons
fleeing/attempting to
flee domestic
violence, intimate
partner violence,
and/or human
trafficking solve the
practical and
immediate
challenges of
obtaining permanent
housing while
reducing the amount
of time they
experience
homelessness,
avoiding a near-
permanent
housing
solutions by
offering rental
assistance,
supportive
services, and
other essential
resources to
facilitate
permanent
housing
solutions. By
leveraging
additional
resources like
EHVs, LAHSA
streamlines
pathways to
permanent
housing,
enhancing
throughput from
Interim Housing
to Permanent
Housing and
ultimately
reducing
unsheltered
homelessness
by optimizing
system flow
and turnover of
beds. Efforts to
support TLS
are described in
the identified
Key Actions
under Section

2.2: SPM 3 #2,
SPM 3 #3, SPM
3 #6, SPM 3
#21, SPM 4 #1,
SPM 4 #3, SPM
5 #5, & SPM 6
#3. Additionally,
RRH outcomes
will be
improved by
advancements
in racial equity
outcomes
supported
term return to
homelessness, and
linking to community
resources that
enable them to
achieve housing
stability in the long-
term.

Due to the need for
emergency shelter
and limited beds, it
is essential to
provide access to
permanent housing
to those in
emergency shelter.

HHAP will continue
funding the
expansion of the
time limited subsidy
program, for 1,273
slots. The ability to
successfully
connect those in an
emergency shelter
bed with permanent
housing allows a
single shelter bed to
serve multiple
unsheltered people
throughout the year.

This maximizes the
emergency shelter
system through
creating necessary
turnover in beds and
the ability to
permanently house
individuals through
a subsidy for 24
months.
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

TLS indicates
how LAHSA will
leverage
HHAP-5
funding to
create
opportunities
for people to
become stably
housed,
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Prevention and
Shelter Diversion
$12,528,179.00 $2,290,000.00 LAHSA's Problem
Solving program
assists participants
facing imminent risk
of homelessness
with retaining or
securing permanent
housing, providing
an immediate
solution to
participants from
Problem
Solving
provides
ongoing
support towards
long-term
sustainability of
housing and
supportive
services,
decreasing
becoming
unsheltered and
increasing the total
number of
unsheltered
persons. Preventing
an episode of
homelessness for
low-income, at-risk
households is
achieved by
assessing the
household’s current
housing crisis, and
providing various
forms of
individualized,
client-driven
assistance. Some of
the individualized,
client-driven
assistance that
participants facing
imminent risk of
homelessness need
are short-term
financial assistance,
such as providing
security deposits,
rental arrears and/or
rental assistance.

LAHSA’s Problem
Solving program
also assists low-
income youth and
youth at-risk of
homelessness with
the activities
outlined above.
inflow into the
homeless
services system
by facilitating
resolutions to
housing crises,
preventing new
episodes of
homelessness.

The Key
Actions
identified by
LAHSA for
Prevention and
Shelter
Diversion under
Section 2.2
include: SPM

1.b #1, SPM 2
#4, SPM 2 #5,
& SPM 3 #1.

These actions
indicate how
problem-solving
will enable
people who can
benefit and
retain stable
housing,
consistent with
the State’s goal
for HHAP-5 to
prioritize
permanent
housing
solutions.

Additionally,
problem solving
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Delivery of
Permanent Housing
and Innovative
Housing Solutions

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering

Interim Sheltering $25,436,655.17 $2,808,593.09 LAHSA's Interim Housing budget
covers a variety of
programs for
persons
experiencing
homelessness.

Crisis Housing is a
short-term 24-hour
emergency shelter
that can be
accessed by any
and all adults
experiencing
homelessness.

Crisis housing
provides problem
solving, resource
referrals, and case
management
services to support
participants into
permanent housing.

Bridge Housing
operates similarly to
crisis housing,
however, with the
addition of CES
acuity score
prioritization for
participants to target
referrals and
placements; and a
requirement for
access to clinical
services, as well as
Housing Navigation
Services to be
provided, to better
serve high acuity
Interim Housing
provides
ongoing
support toward
long-term
sustainability of
housing and
supportive
services by
offering
immediate
interventions for
the
unsheltered.

LAHSA
prioritizes
housing
navigation
services for
high-acuity
shelter
participants and
long-term
stayers, aiming
to expedite
housing
placements
from interim
housing and
increase overall
efficiency in the
system, thereby
enhancing
access to both
interim housing
beds and
navigation
services for
individuals
experiencing
persons who may
present with multiple
barriers to housing.

Safe Parking
provides a safe and
secure parking
environment with
access to hygiene,
sanitation, and
supportive services
for households
experiencing
homelessness who
are living in their
vehicles. The
Emergency Shelter
System works to
address and reduce
the unsheltered
population by
providing
participants with
safe, low-barrier,
supportive, 24-hour
temporary housing
with case
management and
supportive services,
as well as resource
referrals and
linkages for medical
and mental health
services.

HHAP funding
supports the
continued and
ongoing operation of
emergency shelter
beds previously
created and/or
enhanced through
utilization of one-
time HEAP, and
rounds 1 & 2 of
HHAP funding.

HHAP-5 funding will
support the
operation of
approximately 968
emergency shelter
unsheltered
homelessness.

The Key
Actions for
Interim Housing
identified by
LAHSA under
Section 2.2
include: SPM

1.b #5, SPM

1.b #6, SPM1.b
#16, SPM 3 #3,
SPM 3 #21,
SPM 4 #5.

These Key
Actions indicate
how LAHSA will
leverage
HHAP-5
funding to
create
opportunities
for people to
become stably
housed,
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
interim housing
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
beds, 110 Safe
Parking spaces, as
well as technical
assistance for
operators of interim
housing and
transitional housing
programs for youth.

SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Improvements to
Existing Emergency
Shelter

Street Outreach
Services
Coordination
$9,096,093.00 $1,594,127.00 Access Centers (or
Day Shelters) are
site-based facilities
that carry out core
screening and
access functions for
the Los Angeles
Continuum of Care
and Los Angeles
County Coordinated
Entry System,
creating an access
point that offers
problem-solving,
emergency service
and supportive
service referrals,
and case
management to
unsheltered
individuals and
families to quickly
connect participants
with these services
to keep the
unsheltered
population from
growing. Access
Centers offer case
management
services, which
support participants
with moving forward
in accessing
permanent housing
through a referral or
match to a housing
resource and/or
Access Centers
serve as point
of access for
unsheltered
persons and
those at
imminent risk of
homelessness
to receive initial
assessments
for services,
resources, and
referrals, and to
engage in
problem-solving
conversations.

The Key
Actions for
Service
Coordination
identified by
LAHSA under
Section 2.2
include: SPM

1.b #6, SPM 3
#2, SPM 4 #5,
SPM 5 #12, &
SPM 6 #3. The
Key Actions
indicate how
LAHSA will
leverage
HHAP-5
funding to
create
opportunities
for people to
become stably
program (such as
RRH (Rapid Re
Housing),
Permanent
Supportive Housing,
Youth Transitional
Housing, affordable
housing, etc.). This
may include but is
not limited to
support with
completing housing
applications,
accompaniment to
housing
appointments and/or
leasing
appointments,
accessing County
and/or other
mainstream
services, and other
support associated
with the housing
placement process.

Part of this service
includes the
developing a
Housing & Services
Plan (HSP) for each
participant receiving
Case Management
services in
coordination with
the participant. The
HSP is the roadmap
of services that are
to be provided,
actions that need to
be taken (by both
staff and the
participant) and
referrals that need
to be made to attain
a housing goal. The
HSP must focus on
actively working
towards permanent
housing and will
outline the
community-based
services which
participants must be
housed,
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
Access
Centers’
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).
linked with to
promote their long-
term housing
stability. Participants
receive referrals for
supportive services
either co-located in
the Access Center
or located outside of
the Access Center
to community-based
services related to
health, mental
health, substance
use, mainstream
benefits, and others
as appropriate.

A portion of
LAHSA's HHAP set-
aside for Youth will
be allocated to
support Access
Centers for Youth,
which serve as the
primary point of
access for youth
experiencing
homelessness to be
connected to
homelessness
resources and
services.

Systems Support $7,626,990.80 $0.00 LAHSA aims to
enhance the
infrastructure of the
homelessness
services system and
advance
accessibility and
outcomes within the
region by bolstering
recruitment and
retention efforts
among the
homelessness
response workforce.

This will be
achieved through
the organization of
LAHSA’s
infrastructure
investments
provide long-
term
sustainability of
housing and
supportive
services by
bolstering the
homelessness
response
workforce
through
education,
recruitment,
and retention.
job fairs in areas
with heightened
hiring demands,
providing hiring
assistance to
community-based
providers, and
offering retention
bonuses to workers
in this sector.

Furthermore,
LAHSA will
collaborate with
community colleges
to facilitate
education and
certification
programs tailored
for the
homelessness
services field, while
also introducing
paid internships and
promoting career
pathways within the
sector.

Moreover, LAHSA
also provides a free
Representative
Payee program that
will bolster the
infrastructure of
homelessness
services by
providing crucial
money management
support to Social
Security
Administration
(SSA) beneficiaries
grappling with
homelessness or its
aftermath. LAHSA's
Representative
Payee Program
covers charges for
eligible participants,
thereby removing
financial barriers
that could impede
Additionally, the
investments
support
community-
based providers
in removing
financial
barriers to
providing
representative
payee services.

The Key
Actions for
Systems
Support
identified by
LAHSA as
reflected in
Section 2.2
include: SPM

1.a #17, SPM

1.a #18, SPM

1.a #19, & SPM
5 #12. By
enhancing the
infrastructure
and advancing
accessibility
and outcomes
within the
region through
recruitment and
retention
efforts, LAHSA
will be well
equipped to
assist and
ensure that all
related projects
being funded
through HHAP-
5 are well-
staffed and
implemented to
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
access to essential
payee services.

Operating as a fee
reimbursement
initiative, the
program aims to
eradicate cost
obstacles that might
deter individuals
from utilizing
necessary
representative
payee services. By
providing this critical
financial support,
the program
enhances the
capacity of
homelessness
service providers to
ensure vulnerable
individuals have the
resources
necessary to
stabilize their lives
within the
homelessness
services
infrastructure.
supportive
services and
prioritize
permanent
housing
solutions.

Additionally,
LAHSA's
infrastructure
will be
improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

HMIS
Administrative
Costs
$7,179,022.70 Administration and
Operations funds
pay for LAHSA staff
who conduct the
following functions,
in order to
effectively and
efficiently plan,
develop, implement,
administer, manage,
support, oversee,
and analyze the
HHAP program,
ensuring all grant
requirements are
met: Executive,
Human Resources,
Communications,
Finance, Equity,
Data Management,
Contracts &
This provides
ongoing
support towards
long-term
sustainability of
housing and
supportive
services.

Historically, the
homelessness
response
system in Los
Angeles County
has lacked
sufficient
funding for vital
support
infrastructure,
including
staffing and
non-personnel
Procurement,
Monitoring &
Compliance,
Information
Technology,
Systems and
Planning
LAHSA staff award
contracts each year
for rapid re-housing,
crisis housing, and
supportive services;
administer more
than 100 provider
relationships that
provide funding for
homeless programs
and services;
develop programs
by leveraging
multiple funding
sources to create
full-service
programs and care
systems that ensure
the LA Continuum of
Care follows the
HEARTH Act;
review and process
service provider
requests for
payment.
investments in
areas like
financial
management,
IT services, and
human
resources. Until
recently, much
of LAHSA's
administrative
work relied on
manual
processes,
hindering
efficiency.

Leveraging
HHAP 5 admin
dollars, LAHSA
aims to
continue
modernizing its
financial and
data
infrastructure
using cloud-
based
technology,
allowing for
seamless
communication
across
platforms. This
upgrade
enhances
operational
efficiency,
reduces
overhead costs,
and facilitates
quicker
reporting of
financial and
performance
data to state
and other
funding
partners,
ultimately
freeing up
resources for
serving people
experiencing
homelessness.

