Glendale City Council
August 26, 2025

A G E N D A

GLENDALE CITY COUNCIL

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

PUBLIC PARTICIPATION AND ACCESSIBILITY

PLEASE SILENCE CELLULAR PHONES WHILE INSIDE THE MEETING LOCATION Viewing of City Council Meetings
:
•
In-person – City Council Chambers, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 •
Live Broadcast via Glendale TV, viewable on Spectrum Cable, channel 6, and AT&T U-verse, channel 99. Meetings are also streamed on the City webpage, glendaleca.gov/live
, on
YouTube.com/myglendale
, and on the Cablecast app under "Glendale TV". Meetings are also archived on the City Website for viewing anytime at
glendaleca.gov/agendas
.

City Council meeting agenda packets, any agenda related documents, and additional documents are available at City Hall and online for public viewing on the City’s website:
https://www.glendaleca.gov/government/public-meeting-portal ADA Accessibility and Translation Services
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Public participation in Council meetings may occur as follows :
•
In-person – City Council Chambers
•
T elephonic participation: Call (818) 937-8100
If you have any questions about matters on the agenda, or requests for assistance including agenda email notification, please contact the City Clerk’s Office via email at [email protected], or by phone at (818) 548-2090.

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PUBLIC COMMENT GUIDELINES
The City Council welcomes public input at City Council meetings. Public input at Council meetings is regulated by the City Council’s Rules of Order, Procedure and Decorum for the Conduct of City Council Meetings as set forth in Resolution No. 25-76, which will be summarized below.

Written Comments and Documents
:

Public comments received in writing will NOT be read aloud at the meeting but will be part of the meeting record. Written public comments can be emailed to [email protected], and will be uploaded to the City website as an attachment to the agenda item. When submitting a public comment, please make sure to include the following
:

1. Name (optional); and

2. Agenda item to which you are submitting public comment

3. Submit no later than 12:00 p.m. on the day of the City Council meeting. Correspondence received after this time may not be distributed until the following business day.

All documents related to open session items on this agenda that are received less than 72 hours prior to this meeting, and are public records, will be available for review in the Office of the City Clerk, 613 E. Broadway, Room 110, Glendale, CA 91206.

Public Comments During Council Meeting
:

Public Comments during Community Event Announcements, First and Second Periods of Oral Communications and agenda items will be governed as provided in the descriptions for those items on the agenda below. Pursuant to State law, the City Council may not discuss or take action on any item not appearing on the meeting agenda, except that members of the City Council or staff may ask a question for clarification or briefly respond to statements made or questions posed by persons exercising public testimony rights (Government Code Section 54954.2). Staff may be asked to follow up on such items.

Submitting Speaker Cards or Calling In for Public Comment :

Speaker cards must be submitted and telephonic participants must call in and be in the call-in queue as follows:
•
Community Event Announcements or First or Second Period of Oral Communications: PRIOR TO the commencement of the specific comment period
•
Consent Calendar Items: BEFORE a motion is made on the consent calendar •
Other agenda items, including Action items: PRIOR to the completion of the verbal staff report (unless waived by the Mayor)
Any audio-visual files displayed by speakers must be emailed to the Clerk’s office by 12:00 pm on the day before a Council meeting.

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AUGUST 26, 2025

Updates to Closed Session
Added Item I and Item E has been Amended to add a potential case Added Item 3b

ROLL CALL

1. CLOSED SESSION
– 1:00 PM (T o Commence at 2:00  PM
)
a.

Conference with Legal Counsel – Anticipated Litigation. Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code Section 54956.9:

One Potential Case
b.

Public Employment – Attorneys
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. 25STCP01144
d.

Conference with Legal Counsel – Existing Litigation: Subro Claims o/b/o Geico Ins. a/s/o Lala Asadorian, Claim No. 25-0006
e.

Conference with Legal Counsel – Anticipated Litigation. Significant exposure to litigation pursuant to subdivisions (d)(2) and (e)(3) of Government Code Section 54956.9: Two Potential Cases

f.

Public Employee Performance Evaluation – City Manager
g.

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: 309 Orange Street. Negotiating Parties: MGP XII Glendale Central LLC, an affiliate of Merlone Geier Partners.

Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property
h.

Conference with Real Property Negotiators: City-designated negotiators: Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, Jeff Brooks and Mark Berry. Property Location: 1000 N. Brand Blvd. Negotiating Parties: 1000 N.

Brand 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 City-owned property

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

Flag Salute: Council Member
b.

Invocation:

W
ill be delivered by Dr. Suzie Abajian, Glendale City Clerk

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c.

Report of the City Clerk, re: Posting of Agenda. The Agenda for the August 26, 2025 Regular Meeting of the Glendale City Council was Posted on August 22, 2025 , on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a.

Proclamation declaring August 26, 2025 as Women’s Equality Day b.

Legislative Update by U.S. Representative Laura Friedman

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 August 19, 2025 b.

Public Works, re: The Shoseian Tea House Rehabilitation Project

1. Resolution adopting the Specification for the Shoseian T ea House Rehabilitation Project, Specification No. 4024; and directing the City Clerk to advertise for bids c.

Fire Department, re:

Additional funding from Hazard Mitigation Grant Program (HMGP) for Local Hazard Mitigation Plan (LHMP) update

1. Motion to authorize the City Manager to accept Hazard Mitigation Grant Program (HMGP) additional funds in the amount of $84,740, and to execute the necessary agreements, certifications, and other documents required to accept the grant funds

2. Approve Resolution of Appropriation
d.

Management Services, re:

Audit Committee Annual Report and Internal Audit Work
Plan

1. Motion to note and file Fiscal Year 2024-25 Audit Committee Annual Report for the period of July 1, 2024 to June 30, 2025

2. Motion to note and file Fiscal Year 2024-25 Internal Audit Work Plan e.

Community Development, re:

Submission of the Homeless Housing, Assistance,
and Prevention (HHAP) Program Round 6 Grant Application

1. Motion to approve the submission of the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 6 grant application to the California Department of Housing and Community Development (HCD) and authorize the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funding
f.

Human Resources, re:

International Association of Fire Fighters (IAFF) Medical Expense Reimbursement Plan

1. Resolution approving Fire Chief and City contributions to the IAFF Medical Expense Reimbursement Plan

2. Resolution Providing for Supplementary Benefits and Compensation of Certain Officers and Executive Employees of the City of Glendale to Supplement the Classification and Compensation Resolution
g.

Community Services and Parks, re:

Verdugo Workforce Development Board’s
Application Submission Request to be designated as the America’s Job Center of CaliforniaSM Operator for the Verdugo Workforce Development Area

1. Approving the 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

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Operator for the Verdugo Workforce Development Area for four years beginning July 1, 2025, through June 30, 2029

2. Upon approval from the Governor of California for VWDB to be the America’s Job Center of CaliforniaSM Operator for the Verdugo Workforce Development Area for four years beginning July 1, 2025, through June 30, 2029, authorizing the City Manager, or a designee, to execute all agreements, amendments, certifications, and documents necessary to effectuate the America’s Job Center of CaliforniaSM Operator services, subject to the approval by the City Attorney

5. CITY COUNCIL/STAFF COMMENTS
(Including reports from conferences and regional
meetings)

6. COMMUNITY EVENT ANNOUNCEMENTS
(3-minutes per speaker)
Members of the public will be permitted to announce upcoming events taking place in the community.