These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Total HHAP-5
Dollars Budgeted:
$102,557,467.24
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$10,255,746.73

Youth Set-Aside Minimum
$10,255,746.72

HMIS Maximum
$1,025,574.67

Administrative Maximum
$7,179,022.71

With rental
assistance and
corresponding
supportive
services, the
Key Actions
identified by the
City of Glendale
under Section

2.2 include:

SPM 1.a #12,
SPM 7.1a #4,
SPM 1.b #10,
SPM 7.1b #4,
SPM 3 #4, SPM
3 #17, SPM 4
#4, SPM 4 #7,
SPM 5 #8, SPM

7.5 #2, SPM 6
#8, & SPM 7.6
#2. These Key
Actions indicate
how the City
will leverage
HHAP-5
funding to
create
opportunities
for people in
Glendale to
become stably
housed,
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
RRH outcomes
will be
improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Prevention and
Shelter Diversion
$28,040.81 $28,040.81 These activities
provide ongoing
support towards
long-term
sustainability of
housing and
supportive services
for homeless/at-risk
youth. The funding
from HHAP-5 will be
solely used for
serving youth.

Funding for
prevention and
shelter
diversion will
allow the City of
Glendale to
divert youth at
risk of or
experiencing
homelessness
from becoming
formally
homeless. The
Key Actions
identified by the
City of Glendale
under Section

2.2 include:

SPM 2 #1 &
SPM 7.2 #3.

These Key
Actions indicate
how the City
will enable
youth who can
benefit from
prevention and
diversion to
retain stable
housing,
consistent with
the State’s goal
for HHAP-5 to
prioritize
permanent
housing
solutions.

Additionally,
prevention and
shelter
diversion
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Delivery of
Permanent Housing
and Innovative
Housing Solutions
.

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering

Interim Sheltering
Improvements to
Existing Emergency
Shelter

Street Outreach $40,000.00 $0.00 Housing Focused
Outreach to assist
persons
experiencing
Housing-
focused
outreach will
enable the City
homelessness to
access permanent
housing and
services in the City
of Glendale CoC.
of Glendale to
bring people
out of situations
that are not
meant for
human
habitation and
better position
them to be able
to successfully
transition to
stable housing
as evidenced in
the City’s Key
Actions in
Section 2.2:

SPM 1.a #15,
SPM 1.a #20, &
SPM 7.1a #12.

These Key
Actions are
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
housing-
focused
outreach
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Services
Coordination

Systems Support
HMIS
Administrative
Costs
$19,628.56 Administrative
activities to support
HHAP-5 program
work.

These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Total HHAP-5
Dollars Budgeted:
$280,408.10
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$28,040.81

Youth Set-Aside Minimum
$28,040.81

HMIS Maximum
$2,804.08

Administrative Maximum
$19,628.57

Does this budget propose to support any new interim housing solutions outside of the youth set- aside?
No
Does this budget propose to support new interim housing solutions for youth in excess of 10% of the total HHAP-5 Dollars budgeted?
No
Administrative Entity 4
Which Administrative Entity is submitting the below budget? CA 606 - Long Beach CoC & City of Long Beach
Funding Plan - CA 606 - Long Beach CoC & City of Long Beach Eligible Use
Category
HHAP-5 Dollars
Budgeted
If applicable,
Dollars budgeted
for the Youth Set-
Aside
Activities These
Funds will Support
How are these
Activities
Aligned with
the State's
Priorities?
Rapid Rehousing
Prevention and
Shelter Diversion
$119,011.34 $0.00 Increase Prevention
and Diversion
services and
expand problem
solving to assist
low-income
participants who are
at imminent risk of
becoming homeless
to secure and/or
retain permanent
housing. Homeless
Prevention is
assistance aimed at
helping rent-
burdened, low-
income participants
resolve a crisis that
would otherwise
lead to a loss of
housing. Homeless
Prevention involves
an assessment of
the household’s
current housing
crisis, along with the
provision of various
forms of
individualized and
client-driven
assistance,
including short-term
financial assistance
(to include rental
assistance arrears,
utility assistance
and arrears; etc.);
housing-conflict
resolution and
mediation with
landlords and/or
property managers;
budgeting; housing
Funding to
increase
prevention and
diversion
services and
expand
problem-solving
will allow the
City of Long
Beach to divert
people at risk of
or experiencing
homelessness
from becoming
formally
homeless. The
Key Actions
identified by the
City of Long
Beach for
Prevention and
Shelter
Diversion are
under Section

2.2 and include:

SPM 7.1a #5,
SPM 1.b #1,
SPM 7.1b #5,
SPM 2 #2, SPM

7.3 #5, & SPM

7.4 #5. These
actions indicate
how the City
will enable
people who can
benefit from
prevention and
diversion to
retain stable
housing,
consistent with
the State’s goal
for HHAP-5 to
search and
connection and
relocation
assistance, for
those who are
unable to retain their
unit; housing
stabilization
planning; legal
assistance; and
other services
required by the
household.
prioritize
permanent
housing
solutions.

Additionally,
prevention and
diversion
services and
problem-solving
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

The City will
also identify
opportunities to
assess and
update policy
and to improve
coordination
with County
and system
partners in
order to prevent
first-time
episodes of
homelessness,
and to prevent
episodes of
homelessness
for persons
exiting local
and County
jails.

Delivery of
Permanent Housing
and Innovative
Housing Solutions
$5,970,443.15 $0.00 ICMS will support
the expansion
Permanent Housing
through supportive
services and
housing subsidies.

Improve services for
The City of
Long Beach’s
case
conferencing,
landlord
engagement,
and services
people in City of
Long Beach PH
programs through
case conferencing,
landlord
engagement, and
Intensive Case
Management and
tenancy support
services (ICMS)
program. Persons
served by this
project are
experiencing
homelessness and
have chronic illness
and/or physical
disability or are high
utilizers of Long
Beach Health and
Human Services’
programs and
resources. ICMS
are designed to be
flexible to meet the
complex needs of
people experiencing
homelessness.

These services
assist clients in
achieving and
maintaining their
health, mental
health, and housing
stability.

ICMS participants
are identified,
prioritized, referred,
and matched
through Long Beach
Coordinated Entry.

HHAP-5 funding will
support both the
provision of ICMS
services, as well as
support Long Beach
Coordinated Entry
with maximizing
utilization of ICMS
services, and
successful housing
placements through
through ICMS,
for people with
chronic
illnesses and/or
physical
disabilities or
for people who
are high
utilizers of the
City’s Health
and Human
Services
programs, will
enable the City
to sustain
existing
investments
and increase
permanent
housing.

Supported
through the Key
Actions
identified by the
City of Long
Beach under
Section 2.2,
they include:

SPM 3 #14,
SPM 3 #15,
SPM 5 #11, &
SPM 6 #9.

These efforts
align with the
State’s HHAP-5
goals to
prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability.

Additionally,
delivery of
permanent
housing
outcomes will
be improved by
advancements
in racial equity
enhanced case
conferencing.
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering

Interim Sheltering $7,473,488.05 $1,500,443.29 HHAP-5 funding for Interim Housing is
allocated to support
and fortify ongoing
operations; increase
access to and
accessibility of;
reduce barriers to
entry and barriers to
participation; and to
improve the quality
of services for two
existing City of Long
Beach Interim
Housing projects – a
Project Homekey
non-congregate
interim housing
program.

Additionally,
$1,500,443.29 will
be used to support a
low-barrier
Navigation Center
for homeless
Transition Age
Youth (TAY).

Both Project
Homekey and the
low-barrier
Navigation Center
Project provide safe,
The City of
Long Beach
programs of
transitional
housing for
youth are
designed to
alleviate the
risks associated
with youth
homelessness,
support healthy
development,
foster the skills
needed to
successfully
transition to
adulthood, and
promote long-
term housing
stability via
Transitional
Housing
Programs
(THPs). The
City’s use of
funding for two
existing
programs.

THPs are
supported
through the Key
Actions
Low-barrier,
Housing First, and
supportive twenty-
four (24) hour
residence to
persons
experiencing
homelessness,
while they are
assessed and
connected to a
broad range of
housing resources
and in an effort to
resolve their
homelessness
situation as quickly
as possible.
identified by the
City of Long
Beach CoC
under Section

2.2 and include:

SPM 7.1a #5,
SPM 1.b #8,
SPM 7.1b #5,
SPM 7.3 #5,
SPM 4 #15, &
SPM, 7.4 #5.

These actions
align with the
State’s HHAP-5
goals to
prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability.

Additionally,
interim housing
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Interim Housing
for TAY
supports
existing
programs and
meets the
State’s 10%
Youth Set-
Aside and
aligns with the
State’s
priorities.

Improvements to
Existing Emergency
Shelter

Street Outreach
Services
Coordination
$77,200.00 HHAP-5 funds are
allocated in support
of wrap-around
services and Re-
Entry Services.

Long Beach
Homeless Services
partners with Long
Beach Police and
LA County
Probation (who has
staff co-located at
the City’s Multi-
Service Center) to
provide outreach,
jail in-reach and
identify eligible
participants.

Homeless Services
provides screening,
assessment, intake,
and case
management to
support persons
experiencing
homelessness with
justice involvement,
ensuring individuals
are connected to
and engaged in
legal services,
employment
services, mental
health, and
substance abuse
treatment services.

Wrap-around
services and re-
entry services
will provide
continued
funding for
housing to
provide
screening,
assessment,
intake, and
case
management to
support people
experiencing
homelessness
with justice
involvement.

These services
being
implemented by
the City of Long
Beach are
described in the
identified Key
Actions in
Section 2.2 and
include: SPM 5
#10 & SPM 6
#9. Additionally,
services
coordination
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

With this
support, the
City will be
better
positioned to
coordinate with
system partners
(i.e.,
mainstream
County
departments) to
better plan for,
arrange, and
triage service
for justice-
involved
persons and
persons exiting
institutions.

This
coordination of
care will reduce
exits to
homelessness
for justice-
involved
persons and
support the City
to quickly
prepare justice-
involved people
to successfully
transition to
stable housing,
consistent with
the State’s
HHAP-5 goal to
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Systems Support $163,935.72 HHAP-5 funds
allocated here are in
support of the City’s
regional planning,
data collection,
collaboration, and
application
Support for the
City’s regional
planning, data
collection,
collaboration,
and application
processes, the
processes and will
support the City with
successfully
coordinating and
implementing Key
Actions with County,
LAHSA, and system
partners.

City of Long
Beach will be
well equipped
to assist and
ensure that all
related projects
being funded
through HHAP-
5 are
implemented
and continue to
operate, as
evidenced in
the City’s Key
Actions under
Section 2.2 and
include: SPM

1.a #8 & SPM 4
#10.

Additionally,
systems
support
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

With this
support, the
City will have
the systems
support need to
pursue the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

HMIS $150,044.30 HHAP-5 funding for
HMIS directly
enables the
coordination,
implementation,
training,
and partnership of
all participating
homeless services
agencies to
eliminate duplication
of services, expedite
participant’s
immediate needs,
and streamline
housing
placements.

The Long Beach
HMIS (LB HMIS) is
administered by the
Continuum of
Care(CoC) lead
agency, the City of
Long Beach
Homeless Services
Bureau (HSB).

This software is
used by agencies
including but not
limited to homeless
service providers,
housing agencies,
healthcare
providers, and
governments.

Agencies use the
LBHMIS to capture
participant data and
data provisions of
housing and
services for
individuals and
families who are at
risk of
homelessness or
are currently
These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.
experiencing
homelessness. The
system being
implemented in LB
HMIS is Clarity
Human Services by
Bitfocus, a web-
based software
system that uses a
single participant
record for all
programs within the
Long Beach
Continuum of Care,
which allows
agencies to
accurately track and
coordinate services.

The
HMIS technology
improves service
delivery, provides
system
performance, and
supports the
evaluation of service
effectiveness. By
gathering and
analyzing data on
the individuals and
families who
experience
homelessness over
time, the CoC can
work to increase
performance and
outcomes, which is
a direct benefit for
the agencies
utilizing the system.

Funding for HMIS
will further support
system
management and
system
improvements, via
creation and
implementation of
HMIS
enhancements,
including the
buildout of a
Community Queue
for Prevention and
Rapid Rehousing,
which will support
Long Beach CES
with streamlining
and optimizing the
prioritization,
referral, and
matching of
additional system
resources.

Administrative
Costs
$1,050,310.29 HHAP-5 funds
allocated here are in
support of the City’s
administration of
HHAP funding and
programming.