7. FIRST PERIOD OF ORAL COMMUNICATIONS
(Maximum 3 minutes per speaker, 30-minute
aggregate speaking time limit)
Members of the public may address the Council on agenda items or non-agenda items within the City Council’s subject matter jurisdiction. If a speaker addresses the Council on an agenda item during the First Period of Oral Communications, they may not speak again when the agenda item is called. A speaker who addresses the Council on non-agenda items during the First Period of Oral Communications may not speak during the Second Period of Oral Communications.

8. ADOPTION OF ORDINANCES
a.

Management Services, re: Ordinance of the City of Glendale, California, Amending the Glendale Building and Safety Code Volume IX to Adopt Local Amendments to the 2022 Edition of the California Building and Energy Code to require projects in single-family homes, duplexes and townhomes involving replacement or alteration (but not repair) of an existing air conditioning system or installation of new air conditioning systems must either include a heat pump space conditioner as the primary heating system, or install specific energy efficiency measures in addition to a new air conditioner

1. Ordinance Amending the Glendale Building and Safety Code, Volume IX, to Adopt Local Amendments to the 2022 Edition of the California Building and Energy Code

9. ACTION ITEMS
a.

City Attorney, re: Ordinance Amending Glendale Municipal Code provisions regarding meetings, powers and duties of the Commission on the Status of Women
(Moved from August 12, 2025, Council Meeting)

1. Introduction of Ordinance Amending Sections 2.38.090 and 2.38.140 of the Glendale Municipal Code, 1995 – Relating to the Commission on the Status of Women b.

City Attorney, re:

Glendale Municipal Code Amendment Pertaining to Selection of the Mayor

1. Introduction of Ordinance of the Council of the City of Glendale, California Amending Section 2.04.020 of the Glendale Municipal Code, 1995, Relating to the Mayoral Selection Process
c.

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Community Development, re: Consideration of Development Standards and Conditional Use Permit for Drive Through Restaurant Facilities

1. Motion Providing Final Direction to Staff Regarding Development Standards and Procedures for Approving Developments with Drive-Through Operations d.

Public Works, re:

Amendment to Contract for Proprietary Maintenance and Repairs of Mitsubishi Elevators at Police Building and Central Library

1. Resolution dispensing with competitive bidding and authorizing the City Manager or a designee to execute an amendment to contract 8002359 with Mitsubishi Electric US, Inc. for the proprietary maintenance and repairs of Mitsubishi elevators at Police Building and Central Library adding the maintenance and repair of the elevator in the Police Building Parking Structure to the scope and increasing the contract amount by $50,000
e.

Glendale Water and Power, re: Key Considerations and Refinements to the Clean Energy Programs Plan Funded by Public Benefit Charge and Low Carbon Fuel Standard for Fiscal Years 25-26 and 26-27

1. Resolution authorizing Glendale Water & Power (GWP) staff to implement programs consistent with the outlined refinements to the Glendale Water and Power Clean Energy Programs Plan funded by Public Benefit Charge (PBC) and Low Carbon Fuel Standard (LCFS) for Fiscal Years (FY) 25-26 and FY 26-27

2. Resolution of Appropriation requesting $200,000 for the vehicle-to-everything (V2X) study supporting a potential pilot program

10. HEARINGS

11. REPORTS - INFORMATION

12. WRITTEN COMMUNICATIONS

13. DISCUSSION OF COUNCILMEMBER FUTURE AGENDA REQUESTS

14. SECOND PERIOD OF 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.

15. NEW BUSINESS

16. ADJOURNMENT

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M I N U T E S

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor Glendale, CA 91206
AUGUST 19, 2025
ROLL CALL – 3:55 PM – Absent: Gharpetian, Kassakhian

1. CLOSED SESSION – 3:55 PM
a. Conference with Legal Counsel – Anticipated Litigation. Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code Section 54956.9:

One Potential Case
b. Public Employment – Attorneys
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. 25STCP01144 d. Public Employee Performance Evaluation – City Manager e. 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: 309 Orange Street. Negotiating Parties: MGP XII Glendale Central LLC, an affiliate of Merlone Geier Partners. Instructions to the negotiator(s) will concern the price and terms of payment for the acquisition of property All Closed Session items were moved to August 26, 2025.

Councilmember Brotman made the motion that the City Council hereby finds there is an immediate need to take action on an item that arose after the posting of the agenda for the August 19 City Council meeting. The item in question involves the need to discuss – in closed session – the recent filing of litigation entitled Hard Eight, Inc. v. City of Glendale, L.A.S.C Case No. 25NNCP00637, and a scheduled temporary restraining order (TRO) hearing scheduled for August 20, 2025. Service of the subject lawsuit and notice of the TRO hearing occurred after the posting of the regular meeting agenda and there is a need to provide direction to the City Attorney prior to the next regular Council meeting on August 26, 2025.

Moved: Brotman Seconded: Asatryan
Vote as Follows:

Council recessed to Closed Session at 3:57 PM.

Ayes:

Noes:

Absent:

Abstain:

Asatryan, Brotman, Najarian
None
Gharpetian, Kassakhian
None
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2. REGULAR BUSINESS AGENDA – 6:02 PM
Roll Call – Present: Asatryan, Brotman, Kassakhian, Najarian – Absent: Gharpetian a. Flag Salute: Council Member
b. Invocation: will be delivered by Archbishop Hovnan Derderian, Western Diocese of the Armenian Church
c. Report of the City Clerk, re: Posting of Agenda. The Agenda for the August 19, 2025 Regular Meeting of the Glendale City Council was Posted on August 15, 2025, on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a. Agenda Preview for the Meetings of Tuesday, August 26, 2025 Provided by Assistant City Manager, John Takhtalian

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.

Item 4b was moved to an action item.

The consent calendar (4a and 4c) was moved by Brotman and seconded by Asatryan. a. City Clerk, re: Minutes of the Regular City Council Meeting of August 12, 2025 Moved: Brotman Seconded: Asatryan
Vote as Follows:
b. Police Department, re: California Governor’s Office of Emergency Services Paul Coverdell Forensic Science Improvement Program, Request for Authorization to Accept Grant Funds in the amount of $55,680 to be used for software and training for the Verdugo Regional Crime Laboratory Staff Comments:

Roubik Golanian, City Manager
Presentation:

Catherine Nguyen, Lab Director, Glendale Police Department

1. Motion authorizing acceptance of the 2024 Paul Coverdell Forensic Science Improvement Grant and authorizing the City Manager, or a designee, to execute the necessary agreements, certification, and other documents required to accept the Grant

2. Resolution [25-118] to dispense with competitive bidding and authorize the City Ayes:

Noes:

Absent:

Abstain:

Asatryan, Brotman, Kassakhian, Najarian
None
Gharpetian
None
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Manager, or a designee, to execute an amendment to the software contract with Cellebrite, Inc. to provide software licensing, maintenance, and upgrades in the amount of $43,380 increasing the maximum cost to $156,162 and to execute subsequent annual software licensing agreements with Cellebrite, Inc. for the life of all software supported by the Agreement, subject to Police Department budget availability

3. Resolution [25-119] of Appropriation to appropriate $55,680 in 2024 Paul Coverdell Forensic Science Improvement Grant funds
Moved: Asatryan Seconded: Brotman
Vote as Follows:
c. Fire Department, re: Fire Department annual presentation of the status of state mandated fire inspections

1. Resolution [25-120] recognizing the Glendale Fire Department’s level of compliance with California Health and Safety Code Sections 13146.2 and 13146.3
Moved: Brotman Seconded: Asatryan
Vote as Follows:

5. CITY COUNCIL/STAFF COMMENTS
Mayor Najarian stated that the Council remains focused on the health and welfare of Glendale residents, noting that the City is expecting a prolonged and potentially dangerous heat wave in the coming days. To prepare the community, the Council invited several department heads to share safety reminders and resources.

City Manager Roubik Golanian introduced Fire Chief Jeff Brooks, who provided critical fire safety tips in light of the forecasted extreme heat. Chief Brooks explained that the heat wave is expected to last from Wednesday through Sunday, with the potential for triple-digit temperatures. He urged residents to be cautious: smokers should properly dispose of cigarette butts, and those using outdoor tools that could spark should be mindful of dry conditions that can easily ignite fires. He further recommended limiting outdoor activities to cooler parts of the day, staying hydrated from morning through evening, and remaining indoors whenever possible.

City Manager Golanian then introduced Glendale Water and Power (GWP) General Manager Scott Mellon, who offered tips on energy conservation. Mellon encouraged customers to reduce strain on the grid by running major appliances—such as ovens, washers, or dishwashers—only after 9 PM or early in the morning. He recommended Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Asatryan, Brotman, Kassakhian, Najarian
None
Gharpetian
None
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setting thermostats to 78°F when home and 80°F when away, using ceiling fans instead of air conditioning when possible, and keeping curtains or blinds closed during the day to block sunlight. He also reminded residents that power outages may occur during peak conditions, and any outages should be reported through the GWP website or by calling the 24-hour hotline at (818) 550-4400.

Councilmember Brotman noted that with more residents driving electric vehicles, it is important to avoid charging them between 4 PM and 9 PM. Mellon agreed, suggesting overnight or early morning charging as the best practice.

Next, Community Services & Parks Director Onnig Bulanikian shared information on cooling centers and recreational options. Cooling centers will be open Thursday, August 21 through Sunday, August 24. Three community centers will operate from 10 AM to 8 PM, with Sparr Heights Community Center open from 10 AM to 6 PM and closed on Sunday. Centers will provide cold water and air conditioning. Information about the Cooling Fan Assistance Program for seniors is available at GlendaleCA.gov/CSPCares or (818) 548-3775. Parks will remain open until 10 PM, and splash pads at the Pacific Community Center and Cerritos Park will be open from 11 AM to 8 PM. Pools and wading pools will continue to operate daily, with more information available at glendaleaquatics.org.

Mayor Najarian then wished Glendale Unified School District students a great first day of school tomorrow, August 20. He also highlighted upcoming events: the Citizen Kitten Jazz Ensemble performance at Brand Park this Friday; State Senator Sasha Perez’s community swearing-in ceremony at Pasadena City College on Saturday; and the Waves and Stones art exhibit opening reception at Adam Square Mini Park Gas Station on Sunday from 10 AM to 12 PM. Councilmember Brotman thanked the Mayor for sharing the events in advance, and Mayor Najarian credited staff for compiling the list.

Councilmember Asatryan announced that because Councilmember Gharpetian was absent, the Commission on the Status of Women item scheduled for today would instead be heard on August 26 as the first action item.

City Manager Golanian shared that the City will host its Veterans Recognition event on November 11, 2025. In addition, a special tribute webpage honoring veterans will be launched at glendaleca.gov/veterans. Veterans are invited to submit their name, branch of service, and years of service to [email protected]. For questions, residents may contact Annette Gazarian at (818) 548-3342.

Before turning to Community Development Director Bradley Calvert, Mayor Najarian addressed misinformation about Glendale’s land use element. He explained that when the City considers creating overlay zones for certain parcels, these measures are defensive steps designed to preserve Glendale’s authority. He emphasized that California courts have ruled that when housing is declared a matter of statewide concern, state laws may override charter city authority—even on City-owned property.

Thus, if the State passes new land use requirements, Glendale could lose local control unless protective zoning steps are already in place, such as overlay zones that include a residential component. Najarian cited Anderson v. San Jose as an example and reiterated that while Glendale values strong local control, overlay zones are a defensive measure to protect the City and its residents.
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Director Calvert provided an update on community outreach and recent meetings with the Royal Canyon HOA and the Montrose Shopping Park Association (MSPA). He shared that four additional community meetings are planned for September, with a joint flyer from CDD and MSPA to be distributed soon to clarify misinformation. Calvert stressed the importance of being proactive in light of state actions such as density bonuses and SB 79, while remaining sensitive to community context. Regarding the Environmental Impact Report (EIR), he announced that the public comment period has been extended beyond August 29 and that the EIR will not be released this fall as originally scheduled. He clarified several points of misinformation, stating the City is not eliminating single-family zoning above Glenoaks, is not upzoning, and is not proposing a five-story low-income project in Montrose. He added that the City Council has not directed staff to sell the Montrose lots and that the City’s intent is to retain local control while generating revenue where appropriate. Calvert also highlighted the launch of glendalefactpage.com under the Glendale General Plan to provide accurate information and updates.

Councilmember Kassakhian suggested conducting a study on the impacts of accommodating state-required housing—such as effects on utilities and public services.

Calvert confirmed that once the public comment period closes, his department will return to Council with findings.

6. COMMUNITY EVENT ANNOUNCEMENTS (3-minutes per speaker) Members of the public will be permitted to announce upcoming events taking place in the community.

7. FIRST PERIOD OF ORAL COMMUNICATIONS (Maximum 3 minutes per speaker, 30- minute aggregate speaking time limit)
Members of the public may address the Council on agenda items or non-agenda items within the City Council’s subject matter jurisdiction. If a speaker addresses the Council on an agenda item during the First Period of Oral Communications, they may not speak again when the agenda item is called. A speaker who addresses the Council on non- agenda items during the First Period of Oral Communications may not speak during the Second Period of Oral Communications.

Tony Passarella
Patrick Murphy
Susan Wolfson
Mike Mohill – gave his time to Patrick Murphy
Paul Karapetian
Allen Dish
David Mosesman
Liz Radley
Derrick Blassingame
Emanuel
Councilmember Asatryan walked away at 7:13 PM and returned at 7:14 PM.