Funds support the
City’s costs for
personnel
overseeing contract,
grant, and financial
management of
HHAP funds, as well
as the associated
overhead expenses
for those staff
(space costs, travel,
training, technology,
equipment, etc.)
These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Total HHAP-5
Dollars Budgeted:
$15,004,432.85
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$1,500,443.29

Youth Set-Aside Minimum
$1,500,443.28

HMIS Maximum
$150,044.33

Administrative Maximum
$1,050,310.30

Collaborate with the
City of Los Angeles’
Youth Development
Department to
design programs
using HHAP 4 and 5
youth set aside
funds to meet the
specific needs of
homeless youth.

The programs will
focus on education
and job placement
for homeless youth
in addition to
providing interim
and permanent
housing options.

Funding for
RRH will
provide
continued
support for
programs that
provide time
limited
subsidies to
people
experiencing
homelessness
to assist them
in accessing
permanent
housing quickly
including
through access
centers and for
a limited
amount of time.

With time-
limited
subsidies and
corresponding
supportive
services
(supported by
other funding
streams), the
Key Actions
identified by the
City of LA
under Section

2.2 including:

SPM 2 #3, SPM
3 #3, SPM 3
#21, SPM 4 #3,
SPM 4 #16,
SPM 5 #5, &
SPM 6 #3 ,
indicate how
the City will
leverage
HHAP-5
funding to
create
opportunities
for people in LA
to become
stably housed,
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
TLS outcomes
will be
improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Prevention and
Shelter Diversion
$392,003.00 Assistance with food
security and funding
of Rapid Resolution
Specialists.

Continue to support
service providers to
provide meals at
Funding for
Prevention and
Shelter
Diversion will
allow the City of
LA to support
rapid resolution
program locations.

In instances where
meal preparation is
not a viable option,
service providers
will continue to
receive funding to
provide meals
through catering
services or grocery
or food cards.
specialists who
are trained to
divert people at
risk of or
experiencing
homelessness
from becoming
homeless. The
City’s
assistance with
food security
will enable
provider
partners to help
clients access
food benefits
and free up
other
household
resources to be
used toward
stable housing.

The Prevention
and Shelter
Diversion Key
Actions being
implemented by
the City of LA
under Section

2.2 include:

SPM 1a #14 &
SPM 1b #14.

These efforts
indicate how
the rapid
resolution
specialists and
food security
assistance will
enable people
who can benefit
to retain stable
housing,
consistent with
the State’s goal
for HHAP-5 to
prioritize
permanent
housing
solutions.

Additionally,
Prevention and
Shelter
Diversion
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Delivery of
Permanent Housing
and Innovative
Housing Solutions

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering
$99,438,494.00 Services at City's
existing Interim
Housing Sites
Operating
subsidies will
cover
supportive
services at
Interim Housing
sites. The
services will
include several
treatment and
wellness
centers, as well
as hygiene
programs
across the City
that provide
supportive
services to
people
experiencing
homelessness
while they are
awaiting
permanent
housing
placement.

Operating
subsidies for
interim housing
being executed
by the City of
LA are
described in the
identified Key
Actions under
Section 2.2.
and include:

SPM 7.1a #6,
SPM 1b #9,
SPM 2 #3, SPM
6 #4, & SPM 6
#6. With these
services in
place, people
living in Interim
Housing Sites
will be better
positioned to
successfully
transition to
permanent
housing,
consistent with
the State’s
HHAP-5 goal to
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
Operating
Subsidies for
Interim Housing
outcomes will
be improved by
advancements
in racial equity
outcomes
supported
through the
identified Key
Action under
Section 2.2
(SPM 7.1a #2,
SPM 7.1b #1,
SPM 7.2 #1,
SPM 7.3 #1, &
SPM 7.4 #1).

Interim Sheltering $843,745.00 Existing Emergency
Shelter Program
(pop-up shelters
and motel vouchers
for extreme weather
condition shelters).

Placing unhoused
Angelenos into
interim housing
during extreme
weather conditions
provide an
opportunity for
engagement.

People placed
during an
emergency
operation shall
receive connections
to housing
navigation supports
to connect to
permanent housing.

Support for the
City of LA’s
existing
Emergency
Shelter
program
(specifically
pop-up shelters
and motel
vouchers to be
used for
extreme
weather
conditions), will
provide
continued
funding used to
supplement
existing Motel
Voucher
programs, and
services for
shelters. The
City of LA’s Key
Actions for
interim housing
efforts are
described in
Section 2.2 and
include: SPM 2
#3, SPM 3 #19,
SPM 4 #4, SPM
6 #4, & SPM 6
#6. With this
support, the
City will be able
to bring people
out of situations
that are not
meant for
human
habitation and
better position
them to be able
to successfully
transition to
stable housing,
consistent with
the State’s
HHAP-5 goals
to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Additionally,
Interim Housing
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Improvements to
Existing Emergency
Shelter

Street Outreach $20,259,503.00 Outreach and
Hygiene Services.

HHAP 4 and 5
funding will focus on
increasing housing
navigation services
so that people,
regardless of
waiting in an interim
site or are
unsheltered are
document ready to
move into
permanent housing
when a permanent
option becomes
Outreach and
hygiene
services will
provide
continued
funding for
Homeless
Engagement
Teams,
Multidisciplinary
Teams, and
other homeless
outreach
programs the
City has funded
across City
available. Along with
document readiness
clients shall also be
well established with
medical and mental
health services if
needed.

Council
Districts. The
outreach and
hygiene service
efforts funded
and
implemented by
City of LA are
described in the
identified Key
Actions in
Section 2.2 and
include SPM 1b
#15, SPM 1b
#17, SPM 7.2
#5, SPM 7.3
#8, SPM 4 #14,
& SPM 6 #4.

With this
support, the
City will be able
to bring people
out of situations
that are not
meant for
human
habitation and
better position
them to be able
to successfully
transition to
stable housing,
consistent with
the State’s
HHAP-5 goal to
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
outreach and
hygiene service
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Services
Coordination
$3,489,334.00 Helping to
coordinate medical
and mental health
appointments,
obtaining benefits
and medical
insurance through
service contracts.

Making referrals to
community-based
services through
service contracts.

Supporting
service
providers to
hire additional
housing
navigation and
clinically
licensed staff
with the focus
on coordination
with medical
and health
appointments,
obtaining
benefits and
medical
insurance, and
making
referrals to
community-
based services
will provide
continued
funding for
housing
navigation
services and
health-related
services to
provide support
to people
experiencing
homelessness
and
transitioning to
permanent
housing. The
City of LA’s Key
Actions for
services
coordination in
Section 2.2
include: SPM
1b #17, SPM 3
#18, SPM 3
#20, SPM 4
#13, SPM 4
#14, SPM 5 #9,
SPM 7.5 #4, &
SPM 7.6 #4.

With this
support, the
City will better
and more
quickly prepare
people to
successfully
transition to
stable housing,
consistent with
the State’s
HHAP-5 goal to
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
service
coordination
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Systems Support $8,870,059.00 Ensure adequate
staffing through
either direct hires or
supporting existing
LAHSA teams to
have readily
By
incorporating
regional data
into housing
needs the City
will be well
available and up to
date data, to
incorporate regional
data into the City’s
housing assessment
needs. Develop a
regional needs
assessment.

Continue the work
of the Racial Equity
Group within the
City of LA’s City
Administrative
Office (CAO) to
address racial
equity Citywide
Fund HMIS. HHAP-
5 regional planning
and application
process.
equipped to
assist and
ensure that all
related projects
being funded
through HHAP-
5 are
implemented
and continue to
operate,
evidenced in
the City of LA’s
Key Actions in
Section 2.2
including: SPM

7.2 #5, SPM

7.3 #8, & 7.4
#6. With this
support, the
City will have
the systems
support need to
pursue the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Additionally,
systems
support
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

HMIS
Administrative
Costs
$2,633,427.00 Grant administration Administrative
costs will
provide funding
to the City of LA
for positions to
help administer
the grant funds
and reporting
requirements.

These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Total HHAP-5
Dollars Budgeted:
$164,335,500.00
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$16,433,550.00

Youth Set-Aside Minimum
$16,433,550.00

HMIS Maximum
$1,643,355.00

Administrative Maximum
$11,503,485.00

Expanding the
City of
Pasadena’s
RRH rental
subsidies,
move-in
expenses,
landlord
incentives, and
housing
retention
services will
provide
continued
funding for
programs that
provide support
to people
experiencing
homelessness
to assist them
in accessing
permanent
housing quickly.

The Key
Actions for
RRH efforts
identified by the
City of
Pasadena
under Section

2.2 include:

SPM 1.a #9 &
SPM 3 #22.

These Key
Actions indicate
how the City
will leverage
HHAP-5
funding to
create
opportunities
for people in
Pasadena to
become stably
housed,
consistent with
the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
RRH outcomes
will be
improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Prevention and
Shelter Diversion

Delivery of
Permanent Housing
and Innovative
Housing Solutions

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering
Interim Sheltering $208,651.51 $79,952.26 Support non-
congregate interim
housing with motel
vouchers for adults,
families, and youth
in the City of
Pasadena CoC.

Provide funding for
motel vouchers for
adults and families
($128,651.51) and
youth (Youth Set
Aside –$79,952.26)
in the City of
Pasadena CoC.

The City of
Pasadena will
support non-
congregate
interim housing
with motel
vouchers for
adults, families,
and youth in the
City in order to
provide a stable
environment
that will
increase
likelihood of
successful
transitions to
permanent
housing.

This work is
supported
through the Key
Actions
identified by the
City of
Pasadena
under Section

2.2 and include:

SPM 1.b #12 &
SPM 1.b #13.

Additionally,
interim housing
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1). These
activities align
with the State’s
HHAP-5 goals
to prioritize
permanent
housing
solutions and
sustain existing
investments
toward long-
term
sustainability.

Improvements to
Existing Emergency
Shelter

Street Outreach $175,000.00 $0.00 Outreach to entire
City of Pasadena
CoC geographic
area. Provide
services for people
experiencing
unsheltered
homelessness to
help them transition
to interim and
permanent housing
with services
attached, housing
navigation, harm
reduction services.

Outreach
conducted with
a Housing First
and Harm
Reduction
approach
throughout the
entirety of the
City of
Pasadena’s
geographic
area will help
people
experiencing
unsheltered
homelessness
transition to
interim and
permanent
housing with
services
attached. The
City’s outreach
efforts are
described in the
identified Key
Actions in
Section 2.2 and
include: SPM

7.1b #7 & SPM

7.6 #4.

Outreach
funded and
implemented
will enable the
City to bring
people out of
situations that
are not meant
for human
habitation and
better position
them to be able
to successfully
transition to
stable housing,
consistent with
the State’s
HHAP-5 goal to
sustain existing
investments
toward long-
term
sustainability of
housing and
supportive
services.

Additionally,
outreach
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

Services
Coordination

Systems Support $159,904.52 $0.00 Incorporate regional
data into local
housing needs
assessment,
collaborate on
regional housing
strategies, planning
activities to advance
and track progress
in Pasadena CoC
Homelessness Plan
and Regionally
By
incorporating
regional data
into local
housing needs
assessments,
assessing
regional needs,
and regional
planning with
HHAP-5
partners, the
Coordinated
Homelessness
Action Plan.

City of
Pasadena will
be well
equipped to
drive progress
toward goals
outlined in the
CoC’s
Homelessness
Plan and the
Regionally
Coordinated
Homelessness
Action Plan, as
evidenced in
the City of
Pasadena’s
Key Actions in
Section 2.2:

SPM 1.a #16,
SPM 7.2 #6,
and SPM 7.3
#9. With this
support, the
City will have
the systems
support needed
to pursue the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Additionally,
systems
support
outcomes will
be improved
through
advancements
in racial equity
outcomes
supported by
the identified
Key Action
under Section

2.2 (SPM 7.1a
#2, SPM 7.1b
#1, SPM 7.2
#1, SPM 7.3
#1, & SPM 7.4
#1).

HMIS
Administrative
Costs
$55,966.57 Grant
administration.

These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Total HHAP-5
Dollars Budgeted:
$799,522.60
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$79,952.26

Youth Set-Aside Minimum
$79,952.26

HMIS Maximum
$7,995.23

Administrative Maximum
$55,966.58

Does this budget propose to support any new interim housing solutions outside of the youth set- aside?
No
Does this budget propose to support new interim housing solutions for youth in excess of 10% of the total HHAP-5 Dollars budgeted?
No
Certification
Participating Eligible Applicant 1
Participating Eligible Applicant
Los Angeles County
Certification Los Angeles County
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Danielle Zapata
Phone
(213) 948-2837
Email
[email protected]
Participating Eligible Applicant 2
Participating Eligible Applicant
CA 600 - LA City and County (LAHSA)
Certification CA 600 - LA City and County (LAHSA)
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Rachel Johnson
Phone
(213) 518-2170
Email
[email protected]
Participating Eligible Applicant 3
Participating Eligible Applicant
City of Los Angeles
Certification City of Los Angeles
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Bindu Kannan
Phone
(213) 574-4392
Email
[email protected]
Participating Eligible Applicant 4
Participating Eligible Applicant
CA 612 - Glendale CoC
Certification CA 612 - Glendale CoC
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Arsine Isayan
Phone
(818) 550-4474
Email
[email protected]
Participating Eligible Applicant 5
Participating Eligible Applicant
CA 606 - Long Beach CoC
Certification CA 606 - Long Beach CoC
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Paul Duncan
Phone
(562) 570-4581
Email
[email protected]
Participating Eligible Applicant 6
Participating Eligible Applicant
CA 607 - Pasadena CoC
Certification CA 607 - Pasadena CoC
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Jennifer O’Reilly-Jones
Phone
(626) 744-8305
Email
[email protected]
Participating Eligible Applicant 7
Participating Eligible Applicant
City of Long Beach
Certification City of Long Beach
On behalf of the above entered participating eligible applicant, I certify that all information included in this Application is true and accurate to the best of my knowledge.

Name
Tom Modica
Phone
(562) 570-5091
Email
[email protected]

MEMORANDUMOFUNDERSTANDING
RegionallyCoordinatedHomelessActionPlanCommitment
THISMEMORANDUMOFUNDERSTANDING(MOU)ismadeandenteredintobyand betweentheLosAngelesCountyChiefExecutiveOffice-HomelessInitiative,(hereinafterreferred toas“CEO-HI’),theLosAngelesHomelessServicesAuthority(hereinafterreferredtoasLAI-ISA), theCityofGlendale,theCityofLongBeach,theCityofLosAngeles,andtheCityofPasadena, collectivelyreferredtoasthe“Parties”

RECITALS
WHEREAS,onSeptember29,2023,theCaliforniaInteragencyCouncilonHomelessness (CalICH)announcedtheavaiLabilityoftheRegionallyCoordinatedHomelessHousing, AssistanceandPreventionProgram(HHAP)Round5(HHAP-5)grantftinding; WHEREAS,theCalifornialegislatureappropriated$1billiontofundHHAP-5,whichmakes available5760millionoftheSIbillionappropriatedtoeligiblecities,counties,andContinuums ofCare(CoCs)fortheHHAP-5baseallocationsand59.5millionforplanningallocations; WHEREAS,theLosAngelesregionfaceschallengesincreatingacohesiveregionalstrategythat meetsuniquelocalneedsacrossitsgeographicarea.TheLosAngelesregionspansmultiple jurisdictions,andincludestheCountyofLosAngeles,CityofLosAngeles.CityofGlendale,City ofLongBeach,andCityofPasadena,inadditiontoanumberofruralcommunities,unincorporated areas,andfourCoCs.CoCsarelocalplatmingbodiesthatworktocoordinatehousingandservices forhomelessindividualsandfamilies.LAHSAisaJointPowersAuthorityformedbytheCountyof LosAngelesandtheCityofLosAngelesandistheleadagencyfortheLosAngelesCoC.Thecities ofGlendale.LongBeach,andPasadenaeachcontainadistinctCoCwithintheirjurisdictionscovering thatspecificarea;
WHEREAS,theCalICRNoticeofFundingAvailability(XOFA)identifiestheLosAngelesCoC, theGlendaleCoC,theLongBeachCoC.thePasadenaCoC.theCountyofLosAngeles,theCityof LosAngeles,andtheCityofLongBeachaseligibleapplicantsfortheHHAP-5grantfunding.Cal CHrequiresalleligibleapplicantstoapplyjointlyaspartofa“region.”Regionisfurtherdefinedin theNOFAasthegeographicareaservedbyacounty,includingallcitiesandallCoCswithini WHEREAS,theHHAP-5grantfundingapplicationrequiresthesubmissionofaRegionally CoordinatedHomelessActionPlan(RCHAP),amongstotherdocuments,includingthisMOU; WHEREAS,theRCHAPistobedevelopedbytheParties,withinputfromcommunityandregional partnerscommittedtoendinghomelessnessintheRegion;
WHEREAS,theRCHAPmustbesubmittedwiththeHHAP-5applicationandinaccordancewith theHHAP-5NOFA;andthisMOUmustbesignedbyeachofthePartieswhereintheycommitto participateinandcomplywiththeRCHAP;and
WHEREAS,itistheintentofthePartiesheretothatthisMOUbeinconformitywithallapplicable federal,state,andlocallawsandspecificallymeettheregulatoryrequirementsofHHAP-5, NOW,THEREFORE,thePartiesmutuallyagreeasfollows:

ARTICLE!
A.Definitions:ThefollowingdefinitionsshallapplytothisArticle; “CollaboratingEntity(ies)”shallmeananyoralloftheHHAP-5Applicants,asthe contextprovides.
“HHAP-5Applicants”shallmeantheCountyofLosAngelesLAHSA,theCityof Glendale.theCityofLongBeach,theCityofLosAngeles,andtheCityofPasadena. “LeadEntity”shallmeantheentitythatisresponsibleforimplementationandoversight oftheactivitiesofthespecificprogramorstrategyintheRCHAP.

8.Commitments:ThePartiesacknowledgeandherebycommittoparticipateandcomplywith theactions,roles,andresponsibilitiesintheRCUAP,whichisincorporatedbyreferenceherein andmadeapartofthisMOUasAddendumI.TheParties’commitmentstotheRCHAP,including allamendmentsorupdatesthereto.aresummarizedbelow.

I.TheParties’rolesandresponsibilitieswithintheRegionofLosAngelesCounty,as specifiedinSection2.1inAddendumI,RCHAP.foroutreachandsitecoordination,siting anduseofavailablepublicland,thedevelopmentofinterimandpermanenthousingoptions, andcoordinating,connecting,anddeliveringservicestoindividualsexperiencing homelessnessoratriskofexperiencinghomelessnessaresummarizedbelow:
a.LARSA,asLeadEntity,shallleadtheCoordinatedOutreachSystem,withHHAP-5 ApplicantsasCollaboratingEntities.
b.TheCityofLosAngeles,asLeadEntity,shallleadencampmentresolutionwithinthe CityofLosAageles.
c.CountyofLosAngeles(County),asLeadEntity,shallleadencampmentresolution effortsintheCounty’sunincorporatedareasand87othercities(excludingtheCityof LosAngeles).
i.LAFISA,asLeadEntity,shallleadcollaborationeffortsinencampmentresolution forboththeCityofLosAngelesandCounty.
ii.AllPartiesareCollaboratingEntitiesinencampmentresolutionfortheirrespective jurisdictions.
2 d.LAHSA,asLeadEntity,shallleadtheregionwideCoordinatedEntrySystem(CES), withHHAP-5Applicants,asCollaboratingEntities,throughparticipationinCES,as wellastheCESPolicyCouncil.
e.TheCityofGlendale,CityofLongBeach,CityofLosAngeles,CityofPasadena,and theCounty(fortheunincorporatedareas),asLeadEntitiesandshallleadthesitingand useofavailablepubliclandwithintheirjurisdictions.CountyandLAHSAshallbe CollaboratingEntitiesintheseefforts.
f.EachHHAP-5ApplicantistheLeadEntityandshallleadthedevelopmentofinterim andpermanenthousinginitsrespectiveareaoftheRegionofLosAngelesCounty,with Countyprovidinghandingopportunitiesandstrategicguidancetoalljurisdictions,and housingdevelopmentleadershipinunincorporatedareasoftheRegionofLosAngeles. i.CountyandLAHSA,asCollaboratingEntities,shallprovidesupportiveservices inhousingdevelopmentefforts.
ii.CountyandLAHSAareLeadEntitiesandshallleadprogramsaimingtosecure privatemarketrentalunitsforvouchersholders,includingtheadvancementofa MasterLeasingProgramthroughLAHSA.
g.EachHHAP-5Applicant,astheLeadEntity,shallleadeffortstocoordinateandconnect ondeliveryservicesincollaborationwithitslocalserviceproviders. i.County,asLeadEntity,shallleadeffortstoallocatelocalMeasureHhanding throughouttheRegionofLosAngelesCountyandtoconnectindividualsatriskof orexperiencinghomelessnesstoCountyservicesforwhichtheyareeligible,with allHHAP-5ApplicantsasCollaboratingEntities.
ii.LAHSA,asLeadEntity,shallleadtheproblem-solvingefforts,optimizationof housingnavigationfortheRegionofLosAngelesCounty,andworkforceand organizationalcapacityefforts,withallHHAP-5ApplicantsasCollaborating Entities.

2.TheParties’rolesandresponsibilitiesforKeyActionsasspecifiedinSection2.2in AddendumI,RCHAPtoimprovetheSystemPerformanceMeasures(SPMs)are summarizedbelow:
a.AllHHAP-5Applicants,asLeadEntities,shallIcadeffortstotrackeachoftheSPMs byraceandethnicityforeachoftheparticipatingCoCs.
b.CountyandLAHSA,asLeadEntitics,shallco-leadimplementationoftheregional outreachteams.LAHSA,asLeadEntity,shallupdateoutreachcoordinationmaps. c.LAHSA,asLeadEntity,shallleadtheshallowsubsidyprogram.Countyisthe CollaboratingEntity.
3 d.LAHSA,asLeadEntity,shallleaddocumentcollectionininterimhousing,withthe remainingHHAP-5ApplicantsastheCollaboratingEntities.
e.LAHSA,asLeadEntity,shallleaddevelopmentofanequityevaluationframeworkand theremainingHHAP-5ApplicantsshallbetheCollaboratingEntities. f.LAHSAandCounty.asLeadEntities,shallco-leadeffortstoincreaserentalsubsidies forindividualswhoarehomelessoratriskofhomelessnessandtheremainingHHAP-5 ApplicantsshallbetheCollaboratingEntities.
g.ForspecificKeyActionstoreduceSPMsacrosstheentireRegionofLosAngeles County,eachHHAP-5ApplicantisLeadEntityforKcyActionStepsforitsjurisdiction. withCountyand/orLAI-ISAasCollaboratingEntities.

3.TheParties’rolesandresponsibilitiesforKeyActionsasspecifiedinSection2.3in AddendumI.RCHAPtoensureracialandgenderequityinservicedelivery,housing placements,housingretention,andanyothermeanstoaffirmequitableaccesstohousing andservicesforracialandethnicgroupsovenepresentedamongresidentsexperiencing homelessnessaresummarizedbelow:
a.CountyandLAHSA,asLeadEntities,shallleadeffortstoensureracialandgender equityforservicesandhousing.
i.CountyandLAHSA,asLeadEntities,togethershallleadregionaleffortsto implementrecommendationsfromtheBlackPeopleExperiencingHomelessness andLatinxhomelessnessworkgroups.
ii.CountyandLAHSA.asLeadEntities,togethershallleadeffortstodisseminate informationaboutfundingopportunitiestounderservedcommunitiesandexamine bestwaystodevelopftmdingpreferencesandscoringcriteria.
iii.County.asLeadEntity,shallleaddevelopmentandimplementationofanaction plantoimproveBlacktenants’retentionratesintime-limitedsubsidiesand PermanentSupportiveHousingprograms.withLAHS.kastheCollaborating Entity.
iv.County,asLeadEntity.shallalsoleadeffortstoincreasethenumberofpeoplewith livedexperiencewhoareBlack/Latinx/AmericanIndian&AlaskaNative(AlAN) workinginthehomelessservicessector,withLAHSAasaCollaboratingEntity. v.County,asLeadEntity,alsoleadstheCountyCEOsAnti-Racism,Diversity,and Inclusion(ARDI)UnittosupportimplementationofBlackPeopleExperiencing 1-lomelessnessrecommendations,withLAHSAandtheCityofLosAngelesas CollaboratingEntities.
4 vi.LAHSA.asLeadEntity,shallleadtheefforttoimplementnewCESassessment toolsthatwillrelyonallHHAP-5ApplicantsasCollaboratingEntities. b.TheCityofGlendale,CityofLongBeach,CityofLosAngeles,andCityofPasadena, asLeadEntities,shallleadworktoensureracialandgenderequityinservicesand housingintheirlocaljurisdictions.Examplesfromtwoofthejurisdictions,CityofLos AngelesandCityofPasadena,include:
i.TheCityofLosAngeles,asLeadEntity,shallleaditscommunity’scontinued effortstoimplementaprocurementprocessthatgivesadditionalconsiderationto biddersfromcerlifiedminorityenterprises,withLAHSAandCountyas CollaboralingEntities.
ii.TheCityofPasadena,asLeadEntity,shallleadeffortsinitscommunityto incorporategenderintoongoingracialequityassessmentstoidentifypotential genderinequities.