8. ADOPTION OF ORDINANCES
Councilmember Asatryan walked away at 7:18 PM and returned at 7:19 PM. 11 of 464

a. Public Works, re: Adoption of an Ordinance adopting amending Glendale Municipal Code section 10.24.020 to lower the posted speed limits on 21 roadway segments
Staff Comments:

Roubik Golanian, City Manager
Public Speakers:

Allen Dish
Mike Mohill

1. Ordinance [6040] amending Section 10.24.020 of the Glendale Municipal Code relating to prima facie speed limits on non-local city streets (Introduced by Councilmember Brotman on 8/12/25)
Moved: Brotman Seconded: Asatryan
Vote as Follows:

Item 4b was discussed by the Council next.

9. ACTION ITEMS
a. Management Services, re: Introduction of an Ordinance of the City of Glendale, California, Amending the Glendale Building and Safety Code Volume IX to Adopt Local Amendments to the 2022 Edition of the California Building and Energy Code to require projects in single-family homes, duplexes and townhomes involving replacement or alteration (but not repair) of an existing air conditioning system or installation of new air conditioning systems must either include a heat pump space conditioner as the primary heating system, or install specific energy efficiency measures in addition to a new air conditioner
Staff Comments:

Roubik Golanian, City Manager
Michael Garcia, City Attorney
Public Speakers:

Patrick Murphy
Allen Dish
Mike Mohill
Beth Brooks
Ayes:

Noes:

Absent:

Abstain:

Asatryan, Brotman, Kassakhian, Najarian
None
Gharpetian
None
12 of 464

Councilmember Asatryan walked away at 7:31 PM and returned at 7:35 PM.

1. Introduction of Ordinance – Introduced by Councilmember Brotman on 8/19/2025.
b. City Attorney, re: Approval of Third Amendment to City Manager Employment Agreement with Roubik Golanian
City Manager, Roubik Golanian, stepped away at 7:56 PM and returned at 8:10 PM.

Councilmember Brotman stepped away at 7:57 PM and returned at 7:59 PM.

Staff Comments:

Michael Garcia, City Attorney
Public Speakers:

Mike Mohill
Ramella Enaghi

1. Motion Approving Third Amendment to City Manager Employment Agreement

2. Resolution [25-121] Establishing Classification Titles and Compensation for Employees of the City of Glendale – City Manager
Moved: Brotman Seconded: Kassakhian
Vote as Follows:
c. Human Resources, re: Approval of Second Amendment to the Amended and Restated City Attorney Employment Agreement with Michael J. Garcia to Extend the Term of the Agreement and Provide for Salary Adjustment City Attorney, Michael Garcia, stepped away at 8:10 PM and returned at 8:21 PM.

Staff Comments:

Roubik Golanian, City Manager
Ayes:

Noes:

Absent:

Abstain:

Brotman, Kassakhian, Najarian
None
Gharpetian
Asatryan
13 of 464

Presentation:

Paula Adams, Chief Human Resources Officer
Public Speakers:

Mike Mohill

1. Motion Approving Second Amendment to the Amended and Restated City Attorney Employment Agreement.

2. Resolution [25-122] Establishing Classification Titles and Compensation for Employees of the City of Glendale – City Attorney
Moved: Kassakhian Seconded: Brotman
Vote as Follows:

10. HEARINGS

11. REPORTS - INFORMATION

12. WRITTEN COMMUNICATIONS

13. DISCUSSION OF COUNCILMEMBER FUTURE AGENDA REQUESTS
a. Mayor Najarian’s Request for a Report on the Historic District Process Staff Comments:

Michael Garcia, City Attorney
Public Speakers:

Allen Dish
Simon Wright
Motion to agendize a discussion regarding Mayor Najarian’s Request for a Report on the Historic District Process
Moved: Asatryan Seconded: Brotman
Vote as Follows:

Ayes:

Noes:

Absent:

Abstain:

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

Noes:

Absent:

Abstain:

Brotman, Kassakhian, Najarian
Asatryan
Gharpetian
None
14 of 464

14. SECOND PERIOD OF 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.

Beth Brooks
Susan O’Carroll
Thomas Ivanyi

15. NEW BUSINESS

16. ADJOURNMENT – 8:50 PM
Moved: Asatryan Seconded: Brotman
Mayor of the City of Glendale
City Clerk of the City of Glendale
15 of 464

4b 25-88465
Item Type: Consent Calendar
Approved forAugust 26, 2025 calendar

AGENDA ITEM

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL
Report: The Shoseian Tea House Rehabilitation Project

1. Resolution adopting the Specification for the Shoseian Tea House Rehabilitation Project, Specification No. 4024; and directing the City Clerk to advertise for bids.

COUNCIL ACTION

EXECUTIVE SUMMARY
The Shoseian Tea House, a cultural landmark in Brand Park, requires exterior rehabilitation due to aging and weather-related deterioration. The project will include roof repairs, wood restoration, repainting, and drainage improvements, all in accordance with historic preservation standards. The proposed work will help preserve the structure’s integrity and enhance public use. The intent of this item is for the City Council to adopt the project specification and authorize the City Clerk to advertise for bids.

RECOMMENDATION
Approve the Resolution to adopt the Specification for the Shoseian Tea House Rehabilitation Project, Specification No. 4024; and direct the City Clerk to advertise for bids.

ANALYSIS
The Shoseian Tea House, located in Brand Park, is a traditional Japanese structure gifted to the City of Glendale in 1974 as a symbol of friendship with its sister city, Higashiōsaka, Japan. Over the years, the structure has become an important cultural and educational resource, hosting tea ceremonies, public programs, and community events.

Due to prolonged exposure to the elements and limited repairs over time, the Tea House now exhibits signs of exterior deterioration. A recent site evaluation revealed several issues requiring attention, including cracked and weathered roof tiles, rotted wood beams, peeling paint, and poor drainage conditions that have contributed to moisture damage around the foundation.
16 of 464

4b
25-88465
2 The proposed rehabilitation project aims to address these deficiencies and preserve the structure’s integrity.

The scope of work includes:
Repair or replacement of damaged wood elements such as posts, beams, and fascia;
Roof tile replacement using historically appropriate materials; Repainting of exterior surfaces to match original color schemes; Replacing roof gutters;
Grading and drainage improvements around the perimeter to divert water away from the structure.

All work will adhere to the Secretary of the Interior’s Standards for the Treatment of Historic Properties to ensure historical accuracy and long-term preservation. Where possible, materials will be salvaged and reused to maintain authenticity.

By undertaking this project, the City will preserve a significant cultural landmark, enhance safety and usability, and ensure the continued enjoyment of the Tea House by residents and visitors. Upon approval, staff will proceed with final design and construction coordination to minimize disruption and complete the work efficiently.

STAKEHOLDERS/OUTREACH
The work will be coordinated with the contractor and Community Services & Parks Department (CSP) staff to minimize any disruptions to operations and the public.