4.TheParties’rolesandresponsibilitiesforKeyActionsasspecifiedinSection2.4in AddendumI.RCHAP.toreducehomelessnessamongindividualsexitinginstitutional settings.includingbutnotlimitedtojails.prisons,hospitals,andanyotherinstitutionssuch asfostercare,behavioralhealthfacilities,etc.asapplicableintheregionaresummarized below:
a.CountyandLAHSA.asLeadEntities,shallco-leadeffortstodedicateinterimhousing forpeoplewhoarerecentlyreleasedorwillbereleasedfromjailwithin60dayswith thegoalofreducinghomelessnessandrecidivism.
b.TheCityofLosAngeles,asLeadEntity,shallleadeffortstoreducerecidivismandhelp individualsexperiencinghomelessnessresolveminorcriminalinfractionsintheCityof LosAngeles,incollaborationwithCountyasaCollaboratingEntity.CountyisLead Entityforworkoncriminalrecordclearingcountywide.
c.LAHSA,asLeadEntity,shallleadeffortstopartnerwiththeCountyDepartmentof ChildrenandFamilyServices(DCFS)tosupportfamiliesandyouthexitingprograms throughproblem-solving,withCountyasCollaboratingEntity. d.TheCityofLosAngeles,asLeadEntity,shallleadeffortstoincreaseavailable transitionalageyouth(TAY)bedsthroughproject-basedtransitionalhousing,with CountyasaCollaboratingEntity.

5.TheParties’rolesandresponsibilitiesforKeyActionsasspecifiedinSection2.5in AddendumI,RCKAP,intheutilizationoflocal,state,andfederalfundingprogramstoend homelessnessaresummarizedbelow:
a.County.asLeadEntity,shallallocatefundingtoHHAP-5Applicantsfromthefollowing fundingsourcescontingentonCountyBoardofSupervisors’approvalofthehinds:
5 MeasureHFunding(throughtheMeasureHfundingtermperiod,June2027)and CountyGeneralFund.EachoftheHHAP-5Applicantsleadstheutilizationofthe fundingforthosespecificfundingsourcesoncemonieshavebeendistributed. b.Forallotherfundingsources.LAHSA,CityofGlendale,CityofLongBeach,Cityof LosAngeles,CityofPasadena,andCounty(forunincorporatedareas),asLeadEntities, shallleadtheutilizationoflocal,state,andfederalfundingprogramsforeachoftheir respectivejurisdictions.

6.TheParties’rolesandresponsibilitiesforKeyActionsasspecifiedinSection2.6in AddendumI,RCHAP,toconnectindividualstowrap-aroundservicesfromalleligible federal,state,andlocalbenefitprogramsaresummarizedbelow:
a.County,asLeadEntity,shaLlLeadtheworkconnectingtomainstreambenefitsinthe RegionofLosAngelesCounty.withtheremainingHHAP-5Applicantsas CollaboratingEntities.
b.LAHSA,CityofGlendale,CityofLongBeach,andCityofPasadena,asContinuums ofCare(CoCs),areCollaboratingEntitieswiththeCountyoneffortsintheirownlocal communitiestoconnectpeopleexperiencingoratriskofhomelessnesstobenefits,often incollaborationwithotherCountypartners.Examplesfromtwoofthejurisdictions.

CityofGlendaleandCityofLongBeach,include:
i.TheCityofGlendalehasfundingtoleadworkmoredeeplywithhealthcare partnersinitscommunitytoincreasesupportforclientsinpermanentsupportive housingthroughtheHousingandHomelessIncentiveProgram(HHIP)in partnershipwithitsMedi-Calmanagedcareplanpartners.
ii.TheCityofLongBeachCoCleadseffortsincollaborationwithlocalprovidersand CountytouseMobileAccessCenter(MAC).Multi-ServiceCenter(MSC).

Outreach,and/orREACHprogramtomakereferralsinitscommunityto mainstreambenefitsandprovideaccesstoservicesandbenefitenrollment.

7.CountysCEO-HIwillleadtheconveningofanew.regularHHAP-5Applicantmeeting andallHHAP-5Applicantswillcollaborate—atleastquarterly.

8.l-IHAP-5Applicantsshallattendexistingmeetings/venuesonspecificsubjectmatters relatingtohomelessnessthatHE-IAP-5Applicantscollaboratein,asapplicable(forexample, CESPolicyCouncil).

ARTICLEII
Term:ThisMOUshallbecomeeffectiveonMarch27,2024,andshallterminateonJune30,2028, unlessextended,inwholeorinpartbyallParties,asprovidedinthisMOU. 6 ARTICLEIII
Fiscal:ThereshallbenoremunerationbetweenthePartiesrelatedtotheexecutionand implementationofthetermsofthisMOU.

ARTICLEIV
ChangestoMOU:ThisMOUmayheamended,includingamendmentsthatincorporatefuture HHAP-5requirementsthatmayberequestedbythehinder,bymutualconsentofthePartieshereto.

Saidamendmentsshallbecomeeffectiveonlywheninwiitiiigandhillyexecutedbydulyauthorized officersofthePartieshereto.

ARTICLEV
AuthorizedSignatures:ThePartiestothisMOLrepresentthattheundersignedindividuaLs executingthisMOUontheirrespectivebehalfarehillyauthorizedtodosobylaworotherappropriate instrumentandtobinduponsaidPattiestotheobligationssetforthherein.

ARTICLEVI
ElectronicSignatures:EachPartyagreesthattheelectronicsignatures,whetherdigitalorencrypted, ofthePartiesincludedinthisMOU.areintendedtoauthenticatethiswritingandtohavethesame forceandeffectasmanualsignatures.ElectronicSignaturemeansanyelectronicvisualsymbolor signatureattachedtoorlogicallyassociatedwitharecordandexecutedandadoptedbyaPartywith theintenttosignsuchrecord,includingfacsimileoremailelectronicsignatures,pursuanttothe CaliforniaUniformElectronicTransactionsAct(Cal.Civ.Code§1633.1to1633.17)asamended fromtimetotime.
7 INWiTNESSWHEREOF,thePartiesheretohaveexecutedthisMOUonthedatesindicatedbelow.

LOSANGELESCOUNTYChiefExecutiveOffice
By:cJfrt4CV{A4J’Dated:13
8 10
IN WITNESS WHEREOF, the Parties hereto have executed this MOU on the dates indicated below.

CITY OF GLENDALE
By: Dated:
3/18/2024

12 IN WITNESS WHEREOF, the Parties hereto have executed this MOU on the dates indicated below.

CITY OF LOS ANGELES

By: Dated:

March 14, 2024

13 IN WITNESS WHEREOF, the Parties hereto have executed this MOU on the dates indicated below.

CITY OF PASADENA

By: Dated:

Nicholas Rodriguez (Mar 13, 2024 10:01 PDT) 03/13/2024
These activities
support the
State’s HHAP-5
goals to sustain
existing
investments
toward long-
term
sustainability of
housing and
supportive
services and
prioritize
permanent
housing
solutions.

Total HHAP-5
Dollars Budgeted:
$102,557,467.24
Total HHAP-5
Youth Set-Aside
Dollars Budgeted:
$10,255,746.73

Youth Set-Aside Minimum
$10,255,746.72

HMIS Maximum
$1,025,574.67

Administrative Maximum
$7,179,022.71

With rental
assistance and
corresponding
supportive
services, the
Key Actions
identified by the
City of Glendale
under Section

2.2 include:

SPM 1.a #12,
SPM 7.1a #4,
SPM 1.b #10,
SPM 7.1b #4,
SPM 3 #4, SPM
3 #17, SPM 4
#4, SPM 4 #7,
SPM 5 #8, SPM

2.2 include:

SPM 2 #1 &
SPM 7.2 #3.

Delivery of
Permanent Housing
and Innovative
Housing Solutions
.

Operating
Subsidies-
Permanent Housing

Operating
Subsidies-Interim
Sheltering

Interim Sheltering
Improvements to
Existing Emergency
Shelter

Street Outreach $40,000.00 $0.00 Housing Focused
Outreach to assist
persons
experiencing
Housing-
focused
outreach will
enable the City

Exhibit 4
Applicants Ability to Implement Requirements
Pre-award Risk Assessment Worksheet

1. Financial Stability

YES NO NA
Comments
(Explanation of answer/response)
a. Has the organization had changes to key
staff or positions in the past twelve (12)
months?
☐ ☐ ☐
b. What is the turnaround time for
submitting payment request to funding
entities?
☐ ☐ ☐
c. Does the organization owe any funds to
the Federal Government?
☐ ☐ ☐
d. Does agency have reserve funds? ☐ ☐ ☐

2. Management System ☐ ☐ ☐
a. Does the accounting system provide for
the recording of actual grant/contract
costs according to categories of your
approved budget, and provide for
complete disclosure?
☐ ☐ ☐
b. Has your organization had changes to
business systems in the past twelve (12)
months?
☐ ☐ ☐
c. Is there a time and effort tracking
system in place to adequately record staff
hours worked against awards?
☐ ☐ ☐
d. Describe the internal controls that are
in place to ensure compliance to contract
requirements.
☐ ☐ ☐
e. Is your organization familiar with
Federal cost principles?
☐ ☐ ☐
f. Does your organization have an
accounting manual?
☐ ☐ ☐
g. Does your organization have experience
managing grant funds, loans or other
types of financial assistance?
☐ ☐ ☐
1 ACKNOWLEDGEMENT OF REQUIRED ASSURANCES
This page must be signed and submitted with the applicant’s response to this NOFO . This notification must contain the signature of the person(s) authorized to execute a contract on behalf of the organization.

Responses which do not contain a signed Acknowledgement of Required Assurances are ineligible for consideration.

By submitting a response to this NOFO and by my signature on this document, I understand and agree that any contract resulting from this solicitation will require compliance with the requirements of the contract and with the statutes, regulations, requirem ents and policies identified below, including but not limited to:

1. Labor and Safety Standards
a. Drug-Free Workplace Act of 1988, 41 U.S.C. 701 et seq.; b. Federal Fair Labor Standards Act, 29 U.S.C. 201 et seq.; c. Work Hours and Safety Act of 1962, 40 U.S.C. 237 -330; 40 U.S.C 3701 -3708 and Department of Labor Regulations, 29 CFR, Part 5;

2. Anti-Discrimination
a. Age Discrimination Act of 1975, Public Law 94-135, 42 U.S.C. 6101-07, 45 CFR Part 90, Non-discrimination in Federally Assisted Programs;
b. Americans with Disabilities Act of 1990, Public Law 101-336; c. Equal Employment Opportunity, Executive Order 11246, as amended by Executive Order 11375 and supplemented in U.S. Department of Labor Regulations, 41 CFR Chapter 60;
d. Executive Order 11246, as amended by Executive Order 11375, 11478, 12086 and 12102;
e. Handicapped Employees of Government Contractors, Rehabilitation Act of 1973, Section 503, 29 U.S.C. 793;
f. Minority Business Enterprises, Executive Order 11625, 13170, 15 U.S.C. 631; g. Minority Business Enterprise Development, Executive Order 12432, 48 CFR 32551; h. Nondiscrimination and Equal Opportunity, 24 CFR 5.105(a); i. Nondiscrimination in benefits, Title VI of the Civil Rights Act of 1964, Public Law 88-352; j. Nondiscrimination in Federally Assisted Construction Contracts, Executive Order 11246, 42 U.S.C. 2000e, as amended by Executive Order 11375, 41 CFR Chapter 60; k. Section 3, Housing and Urban Development Act of 1968, 12 U.S.C. 1701u (See 24 CFR 570.607(b));
l. Compliance with Federal and State laws and regulations relating to the prevention of discriminatory employment practices;

2 3. Office of Management and Budget Circulars
a. Compliance with Uniform Guidance (2 CFR 200), Cost Principles, and Audit Requirements for Federal Awards.
a. Lobbying and Disclosure, 42 U.S.C. 3537a and 3545 and 31 U.S.C. 1352 (Byrd Anti - Lobbying amendment); 31 U.S.C. 1352

4. Fair Housing and Equal Opportunity
a. Organization will comply with Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000(d)) and 3535(d) and regulations pursuant thereto (Title 24 CFR part I), which state that no person in the United States shall, on the ground of race, color or national o rigin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity for which the applicant receives Federal financial assistance, and will immediately take any measures necessary t o effectuate this agreement. With reference to the real property and structure(s) thereon which are provided or improved with the aid of Federal financial assistance extended to the applicant, this assurance shall obligate the applicant, or in the case of any transfer, transferee, for the period during which the real property and structure(s) are used for a purpose for which the Federal financial assistance is extended or for another purpose involving the provision of similar services or benefits. b. It will comply with the Fair Housing Act (42 U.S.C. 3601 -19), as amended, and with implementing regulations at 24 CFR part 100, which prohibit discrimination in housing on the basis of race, color, religion, sex, disability, familial status or national origin.