FISCAL IMPACT
There is no fiscal impact associated with this report, at this time. The current Engineer’s estimate for the construction of this project is $150,000 which was included as a part of the FY 2025- 26 budget. Staff will return to council to award the contract, at a later date.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This project is Categorically Exempt under California Environmental Quality Act (CEQA) Guidelines §15301, existing facilities. The existing facilities exemption applies to “the operation, repair, maintenance, permitting, leasing, licensing or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use.” (CEQA Guidelines §15301).

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements. 17 of 464

4b
25-88465
3 ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Do not approve the Resolution adopting the project specifications, thereby delaying the proposed improvements and preserving the current conditions and use of the facilities.

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
None.
18 of 464

4b
RESOLUTION NO. __________

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

ADOPTING THE SPECIFICATION FOR THE
SHOSEIAN TEA HOUSE REHABILITATION PROJECT , SPECIFICATION NO. 4024, AND DIRECTING THE CITY CLERK TO ADVERTISE FOR BIDS.

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

SECTION 1.The Specification on file in the City Clerk’s office for the Shoseian Tea House Rehabilitation Project , including the various documents incorporated therein, are hereby approved, adopted, designated and shall hereafter be known as Specification No. 4024.

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
19 of 464

24b
4 9
4 7

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:

Absent:

Abstain:
___________________________
City Clerk
20 of 464

4c
25-88456

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Additional funding from Hazard Mitigation Grant Program (HMGP) for Local Hazard Mitigation Plan (LHMP) update.

1.Motion to authorize the City Manager to accept Hazard Mitigation Grant Program (HMGP) additional funds in the amount of $84,740, and to execute the necessary agreements, certifications, and other documents required to accept the grant funds.

2.Approve Resolution of Appropriation.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for August 26, 2025 calendar

EXECUTIVE SUMMARY
The City's Local Hazard Mitigation Plan (LHMP) was last updated in 2019 and has since expired in October 2024. A current 5-year plan is required by FEMA to be eligible to receive funding for non-emergency assistance. Council approved grant funding in February 2023 for the initial amount of $28,000, however due to new State Assembly Bill requirements for these updates and significant price increases for consulting services we were unable to finalize an updated LHMP. We have since requested and received an approval for both a time extension for the grant funding through May 2026, as well as an increase in Federal grant funds of $90,389.33 that will allow us to update the LHMP for FEMA approval.
21 of 464

4c2
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6 2
3 6

RECOMMENDATION
That the City Council approve the acceptance of additional funding from the Hazard Mitigation Grant Program for updating the LHMP in the amount of $90,389.33 and approve the Resolution of Appropriation.

ANALYSIS
To remain eligible for non-emergency federal disaster assistance, the City is required under the Robert T. Stafford Disaster Relief and Emergency Assistance Act to maintain an up-to-date Local Hazard Mitigation Plan (LHMP). These plans serve as proactive, community-level strategies designed to reduce or eliminate long-term risks from natural hazards, such as earthquakes, wildfires, or floods. FEMA mandates that LHMPs be updated and approved every five years to ensure continued access to federal mitigation funding.

The City’s previous LHMP, approved in 2019, expired in October 2024. Although the City secured an initial $28,000 grant from FEMA’s Hazard Mitigation Grant Program (HMGP) in early 2023 to support the plan’s update, several challenges delayed progress. These included new requirements introduced through recent California State Assembly legislation, which expanded the scope of hazard assessments and public engagement processes. Additionally, market rates for consulting services significantly increased, rendering the original funding inadequate for completing the plan revision.

In response, City staff submitted a request for both a grant extension and additional funding. In July 2025, FEMA approved both:
The grant period was extended through May 2026.
The total federal share was increased by $90,389.33, bringing the federal contribution to $118,389.33.

With FEMA funding 75% of the project cost, the City is required to provide a 25% non- federal match, now totaling $36,996.66, which is an increase of $28,246.66 over the original match. This local contribution will be met through in-kind staff time, including project management, consultant coordination, and participation in plan review and stakeholder engagement.

The revised total project cost stands at $155,385.99, fully supporting the comprehensive update of the City’s LHMP in compliance with both FEMA and State requirements. This funding will allow the City to work with qualified consultants to assess current vulnerabilities, update risk mitigation strategies, and facilitate community input, ensuring the plan reflects the latest hazard data and regulatory expectations.

STAKEHOLDERS/OUTREACH
The Fire Chief, GFD Command Staff, Area C Disaster Management Coordinator and City Emergency Manager were consulted prior to the application for the increase in 22 of 464

4c3
25-88456
6 2
3 6
grant funds and time extension. During the planning process of the LHMP update the stakeholders that must be included are neighboring communities, local and regional agencies involved in hazard mitigation activities, and agencies that have the authority to regulate development, as well as businesses, academia, and other private and nonprofit interests. The newly adopted State Assembly Bill requirements for LHMP adoption will be incorporated and the public will be engaged early to understand community priorities.

Although members of the public may not be technical experts, they can help identify community assets and problem areas, describe issues of concern, narrate threat and hazard history, prioritize proposed mitigation alternatives, and provide ideas for continuing public involvement after plan adoption.

FISCAL IMPACT
The LHMP will cost an estimated $155,385.99, of which $28,000 was previously budgeted for. The additional grant award in the amount of $90,389.33 was not included as a part of the FY 2025-26 budget. Therefore, staff is requesting for an appropriation of $90,389.33 from Federal Grant Revenue and to shift $36,996.66 of already appropriated funding to account for the required matching funds. The existing appropriation along with the appropriation request is outlined below:

Existing Appropriation
Amount Account String Funding Source
$28,000 GL: 43110-2650-GFD-0020-P0000-
PL: GFD00954AG
Fire Grant Fund
Requesting Appropriation
Amount From (Account String) To (Account String) Funding Source $82,990 GL: 31240-2650-GFD-
0020-P0000-
PL: GFD00954AG
GL: 43110-2650-GFD-
0020-P0000-
PL: GFD00954AG
Fire Grant Fund
$36,996.66 GL: 41100-1010-GFD-
4007-P0000-
GL: 41100-2650-GFD-
0020-P0000-
PL: GFD00954BN
Fire Grant Fund
$7,399.33 GL: 31240-2650-GFD-
0020-P0000-
PL: GFD00954CG
GL: 41100-2650-GFD-
0020-P0000-
PL: GFD00954CG
Fire Grant Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Not applicable

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION

1. Pursue funding for the development of an LHMP update through other revenue sources.

2. Not pursue the LHMP update; or
23 of 464

4c4
25-88456
6 2
3 6

3. Pursue another alternative not identified by staff.

ADMINISTRATIVE ACTION
Submitted by:

Jeffrey Brooks, Fire Chief
Prepared by:

Nayiri Moumdjian, Public Safety Business Administrator
Tommy Nicola, Fire Captain Paramedic
Approved by:

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

EXHIBITS/ATTACHMENTS
24 of 464

M O T I O N
Moved by Council Member ________________________________, seconded by Council Member ___________________________________, that the City Manager or his designee is hereby authorized to accept grant funds in the amount of $90,389.33 from the Hazard Mitigation Grant Program and execute all agreements, certifications, and other documents required to accept the grant fund. The agreements shall be in a form acceptable to the City Attorney.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
25 of 464

RESOLUTION
NO.