Conflict of Interest:

The applicant should disclose conflicts of interest, in writing, to the evaluation committee who will consider the nature of the applicant’s responsibilities and the degree of potential or apparent conflict in deciding the course of action that the applicant needs to take to remedy the conflict of interest.

Signature of Authorized Representative: __________________________ Typed Name and Title: ___________________________
Date Signed: ___________________________
HHAP 5
Organizations
$192,738.73 Rapid Re‐
Housing
Youth Set
Aside
Street
Outreach Admin TOTAL
$28,040.81 City of Glendale
Administration $19,628.57 $19,628.57 Motion:
$40,000.00 Glendale Youth Alliance $28,040.81 $28,040.81 Motion by:

City (recipient) $19,628.57 Armenian Relief Society $96,369.36 $96,369.36 2nd by:

Total: $280,408.11 Ascencia $40,000.00 $40,000.00 Date/Time:

Home Again Los Angeles $96,369.37 $96,369.37
TOTAL: $192,738.73 $28,040.81 $40,000.00 $19,628.57 $280,408.11 TOTAL AVAILABLE:* $192,738.73 $28,040.81 $40,000.00 $19,628.57 $280,408.11 Difference (should be $0): $0.00 $0.00 $0.00 $0.00 $0.00 Nonprofits
(subrecipients)
YounesianAdmin
Agency & Project
BOARD DECISIONBudget
Rapid Rehousing
2/26/2025
12:48:00 PM
MOTION
Youth Set‐Aside
Prevention (10%)
Approve funding
recommendation
Street Outreach Eulmessekian
EXHIBIT 5

EXHIBIT 6

HHAP-5 Regional ApplicaƟon- Key System Performance Measures for Glendale CoC-CA612

SPM 1a: Number of People accessing services who are experiencing homelessness.

Key Actions:
 Reduce the number of people experiencing homelessness in the City of Glendale CoC by the end of the performance period. Measure the number of individuals experiencing homelessness by the end of the performance period by utilizing the PIT and HMIS data.
 Update outreach coordination maps to expand geographic coverage and access for the City of Glendale CoC.
 Support City of Glendale CoC Outreach teams and coordinators who engage and connect unsheltered people experiencing homelessness (PEH) to needed resources and services with the ultimate goals of connecting them with permanent housing.

Goals: Racial and Ethnic disparities amount those accessing services who are experiencing homelessness

 Reduce the African American and Latino population experiencing homelessness in the City of Glendale.
 Continue to track demographics in the City of Glendale by race and ethnicity of those accessing outreach services on a quarterly basis.
 Reduce the daily count of Latinx single adults experiencing unsheltered homelessness in the City of Glendale CoC.

SPM 2: Number of People accessing services who are experience homelessness for the ϐirst time
Key Actions:
 Increase Prevention & Diversion Services to reduce first time homelessness of youth in the City of Glendale CoC.
 Affirmatively market eviction prevention programs, including for youth, within the City of Glendale CoC to the Latino population.

SPM 3: Number of People existing homelessness into Permanent Housing Key Actions:

 Enhance Permanent Housing exits through prioritization of Rapid Rehousing (RRH) in RFPs and increase program model implementation.
 Expand rental subsidies for individuals and families in the City of Glendale  Increase exits to permanent housing for Black or African Americans in the City of Glendale CoC through partnerships and utilizing landlord incentives.  Reduce the length of time homeless by increasing landlord engagement efforts in the City of Glendale CoC.

SPM 4: Average length of time that people experienced homelessness while accessing services Key Actions:
 Reduce length of time homeless by increasing landlord engagement efforts in the City of Glendale CoC.

SPM 5: Percent of people who return to homelessness within 6 months of existing homelessness response system to permanent housing.

Key Actions:
 Reduce length of time homeless by increasing landlord engagement efforts in the City of Glendale CoC.
 Reduce recidivism in the City of Glendale CoC through the expansion of supportive services and post-lease support

SPM 6: Number of People with successful placements from street outreach projects.

Key Actions:
 Implement a targeted strategy in the City of Glendale CoC to increase successful placements focusing on prioritizing RRH and Housing First Approaches.  Increase successful exits to emergency shelter, safe haven transitional housing, or permanent housing destinations for Black or African Americans in the City of Glendale CoC by standardizing our Coordinated Entry alongside community engagement and advocacy.

Key Actions the Region Will Take to Ensure Racial and Gender Equity in Service Delivery , Housing Placements, Housing Retention.
 Increase participation of People with Lived-Expertise on the Continuum of Care (CoC) Board
 Continue annual racial equity assessments to identify potential disparities within the homeless response system.
 Implement a transparent and standardized process that priorities individuals based on need rather than demographic factors through revised assessment tools.

 Ensure provision of ongoing case management and supportive services, as needed by individuals and families that are successfully housed, as part of the City of Glendale’s contracting process with homeless providers.  Incorporate racial and gender equity as part of procurement processes to ensure all proposals from agencies will advance racial equity at every level of programming.

Agencies must address disproportionality in access to services, service provisions, and outcomes.

Key Actions to Reduce the Number of People Experiencing Homelessness Upon Exiting a Prison
 Partner with the Verdugo Jobs Center to offer employment opportunities under the Prison to Employment Initiative to those exiting prisons to incr ease the likelihood individuals will not fall into homelessness which, in turn, reduces rates of recidivism.

The Program provides workforce services, su ch as skill training, work experience, job search and case management to applic ants who are referred by probation or parole officers.

Key Actions to Reduce the Number of People Experiencing Homelessness Upon Exiting a Hospital
 Secure additional funding to hire additional hospital liaisons in order to improve the current discharge planning process betwee n the CoC, its providers and the local hospitals. Gain access to countywide resources to strengthen partnerships between LA County DMH/LA County DHS and local hospitals for ongoing support City of Glendale CoC Glendale Memorial, Glendale Adventist LA County DHS, LA County D M H , L A C a r e / H e a l t h N e t , A s c e n c i a u p o n discharge. Increase access/partnership opportunities with managed care plans to develop local recuperative care programs.

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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Elderly Nutrition Program Amendment No. 2 with Los Angeles County Aging and Disabilities Department for FY 2024-2025.

2. Resolution of Appropriation to appropriate:
a. $39,900 in NCC funding to C2 Home Delivered Meals Program. b. $18,500 in OTO funding to C2 Home Delivered Meals Program.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
The Community Services & Parks (CSP) Department is requesting acceptance of $39,900 in additional baseline Net County Cost (NCC) funding and $18,500 in One- Time-Only (OTO) grant funding for ENP C2-Home Delivered Meals Program for FY2024-2025 from Los Angeles County Aging and Disabilities Department (AD) through Amendment No. 2 to the four-year subaward.

Combined NCC and OTO funding will allow the ENP program to provide an additional 7,113 meals for C2, support hourly wages for the C2 meal staff, and obtain general supplies for the program operations.

NCC and OTO funding was not appropriated as part of the FY 2024-2025 budget process; therefore, staff is requesting appropriation of the additional funds. 208 of 379

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RECOMMENDATION
That the City Council authorize acceptance of $58,400 in NCC and OTO funding from Los Angeles County AD for FY 2024-2025 and authorize the City Manager to execute Amendment No. 2 of the Subaward ENP242505 period July 2024 – June 2025 to implement the funding; and appropriate those funds to the C2 Home Delivered Meals Program.

ANALYSIS
CSP has been providing meal service to seniors 60 years of age and older in the greater Glendale area since 1979 with Older Americans Act grant funding administered by Los Angeles County AD. The ENP provides an important opportunity for social contact and is the only meal many seniors receive in a day.

The ENP program is operated through the Senior Services Unit, which provides comprehensive, long-term services that include Congregate Meal (C-1), Home Delivered Meals (C-2), Emergency Meals, Telephone Reassurance and Supportive Services. The goal of these services is to assist the seniors in our community to maintain their independence and live in their own homes.

The City’s ENP Congregate Meals program operates two congregate meal sites serving lunch seven days per week at the Adult Recreation Center and five days per week at Sparr Heights Community Center. An average of 4,000 meals per month are served in the program to more than 500 unduplicated seniors annually.

The ENP Home Delivered Meals program is for homebound seniors requiring food delivery assistance for physical and/or medical reasons and is substantiated by a doctor’s order before beginning program services. Program services include a weekly delivery of seven frozen meals that include bread, fruit, milk, and dessert. The Emergency Meals program is part of the Home Delivered Meals program and provides three days’ worth of shelf-stable meals to clients enrolled in the program per fiscal year. The Telephone Reassurance program is also a part of the Home Delivered Meals program and ensures that seniors who are shut-in receive a weekly well-being call.

The City contracts with TRIO Community Meals, LLC to provide congregate and home- delivered meal catering services for the ENP program. The contract period is from December 1, 2022, through November 30, 2026. The cost-per-meal rate is as follows:
•Congregate Meals $4.56 per meal
•Home Delivered Meals $4.75 per meal
In addition, the City has a purchase order with Revolution Foods to provide Emergency Meals to Home Delivered Meals program clients for three days’ worth of shelf stable meals at a unit rate of $6.85 per meal.

CSP was awarded an ENP grant award from LA County AD for baseline funding in FY 2024-25 through a noncompetitive process whereby the City entered into a subaward 209 of 379

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agreement for a one-year term, commencing July 1, 2024, through June 30, 2025, with three additional options to renew annually for an anticipated total subaward term of four years. The subaward is currently in Year One (2024-2025) of the anticipated total four- year term. In September 2024, additional Modernizing Older Californians Act (MOCA) funding was awarded in the amount of $72,600 for C1 and C2 and implemented pursuant to Amendment No. 1.

Amendment No. 2 will implement $39,900 in additional baseline Net County Cost (NCC) funding and $18,500 in One-Time-Only (OTO) grant funding for ENP C2-Home Delivered Meals Program. NCC and OTO funding is a reimbursable grant and requires a 12% cash match. The LA County AD reimbursement rate for ENP NCC and OTO funding for meal service delivery for FY 2024-2025 is as follows:

Meal Type Funding Source Reimbursement Rate Per Meal
Home Delivered Meals NCC $8.21
Home Delivered Meals OTO $8.21
Combined NCC and OTO funding will enable the City to provide an additional 7,113 meals for C2 through June 30, 2025.

STAKEHOLDERS/OUTREACH
The ENP operates as part of the Senior Services Unit located at the Adult Recreation Center and has an additional meal site at Sparr Heights Community Center. Program services are advertised quarterly in the CSP Leisure Guide, in the CSP newsletter, in CSP social media and website, and outreach is conducted with other community agencies to ensure the public is aware of the available services.