RESOLUTION
OF
THE

COUNCIL
OF
THE
CITY
OF

GLENDALE
MAKING
AN

APPROPRIATION
BE
IT

RESOLVED
BY
THE

COUNCIL
OF
THE
CITY
OF
GLENDALE:

SECTION
1:

That
the
sum
of
$164,382.65
is
hereby
appropriated
and/or
transferred
from
the
following
accounts
to
the
following
accounts,
of
which
$127,385.99
is
an
increase
to
the
FY
2025-26
Adopted
Budget:

ACCOUNTS31
240-2650-GFD-0020-P0000-
GFDOO954AG431
10-2650-GFD-0020-P0000-
GFDOO954AG
DESC
RI
PTI
ON
Federal
Grants,
Fire
Grant
Fund,
Glendale
Fire
Department,
Projects,
Hazard
Mitigation
Grant
Program
Contractual
Services,
Fire
Grant
Fund,
Glendale
Fire
Department,
Projects,
Hazard
Mitigation
Grant
Program
411
00-1010-GFD4007-P0000-
Salaries,
General
Fund,
Glendale
Fire
Department,
Emergency
Services
$36,996.66
48020-101
0-NON-0050-P0000
Transfer
to
Special
Revenue
Funds,
General
Fund,
Non-Departmental,
Transfer
to
Other
Funds
$36,996.66
391
00-2650-GFD-0020-P0000
GFDOO954BN
Transfer
from
General
Fund,
Fire
Grant
Fund,
Glendale
Fire
Department,
Projects,
Hazard
Mitigation
Grant
Program
$36,996.66
411
00-2650-GFD-0020-P0000-
GFDOO954BN
Salaries,
Fire
Grant
Fund,
Glendale
Fire
Department,
Projects,
Hazard
Mitigation
Grant
Program
$36,996.66
31 240-2650-GFD-0020-P0000-
GFDOO954CG411
00-2650-GFD-0020-P0000-
GFDOO954CG
Federal
Grants,
Fire
Grant
Fund,
Glendale
Fire
Department,
Projects,
Hazard
Mitigation
Grant
Program
Salaries,
Fire
Grant
Fund,
Glendale
Fire
Department,
Projects,
Hazard
Mitigation
Grant
Program
$7,399.33
$7,399.33
To
appropriate
additional
funding
for
the
Local
Hazard
Mitigation
Plan
(LHMP)
update.

SECTION
2:

The
Director
of
Finance
is
authorized
to
make
such
other
revisions,
individual
appropriation
line-items,
changes
in
summaries,
fund
totals,
grand
totals,
and
other
portions
of
the
budget
document
as
necessary
to
reflect
and
implement
the
changes
specified
in
this
resolution.

FROM
$82,990.00
TO
$82,990.00
26 of 464

SECTION3:TheCityClerkshallcertifytotheadoptionofthisResolution.

Adoptedthisdayof
________________
2025.

Mayor
ATTEST:

CITYOFGLENDALE
DATE8/12/2025
___________________________

APPROVEDASTOFINANCIAL
CityClerkc:&i’PROVISIONFOR$164382.65
DirectorofFhwE

STATEOFCALIFORNIA)

COUNTYOFLOSANGELES)SS

CITYOFGLENDALE)
I,SuzieAbajian,CityClerkoftheCityofGlendale,doherebycertifythattheforegoingResolution No.wasadoptedbytheCounciloftheCityofGlendale,California,ataregularmeetingheldon the__________dayof
________________,
2025,andthatthesamewasadoptedbythefollowingvote:

Ayes:

Noes:

Absent:

Abstain:

CityClerk
27 of 464

4d
25-88505

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Audit Committee Annual Report and Internal Audit Work Plan

1. Motion to note and file Fiscal Year 2024-25 Audit Committee Annual Report for the period of July 1, 2024 to June 30, 2025

2. Motion to note and file Fiscal Year 2024-25 Internal Audit Work Plan

COUNCIL ACTION
Item Type: Consent Calendar
Approved for August 26, 2025 calendar

EXECUTIVE SUMMARY
Each year, the Audit Committee must report its actions and activities to the City Council per Glendale Municipal Code Section 2.82.100 (D). The Audit Committee met three times during Fiscal Year 2024-25 where they were provided with financial updates and internal audit activity reports. Additionally, each year, Internal Audit must prepare an audit work plan based on a risk assessment per Glendale Municipal Code section 2.08.130 (A). This risk-based work plan is used to identify and prioritize high risk areas to select and schedule audits. The Fiscal Year 2025-26 Internal Audit Work Plan was reviewed by the Audit Committee at its July 31, 2025 meeting as required by Glendale Municipal Code section 2.82.100 (B). This Work Plan is comprised of 18 projects. 28 of 464

4d2
25-88505
6 2
6 1

RECOMMENDATION
Note and file the Fiscal Year 2024-25 Audit Committee Annual Report and the Fiscal Year 2025-26 Internal Audit Work Plan.

ANALYSIS
Fiscal Year 2024-25 Audit Committee Annual Report
Each year, the Audit Committee must report its actions and activities to the City Council per Glendale Municipal Code Section 2.82.100 (D). At its July 31, 2025 meeting, the Audit Committee approved its Fiscal Year 2024-25 Report (Exhibit 1), which covers the actions and activities of the Audit Committee for the period of July 1, 2024 through June 30, 2025. Currently, the Audit Committee is presenting this report to the City Council to satisfy the requirements of the Glendale Municipal Code. The Audit Committee met three times during Fiscal Year 2024-25 where they were provided with financial updates and internal audit activity reports:
• The financial activities completed by the Audit Committee include review of the City’s financial statement audit as of and for the year ending June 30, 2024, examination of the external auditor’s communication on significant audit findings, and review of other financial reports provided by Finance staff.
• The internal audit activities completed by the Audit Committee include review of Fiscal Year 2024-25 Internal Audit Work Plan, review of issued internal audit reports, review of the status of audit follow-up activities including discussion of any audit recommendations not being implemented within two and three years of audit report issuance, and the decision of not implementing an audit recommendation by management.

Fiscal Year 2025-26 Internal Audit Work Plan
Each year, Internal Audit must prepare an audit work plan based on a risk assessment per Glendale Municipal Code section 2.08.130 (A). Internal Audit’s plan of engagements is developed following a risk-based model that includes an annual risk assessment process and a quantitative methodology that assigns a weighted risk value to each potential audit subject area in the City. This risk-based work plan is used to identify and prioritize high risk areas to select and schedule audits. This work plan is a flexible and dynamic document that will be amended throughout the year in response to the changes in risks and priorities. The ongoing risk assessment will be performed through a continuous risk assessment approach and regular communications with management and the Audit Committee.