FISCAL IMPACT
The NCC and OTO combined grant award of $58,400 was not included as part of the FY 24-25 budget. Therefore, staff is requesting appropriation of $39,900 in C2 NCC funding and $18,500 in C2 OTO funding from grant revenue as outlined below:

Requesting Appropriation
Amount From (Account String) To (Account String) Funding Source $33,787 31240-2700-CSP-0020-
P0000
CSP01338AG
43110-2700-CSP-
0020-P0000
CSP01338AG
Nutritional Meals
Grant Fund
$5,000 31240-2700-CSP-0020-
P0000
CSP01338AG
41300-2700-CSP-
0020-P0000
CSP01338AG
Nutritional Meals
Grant Fund
$1,113 31240-2700-CSP-0020-
P0000
CSP01338AG
45350-2700-CSP-
0020-P0000
CSP01338AG
Nutritional Meals
Grant Fund
$18,500 31240-2700-CSP-0020-
P0000
41300-2700-CSP-
0020-P0000
Nutritional Meals
Grant Fund
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CSP01339AG CSP01339AG

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The action being considered does not constitute a “project” within the meaning of CEQA pursuant to CEQA Guidelines section 15378(b)(4) as it creates a government funding mechanism or constitutes other government fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment; thus, it is not subject to CEQA pursuant to CEQA Guidelines section 15060(c)(3).

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve acceptance and appropriation of $58,400 in ENP NCC and OTO funding from Los Angeles County AD for the FY 2024-2025 ENP; which will result in fewer meals available to seniors.

Alternative 2: The City Council may consider any alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Onnig Bulanikian, Director of Community Services & Parks Prepared by:

Tereza Aleksanian, Assistant Director of Community Services & Parks Maggie Kavarian, Community Services Manager
Aylin Isayan, Community Services Supervisor
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
None
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MOTION
Moved by Council Member ____________________________, seconded by Council Member ___________________________, that, with respect to the report of the Director of Community Services & Parks dated April 15, 2025, the City Council of the City of Glendale hereby authorizes the acceptance of FY 2024-2025 Net County Cost (NCC) and One- Time-Only (OTO) funding from the County of Los Angeles Aging and Disabilities Department in the amount of $58,400 for provision of the Elderly Nutrition Program (ENP); and hereby authorizes the City Manager or a designee to execute Amendment No. 2 to the County of Los Angeles Aging and Disabilities Department ENP Subaward Number ENP242505, period July 2024 – June 2025, to accept and implement the funding.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Declaration of Certain City-owned properties as “Exempt Surplus” from the Surplus Land Act (“SLA”) – revised resolution

1. Resolution finding and declaring certain City-owned properties are exempt from the Surplus Land Act

COUNCIL ACTION
Item Type: Consent Calendar
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
On March 4, 2025, the City Council adopted Resolution No. 25-31 making findings and declaring ten City-owned properties exempt from the Surplus Land Act (SLA) using the “Small Surplus Land Parcel” exemption. Staff submitted the Resolution to the State Housing and Community Development Department (HCD) for review and HCD noted that one assessor parcel number (APN) for Downtown Lot 7 (300 E. Broadway) was misidentified. The HCD requests the resolution be readopted with the corrected APN and resubmitted. The HCD has indicated they concur with the City’s exemption findings, however issuing an approval is contingent upon submitting the revised resolution with the corrected APN for Lot 7.

RECOMMENDATION
Adopt the revised resolution declaring certain City-owned properties exempt from the Surplus Land Act and authorize submission to HCD for review and approval.

ANALYSIS
On March 4, 2025, the City Council adopted Resolution No. 25-31 making findings and declaring the following ten City-owned properties exempt from the Surplus Land Act (SLA) using the “Small Surplus Land Parcel” exemption for properties less than one-half acre (21,780 SF):
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LOCATION ADDRESS APN SIZE (SF)
1) Downtown Lot 2 303 N. Maryland 5643-019-900 20,375
2) Downtown Lot 4 210 N. Maryland 5642-016-900 14,250
3) Downtown Lot 7 300 E. Broadway 5642-004-911* 7,500
4) Downtown Lot 15 208 N. Orange 5642-015-902 7,750
5) Montrose Lot 1 3727 Verdugo 5615-001-900 12,700
6) Montrose Lot 2 2400 Honolulu 5615-002-900 11,590
7) Montrose Lot 4 2326 Florencita 5807-024-900 14,350
8) Montrose Lot 5 2366 Florencita 5807-023-900 3,730
9) Montrose Lot 6 2310 Florencita 5807-024-901 7,748
10) 805 Fairmont** - 5635-019-902 18,956
*Note – This APN was misidentified as -913 instead of -911. **Note- Site is an irregular shaped remnant from the Fairmont Avenue Overpass project and is developed with a 7,113 SF building.

During HCD’s review of Resolution No. 25-31 they noted that the Lot 7 APN referenced above, was misidentified (one digit was off). HCD requests the resolution be readopted with the corrected APN so they have a complete and correct record of the City’s request.

The revised resolution restates the appropriate findings for the ten “Small Surplus Land Parcel” properties and if adopted will be submitted directly to the HCD representative per HCD’s request. As previously noted and restated, these properties qualify as “exempt surplus land” under Government Code Section 54221(f)(1)(B) because each property is less than one-half acre (21,780 SF) and are not contiguous to land owned by a State or local agency that is used for open-space or low- and moderate-income housing purposes.

STAKEHOLDERS/OUTREACH
N/A

FISCAL IMPACT
There is no fiscal impact associated with this report.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The proposed resolution declaring the properties exempt surplus property is itself exempt from the California Environmental Quality Act (CEQA) because the requested action is for purposes of property characterization under the SLA for purposes of potential future disposition by sale or lease, and provides no entitlement or agreement to develop the properties. Based on these facts, it can be seen with certainty that there 216 of 379

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is no possibility that this activity may have a significant effect on the environment pursuant to CEQA Guidelines Section 15061(b)(3).

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION

1. Not adopt the revised resolution. This would leave the exemption status unresolved because the HCD will not approve the City’s requested exemption without the revised resolution.

2. Any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Bradley Calvert, Director of Community Development
Prepared by:

Mark Berry, Deputy Director of Community Dev/Economic Dev Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
None.
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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDALE

FINDING AND DECLARING CERTAIN CITY-OWNED PROPERTY
LOCATED, RESPECTIVELY, AT 303 N. MARYLAND, 210 N. MARYLAND, 300 E. BROADWAY, 210 N. ORANGE, 3727 VERDUGO, 2400 HONOLULU, 2326 FLORENCITA, 2366 FLORENCITA, 2310 FLORENCITA, AND AT 805 FAIRMONT WITHIN THE CITY OF GLENDALE AS EXEMPT FROM

THE SURPLUS LAND ACT WITH REVISED ASSESSOR PARCEL NUMBER FOR DOWNTOWN LOT 7

THE CITY COUNCIL OF THE CITY OF GLENDALE FINDS AS FOLLOWS:

A. The City of Glendale owns ten (10) parking lots (collectively referred to as the "Properties"), shown in the table below, and as further depicted on Exhibits "A" (Site Map) and Exhibit "B" (Google Maps and Parcel Maps highlighted), attached hereto and incorporated herein by this reference.

LOCATION ADDRESS APN SIZE (SF)
1) Downtown Lot 2 303 N. Maryland 5643-019-900 20,375
2) Downtown Lot 4 210 N. Maryland 5642-016-900 14,250
3) Downtown Lot 7 300 E. Broadway 5642-004-911 7,500
4) Downtown Lot 15 210 N. Orange 5642-015-902 7,750
5) Montrose Lot 1 3727 Verdugo 5615-001-900 12,700
6) Montrose Lot 2 2400 Honolulu 5615-002-900 11,590
7) Montrose Lot 4 2326 Florencita 5807-024-900 14,350
8) Montrose Lot 5 2366 Florencita 5807-023-900 3,730
9) Montrose Lot 6 2310 Florencita 5807-024-901 7,748
10) Park & Ride Lot 805 Fairmont 5635-019-902 18,956
B. City Council directed staff to explore the potential for ground leasing and developing small City-owned parking lots as part of the City’s overall budget strategy and to look at larger City-owned parking lots as part of the City’s effort to meet the City’s affordable housing goals, which larger lots are part of a separate resolution. 218 of 379

C. Prior to any disposition of the Properties the Council must consider whether the Properties are subject to the Surplus Land Act (Gov. Code, §§ 54220- 54234)(“SLA”), which aims to make local public land that is no longer needed for government purposes available for building affordable housing, and provides for exemptions.

D. SLA Guidelines, section 103(c)(3) provides an exemption for Small Surplus Land Parcels that are less than one-half acre (21,780 SF)( and which are not contiguous to land owned by a state or local agency that is used for open-space or low-and moderate-income housing purposes.

E. All of the Properties referenced herein qualify for the “small surplus land parcel” exemption because they are less on 21,780 SF (See Exhibit “B” parcel maps), and none of them are contiguous to land owned by a state or local agency that is used for open-space or low- and moderate- income housing purposes. (See Exhibit “C” Google maps).

F. None of the none of the Properties require issuance of a Notice of Availability for open space be sent (per Surplus Land Act Guidelines Section 103(d)) to any park or recreation department of the city, county or regional park authority where the land is located because the Properties are:

1. Not located within a coastal zone. The City of Glendale is located approximately 20 miles from the Pacific Ocean.

2. Not adjacent to a historical unit of the State Parks System. All of the Properties are located in urban setting not adjacent to any state, local or regional parks.

3. Not listed on or determined by the State Office of Historic Preservation to be eligible for listing on, the National Register of Historic Places. All of the Properties are parking lots on which no historic resources are present.

4. Not located within the Lake Tahoe Region. Glendale is located in Southern California.

G. This declaration of exempt surplus property is exempt from the California Environmental Quality Act (CEQA) because it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment pursuant to CEQA Guidelines Section 15061 (b)(3). The future sale or lease of the properties, if approved by the City Council, would be exempt from CEQA pursuant to CEQA Guidelines Section 15312 (Surplus Government Property Sales) because the Property would be declared exempt surplus property pursuant to the Surplus Land Act and is not located in an area of statewide, regional, or areawide concern identified in CEQA Guidelines Section 15206(b)(4).

THE CITY COUNCIL OF THE CITY OF GLENDALE HEREBY RESOLVES AS FOLLOWS:

1.Incorporation of Findings. The City Council hereby incorporates by this reference the findings set forth above as true and correct. 219 of 379

2.Declaration of Exemption (Surplus Land Act). The City Council finds and declares that the Properties are "exempt surplus property" under the SLA because the Properties qualify as exempt pursuant to SLA Guidelines section 103(c)(3) as small surplus land parcels, each a non-contiguous, distinct unit of land less than 21,780 SF, and not contiguous to land owned by a state or local agency that is used for open-space or low- and moderate- income housing purposes.

3.CEQA Exemption. This declaration is exempt from the California Environmental Quality Act (CEQA) because it can be seen with certainty that there is no possibility that this activity may have a significant effect on the environment pursuant to CEQA Guidelines Section 15061 (b)(3). The future sale of the Property, if approved by the City Council, would be exempt from CEQA pursuant to CEQA Guidelines Section 15312 (Surplus Government Property Sales) because the Property would be declared exempt surplus property pursuant to the Surplus Land Act and is not located in an area of statewide, regional, or areawide concern identified in CEQA Guidelines Section 15206(b)(4).

PASSED and ADOPTED this _________day of 2025.
_________________________
Mayor

ATTEST:

City Clerk
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STATE OF CALIFORNIA )
) SS

COUNTY OF LOS ANGELES )
I, Suzie Abajian, Ph.D., City Clerk of the City of Glendale, certify that the foregoing Resolution was adopted by the Council of the City of Glendale, California, at a regular meeting held on the ____ day of ________________, 2025, and that same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:

_________________________
City Clerk
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EXHIBIT “A”

SITE MAP
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EXHIBIT “B”

GOOGLE MAPS AND PARCEL MAPS

HIGHLIGHTED
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Amended and Restated Professional Services Agreement with Vital Medical Services LLC for medical services extending the term for one year beginning on July 1, 2025.

COUNCIL ACTION
Item Type: Action Item
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
Vital Medical Services LLC (Vital) provides medical services for Police Department arrestees and inmates. The current contract with Vital expires on June 30, 2025. In anticipation of releasing a Request for Proposal (RFP), a Request for Information (RFI) was issued to determine what other companies offer similar services, and to identify other potential services that might be available to the city. In order to complete the RFP process based upon the research gathered from the RFI, staff is requesting a one-year extension of the current contract.

RECOMMENDATION
Authorize the City Manager to execute an Amended and Restated Professional Service Agreement for a one-year extension with Vital Medical Services LLC.