The risk assessment process includes reviewing and updating potential audit topics through discussions with key management personnel by gathering information on the operating environment on an annual basis. These potential audit topics are evaluated and rated for impact and likelihood in the four risk categories of financial, compliance, strategic and operational. The final risk ranking considers factors such as the City’s 29 of 464

4d3
25-88505
6 2
6 1
strategic goals and objectives, executive management’s specific concerns, explicit management requests, significant changes in operations, key areas not previously audited, and available staff resources. The plan is reviewed with the City Manager and Audit Committee prior to being presented to City Council.

The Fiscal Year 2025-26 Internal Audit Work Plan (Exhibit 2) was reviewed by the Audit Committee at its July 31, 2025 meeting as required by Glendale Municipal Code section 2.82.100 (B). The Fiscal Year 2025-26 Internal Audit Work Plan is comprised of 18 projects, including one carried-over project, four new and re-selected projects, two recurring projects, and 11 continuous auditing/on-going advisory assignments. In addition, three potential projects are included within this work plan and may be performed due to changes in risks and priorities, or if all the planned audits are completed prior to the next year’s work plan development.

STAKEHOLDERS/OUTREACH
Not Applicable

FISCAL IMPACT
There is no fiscal impact associated with this report.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
Not Applicable

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES TO STAFF RECOMMENDATION
Alternative 1: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Roubik R. Golanian, City Manager
Prepared by:

Natalie Minami-Valdivia, Principal Internal Auditor
Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1 – Fiscal Year 2024-25 Audit Committee Annual Report Exhibit 2 – Fiscal Year 2025-26 Internal Audit Work Plan 30 of 464

M O T I O N
Moved by Council Member ________________________________, seconded by Council Member ___________________________________, that the Annual Report prepared by the Audit Committee be hereby approved and accepted and is ordered filed in the office of the City Clerk.

Vote as follows:

Ayes:

Noes:

Absent:
31 of 464

M O T I O N
Moved by Council Member ________________________________, seconded by Council Member ___________________________________, that the Annual Internal Audit Work Plan prepared by the Audit Committee be hereby approved and accepted and is ordered filed in the office of the City Clerk.

Vote as follows:

Ayes:

Noes:

Absent:
32 of 464

CITY
OF

GLENDALE,

CALIFORNIA
N. Gk’
dee6
Internal
Audit
Tel.
(l8)
54K-4844
Ip,icrnal.kud,ia,IcntLIccizOI..\IcptIILLja(n
City
of
Glendale
Audit
Committee
141
North
Glendale
Avenue,
Room
#346
Glendale,
California
91206
July
31,
2025
Honorable
Mayor
Ara
Najarian
and
Members
of
the
City
Council
City
of
Glendale
613
E.

Broadway,
Room
200
Glendale,
CA
91206
Re:

Audit
Committee
Annual
Report
for
Fiscal
Year
2024-25
Dear
Mayor
Najarian
and
City
Council
Members:

Each
year,
the
Audit
Committee
must
report
our
actions
and
activities
to
the
City
Council
per
Glendale
Municipal
Code
Section

2.82.100.

The
purpose
of
this
memo
is
to
communicate
our
activities
for
the
period
of
July
1,
2024,
to
June
30,
2025.

The
Audit
Committee
met
three
times
during
Fiscal
Year
2024-25
where
we
were
provided
with
financial
updates
and
internal
audit
activity
reports.

The
Audit
Committee
continues
to
conduct
paperless
meetings
in
keeping
with
the
City
Council’s
priorities
of
fiscal
responsibility
and
sustainability,
and
continues
to
save
costs
associated
with
printing,
assembling,
and
dispatching
documents.

The
Audit
Committee
assists
the
City
Council
by
reviewing
financial
information
and
management
reports,
and
by
providing
independent
recommendations
regarding
the
scope,
priority,
and
methods
of
audit
related
activities
within
the
City.

The
financial
activities
by
the
Audit
Committee
include:
1)
Received
audit
communications
from
CliftonLarsonAllen,
LLP
on
their
responsibilities,
scope,
and
activities
for
the
annual
audit
of
the
City
for
the
period
ending
June
30,
2024.
2)
Received
and
reviewed
the
Annual
Comprehensive
Financial
Report
for
the
fiscal
year
ending
June
30,
2024.
3)
Received
financial
reports
from
the
Finance
Department
and
City
Management.
1 Exhibit 1
33 of 464

The internal audit activities by the Audit Committee include:
1) Received and reviewed the fiscal year 2023-24 work plan status update, the fiscal year 2024-25 Internal Audit annual work plan and monitored progress in addressing the risk priorities for the fiscal year ending June 30, 2025. 2) Reviewed internal audit reports as they were issued, were briefed on all completed audit assignments by Internal Audit staff and department representatives, reviewed the progress of quarterly follow-up activities, and discussed the action plan related to outstanding audit issues reaching specified criteria.
3) Monitored the types of projects performed by Internal Audit staff to ensure ongoing independence in the internal audit function.

The Audit Committee members wish to express our appreciation to City staff that support our efforts and keep us informed of events and issues in the City. We look forward to continuing to serve the interests of the City of Glendale in the coming year.

Respectfully submitted,
Alejandro Parajon
Chair, Audit Committee
Audit Committee Members:

Zareh Davidian (Appointed on February 11 2025)
Jack Mavyan (Appointed on April 15, 2025)
Denise Miller (Appointed on April 15, 2025)
Christopher Satoorian (Appointed on February 4, 2025)
2 34 of 464

City of Glendale
Internal Audit
Fiscal Year 2025-26 Internal Audit Work Plan
Exhibit 2
Ref.# Audit Subject Area Department Audit Type
1 Public Benefits Program Audit GWP Performance
1 Fire Prevention Bureau Revenue Recovery Audit GFD Financial 2 Townsite Solar LLC GWP Contract Compliance
3 Revenue Collection Audit FIN Performance
4 LAZ Parking California, LLC - GSA Contract Audit PWD Contract Compliance 5 PCI Compliance Audit 3 (Jun-Aug 2025) CTD Compliance
6 PCI Compliance Audit (Sep - April 2026) CTD Compliance CA1 User Access Control (AD) ITD Periodic
CA2 Duplicate Payments FIN Periodic
CA3 Procurement Cards FIN Periodic
CA4 Double Dipping between Procurement Cards and Employee Expense Claims FIN Periodic CA5 Physical Access Control PWD Periodic
CA6 User Access Control (APP) ANY As Needed
CR1 Risk Assessment - Vendor Risk Assessment ALL Periodic CR2 Risk Assessment - Overtime ALL Periodic
T1 Energy Risk Management Committee GWP Advisory
T2 Investment Policy Advisory Committee CTD Advisory
T3 PCI Compliance Team CTD Advisory
O1 GEMT Program Financial Oversight Audit GFD Financial O2 Fremont Park Renovation - Dorado PWD Contract Compliance O3 Urban Design and Mobility Operations Audit (AQMD) CDD Performance Carried-Over Project from FY 2025 to FY 2026
Projects Planned for FY 2026
Continuous and On-Going Advisory Projects
Total Planned Projects for FY 2026: 18
Other Potential Projects:

Team/Advisory Projects
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4e

CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Submission of the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 6 Grant Application.