ANALYSIS
On October 21, 2014, the City Council authorized the Glendale Police Department (GPD) to enter into a Professional Services Agreement (PSA) with Vital Medical Services LLC for professional medical services for arrestees and inmates in the GPD jail. In October 2017, the City Council authorized a second three-year agreement with Vital. In April 2020, the City Council approved a five-year extension of the contract, which is set to expire on June 30, 2025.
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Throughout the contract period, Vital Medical Services has provided comprehensive medical care, including blood draws, medical screenings, pregnancy testing, Narcan administration and training, telehealth services, and medical oversight, reliably meeting operational and regulatory expectations.

In anticipation of releasing a RFP, GPD issued a RFI to potentially identify any additional vendors capable of providing similar medical services. It was also intended to solicit information to identify additional services that could be provided to further improve delivery of service and efficiency for jail operations. The results of the RFI highlighted new medical services that could be provided and the importance of an extensive evaluation process to ensure that a contract awarded to a medical services vendor through the RFP process meets the comprehensive and specific needs of GPD. Based on these findings, GPD will initiate the RFP process which is anticipated to take approximately six to eight months.

Therefore, GPD is seeking to extend the current contract through an Amended and Restated Professional Service Agreement with Vital Medical Services for one year to allow GPD staff sufficient time to conduct a RPF and ensure continuity of operations during the process.

STAKEHOLDERS/OUTREACH
N/A

FISCAL IMPACT
The Amended and Restated Professional Service Agreement with Vital Medical Services will cost $627,698 for a not-to-exceed amount of $5,107,924, which will be requested as part of the FY 2025-26 annual budget process. No new appropriation is being requested at this time.

FY 2025-26 Proposed Appropriation
Amount Account String Funding Source
$627,698 43110-1010-GPD-7002-P6502 General Fund –
Contractual Services

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The action being considered does not constitute a “project” within the meaning of the CEQA pursuant to CEQA Guidelines Section 15378(a) as it has no potential for resulting in either a direct physical change in the environment or a reasonable foreseeable indirect physical change in the environment. Even if it is a project, it is exempt pursuant to 14 C.C.R. § 15061(b)(3).
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CAMPAIGN DISCLOSURE
See Exhibit A.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Deny the request to extend the PSA, which would cause operational disruptions due to the fact that arrestees and inmates would have to be transported to a hospital for medical clearance/blood draws.

Alternative 2: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Manuel Cid, Police Chief
Prepared by:

Rafael Quintero, Police Captain
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit A – Campaign Disclosure
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MOTION
Moved by Council Member , seconded by Council Member , that the Council of the City of Glendale hereby authorizes the City Manager, or a designee, to execute an Amended and Restated Professional Services Agreement with Vital Medical Services LLC, to extend the term for one year beginning on July 1, 2025 at a cost of $627,698 for a not- to-exceed amount of $5,107,924.

Vote as Follows:

Ayes:

Noes:

Absent:

Abstain:
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City of Glendale

DISCLOSURE - CAMPAIGN FINANCE ORDINANCE
A contractor must provide the information listed below when: A subcontractor must provide the information listed below when:

The City Contract has a total anticipated or actual value of $50,000 or more; or The subcontract through a City Contract has a total anticipated or actual value of $25,000 or more; or
A combination or series of City Contracts have a value of $50,000 or more. A combination or series of subcontracts, for the same or different projects, have an aggregate value of $25,000 or
more. Information that must be disclosed: Name of the person, entity, or organization (i.e., the Contractor or Subcontractor) Name of the Chief Executive Officer/President
Chief Operating Officer
Chief Financial Officer
Chairperson
All members of the Board of Directors
All persons who own more than 10% of the person, entity, or organization Name of any campaign committee owned or controlled by the person, entity, or organization Please complete the following disclosure form:

Contractor(s)*:

Name Address
Full Name Title Business Address City State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
* Contractor is the person, entity, or organization that is the party, or prospective party, to the contract with the City, , or HA or any member of that persons, entitys, or organizations Board of Direct ors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons name and business address.

Vital Medical Services, LLC 701 N. Brand Blvd., Ste. 850, Glendale, CA 91203

N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A
See Attachment 701 N. Brand Blvd., Ste. 850 Glendale CA 91203 See Attachment 701 N. Brand Blvd., Ste. 850 Glendale CA 91203 Armen Vartanian 701 N. Brand Blvd., Ste. 850 Glendale CA 91203 230 of 379

Rev. 6/7/12 J:\FILES\DOCFILES\ORD\CAMPAIGN CONTRIBUTION\DISCLOSURE FORM CONTRACTOR 6-7-12.doc Subcontractor(s)**:

Name Address
Full Name Title Business Address City State Zip
Chairperson
Chief Executive Officer / President
Chief Operating Officer
Chief Financial Officer
Board of Directors
More than 10% interest owner
** Subcontractor is the person, entity, or organization that has entered into a contract for the performance of all or a portion of the work undertaken under an agreement with an architect, design professional, engineer, or general or prime contract, usually by a general or prime contractor. Subcontractor includes any member of that persons, entitys, or organizations Board of Directors, its Chairperson, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, any person with an ownership interest of more than ten percent (10%) in that person, entity, or organization, and any campaign committee that is owned or controlled by that person, entity, or organization. Above please disclose these persons name and business address.

Campaign Committee owned or controlled by:

Title Business Address City State Zip

CERTIFICATION
On behalf of the above-named Contractor Subcontractor:

I acknowledge that I have a continuing obligation to update this disclosure form if I substitute or if I select additional architects, design professionals, contractors, or subcontractors within ten (10) days of the selection or change; and I hereby certify that:

I have identified all persons for which the Ordinance requires disclosure; The information in this disclosure form (and any attachment to this form) is true, accurate, correct, and complete; and I have been legally authorized to submit this disclosure form.

In total, this disclosure form (including attachments) is pages.

Executed on: , 20 , at: , California.

Signature: Print Full Name:

Address:

Phone Number: E-mail Address:
3 March 24 25 Glendale
818-905-1700 [email protected]
Armen Vartanian
701 N. Brand Blvd., Ste. 850, Glendale, CA 91203
x
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Managers of Vital Medical Services, LLC

1. Armen Vartanian

2. Angelique Campen

3. James A. Dal Pozzo
More than 10% Interest Owner of Vital Medical Services, LLC

1. Armen Vartanian, 701 N. Brand Blvd., #850, Glendale, CA 91203

2. A. Campen MD, Inc., 7 Sandpiper Strand, Coronado, CA 92118

3. Annie Vartanian, 701 N. Brand Blvd., #850, Glendale, CA 91203 232 of 379

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Use of City Days at the Alex Theatre: Armenia Fund presents Artsakh State Dance Ensemble’s First U.S. Concert

1. Council motion to approve use of one of twelve annual City Days at the Alex Theatre for Armenia Fund’s presentation of the Artsakh State Dance Ensemble’s First U.S.

Concert on May 16, 2025

COUNCIL ACTION
Item Type: Consent Calendar
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
Armenia Fund is requesting use of one of the City’s twelve annual rent-free dates at the Alex Theatre to sponsor the Artsakh State Dance Ensemble’s first U.S. concert on May 16, 2025. This request would represent the eighth community sponsorship request for the 2025 calendar year – leaving one date available for sponsorship. Three additional dates are currently reserved for City use.
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RECOMMENDATION
Approve utilization of one rent-free date at the Alex Theatre.

ANALYSIS
As part of the Management Agreement, Evnsong (formerly SAS) agreed to provide the City with twelve annual days of Theatre use, free of facility rental charge. In addition to events hosted by the City, the City may sponsor community groups, who meet the minimum criteria and receive City Council approval, by providing them use of one of these twelve dates. The facility rental fee is waived by the Theatre for these groups, but all other costs associated with the use of the Theatre are to be paid for by the group requesting the sponsorship.

This is the seventh request received by the City from a community group for the 2025 calendar year. Community Groups which have received an approved City day:

1. Los Angeles Youth Orchestra (May 31, 2025)

2. Ofelya Hambardzumyan’s 100-Year Anniversary with artist Gevorg Chakmanyan (April 3, 2025)

3. Wild Honey (May 24, 2025)

4. Center for Armenian Arts Benefit Concert (April 30, 2025)

5. Sister Cities Event (March 6, 2025)

6. Horizon TV concert to celebrate Armenian Independence Day (May 29, 2025)

7. Armenian Fairytales (December 2025)
Staff and the Alex anticipate the City will use the Theatre for reoccurring events and are cognizant not to bring forward community events which would surpass the number of allocated dates considering these anticipated date uses. The Council may direct staff to set aside additional dates for anticipated events in addition to the three below:

1. Armenian Genocide Commemoration Event

2. Glendale Tech Week

3. Women’s Equity Day

STAKEHOLDERS/OUTREACH
Marketing for the event will take place through the organization’s base, and all regular Alex Theatre ticket marketing outlets.

Details for those interested in requesting sponsorships can be found on the City website at: glendaleca.gov/government/departments/community-development/cdd- administration/alex-theatre-sponsorship
And the Alex Theatre website at: https://www.thealex.com/sponsorship

FISCAL IMPACT
There are no costs to the City of Glendale for sponsoring this event. 234 of 379

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ENVIRONMENTAL REVIEW (CEQA/NEPA)
CEQA does not apply to projects where the lead agency determines "with certainty that there is no possibility that the activity in question may have a significant effect on the environment." CEQA Guidelines (14 Cal. Code Regs.) § 15061(b)(3). Here, the action involves hosting a show within a built environment. There is no possibility that the action of hosting continued shows within the Theatre may have a significant effect on the environment.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1. Do not approve utilization of one of twelve of the City days at the Alex Theatre.

ADMINISTRATIVE ACTION
Submitted by:

Bradley Calvert, Director of Community Development
Prepared by:

Tamar Sadd, Deputy Director of Community Development
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1: Request Letter
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M O T I O N
Moved by Council Member _______________________, seconded by Council Member _______________________, that the City Council approve use of one of twelve annual City Days at the Alex Theatre for Armenia Fund’s presentation of the Artsakh State Dance Ensemble’s First U.S. Concert on May 16, 2025, as described in the April 15, 2025 staff report from the Director of Community Development.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Authorization to Submit Request to the Los Angeles County Metropolitan Transportation Authority (Metro) for Included Municipal Operator designation

1. Motion authorizing the City Manager, or a designee, to submit a request to Metro for Included Municipal Operator designation for the City of Glendale.

COUNCIL ACTION
Item Type: Action Item
Approved for April 15, 2025 calendar

EXECUTIVE SUMMARY
The City of Glendale began operating Beeline fixed-route and Dial-A-Ride service in 1984, after the passage of the first transportation ½-cent sales tax, Proposition A. The City of Glendale has continued its commitment to, and prioritization of, public transit services by constructing City-owned dedicated bus maintenance, operations, and administrative facilities and expanding fixed-route service to meet the unmet transit needs within our region.

The Cities of Glendale and Pasadena are requesting designation as Included Municipal Operators for regional transit operations funding to provide regional transit services in Glendale and neighboring cities where our riders depend on them, with the goal of improving transit services.

RECOMMENDATION
Pass a motion authorizing the City Manager to submit a joint request to Metro for Included Municipal Operator designation for the Cities of Glendale and Pasadena.

ANALYSIS
The City of Glendale and the City of Pasadena have prepared an application to request designation as Included Municipal Operators to continue providing regional transit services in Glendale, Pasadena, and neighboring cities that our riders depend on. Since becoming Tier II operators in 2011, Glendale and Pasadena have continued the Cities’ commitment to, and prioritization of, public transit services by:
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Glendale - Constructing a City-owned dedicated bus maintenance, operations, and administrative facility and expanding fixed-route service to meet the unmet transit needs within our region.

Pasadena – Designing and preparing to construct a city-owned dedicated bus maintenance and operations facility; designing and building a hydrogen fueling station; and expanding fixed-route service and fleet to meet the unmet transit needs within their region, including operating two recently transferred Metro routes.

Transit Operations Funding
As the designated County Transportation Commission, Metro has the authority to program all regional transportation funds to itself and other agencies within LA County.

The primary sources of transit operations funding that Metro allocates are the four voter- approved county transportation sales taxes: Proposition A, Proposition C, Measure R, and Measure M, as well as the State of California TDA Article 4 and STA.

Metro distributes the state and local operating subsidies to Included Municipal Operators.

Glendale City CouncilApril 15, 2025

Glendale City Council
April 15, 2025