1. Motion to approve the submission of the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 6 grant application to the California Department of Housing and Community Development (HCD) and authorize the City Manager or a designee to execute all agreements, certifications, and documents necessary to accept and implement the funding.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for August 26, 2025 calendar

EXECUTIVE SUMMARY
The City of Glendale is eligible to receive $213,273 in Round 6 of the Homeless Housing, Assistance, and Prevention Program funds (HHAP-6). This State-funded program supports efforts to prevent and reduce unsheltered homelessness, sustain interim and permanent housing solutions and promote long-term affordable housing solutions.

Eligible jurisdictions must apply regionally. Glendale is a Co-Applicant in the Los Angeles County Region, along with the Los Angeles Homeless Services Authority (LAHSA), the County of Los Angeles, City of Los Angeles, Long Beach, Pasadena, and regional Continuums of Care (CoCs). The updated Regionally Coordinated Homeless Action Plan (RCHAP), informed by stakeholder input, will serve as the region’s grant application to be submitted by August 29, 2025. The City has opted to receive its allocation directly and will be responsible for the funding distribution, administration, reporting, and sub-recipient contracting. Funding activities will align the Glendale Homeless Action Plan (GHAP), and the City will continue to coordinate regionally to measure progress toward reducing homelessness.
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6 2
7 4

RECOMMENDATION
That the City Council pass the Motion to approve the submission of the HHAP-6 grant application to the California Department of Housing and Community Development (HCD) and authorize the City Manager to execute all agreements, certifications, and documents necessary to accept and implement the funding.

ANALYSIS
The HHAP-6 Program is a state grant authorized by Section 13 of Assembly Bill 166 and signed into law by Governor Gavin Newsom on July 2, 2024.

The City is eligible to receive $213,273 in HHAP-6 funds. This program supports counties, CoCs, and large cities in advancing the State’s priorities to prevent and reduce unsheltered homelessness, sustain interim and permanent supportive housing, and promote long-term affordable housing solutions.

As with HHAP-5, eligible jurisdictions must apply for HHAP-6 regionally. The City is a Co- Applicant within the Los Angeles County Region along with LAHSA, County of Los Angeles, City of Los Angeles, Long Beach, Pasadena, including representation from the CoCs. Through the HHAP-6 collaborative planning process, the RCHAP was updated based on stakeholder input and will serve as the region’s grant application to be submitted to HCD by August 29, 2025. (Exhibit 1). The RCHAP was previously approved by the City Council on April 15, 2025. In addition to the RCHAP, the Co-applicants are required to execute a Memorandum of Understanding (MOU), attached as part of Exhibit 1(page 164).

REGIONAL ROLES & RESPONSIBILITIES:

Under the RCHAP, Co-Applicants must clearly define the roles and responsibilities of each participating entity in the following areas:

1. Outreach & Site Coordination
- Detail collaborative efforts for outreach to people experiencing or at risk of homelessness.
- Explain coordination in siting services, shelters, and housing.

2. Siting & Use of Available Land
Describe how partners will work together to identify and utilize land for housing development.

3. Development of Housing
Explain coordination with developers (especially non-profits) to finance interim and permanent housing.

4. Service Delivery Coordination
Describe collaboration on service delivery, including roles related to the Mental Health Services Act and Behavioral Health Services Act. 37 of 464

34e
6 2
7 4

5. Encampment Policies
- List and describe the number of encampments.
- Provide details or links to each jurisdiction’s encampment policy and confirm compliance with Cal ICH guidance.
- If no formal policy exists, describe current efforts and commit to Cal ICH compliance.

While jurisdictions were required to apply together, each jurisdiction has the discretion to receive its base allocation directly. The City has again 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 (GHAP), and the City will continue regional coordination to assess collective progress toward ending homelessness.

Eligible uses for HHAP-Round 6:

1.Permanent Housing Solutions- Includes rapid re-housing, permanent supportive services, operating and capital costs.

2.Homeless Prevention Activities- Includes problem solving and diversion efforts.

3.Interim Housing Solutions- includes navigation centers, motel/hotel vouchers, operating and capital costs, services, and improvements to existing sites.

4.Non-Housing Solutions- Services for people experiencing unsheltered homelessness including street outreach, harm reduction services, and service coordination.

5.Administrative Costs (capped at 7% of allocation amount)- includes reporting, grant administration, HMIS costs (capped at 1% of allocation amount).

FUNDING PRIORITIES:

Glendale CoC will utilize HHAP-6 funds to support existing program priorities that align with the GHAP. Please see the attached Funding Plan and System Performance Measures Improvement Plan Exhibit 1: Key Actions (pages 45-55) and the Funding Plan (Pages 113-15).
- Rental Assistance and Rapid Rehousing
- Landlord Incentives, including but not limited to security deposits and holding fees
- Prevention and Shelter Diversion to Permanent Housing - Interim Housing
- 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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44e
6 2
7 4
HHAP-6 funds must be expended by June 30, 2029. Following Council approval, staff will submit the grant application to the state. Upon award of grant funds, the Glendale CoC will issue a Request for Proposals (RFP) to solicit applications from community agencies.

The CoC Board will review all submissions and finalize proposed funding recommendations, which will be submitted for City Council review and approval.

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-6 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. Staff will return to Council to appropriate grant funds upon receiving the award.

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
Exempt from campaign disclosure

ALTERNATIVES TO STAFF RECOMMENDATION
1: Do not approve the submission of the HHAP-6 grant application to the California Department of Housing and Community Development which will result in reduced homelessness services.
2: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Submitted by:

Bradley Calvert, Director of Community Development & Housing Prepared by:

Arsine Isayan, Deputy Director
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6 2
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Approved by:

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

EXHIBITS/ATTACHMENTS
Exhibit 1- Draft-Updated Regionally Coordinated Homeless Action Plan (RCHAP) 40 of 464

1 MOTION
Moved by Council Member __________________________________________, seconded by Council Member ________________________________________, that, with respect to the report of the Director of Community Development dated August 26, 2025, the Council of the City of Glendale hereby approves submission of the Homeless Housing, Assistance, and Prevention (HHAP) Program Round 6 grant application to the California Department of Housing and Community Development; 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:
41 of 464

Los Angeles Region HHAP-6 Application
Table of Contents
● HHAP-6 Application (pg. 2-129)
● Application Attachments:
○ Stakeholder engagement documentation for Section 2 (pg. 130-144) ○ Encampment zones map for Section 3.a.5 (pg. 145-152)
○ Regional encampment framework for Section 3.a.5 (pg.153-158) ■ Requires signature if applicable
○ Glendale CoC encampment resolution policies for Section 3.a.5 (pg.159-163) ○ HHAP-6 MOU (pg.164-174)
■ All jurisdictions must sign
Exhibit 1- Draft
42 of 464

1 HHAP-6 LA Region
Section 1. Region Identification and Contracting Information Steps to complete this section

1. Select the Continuum of Care (CoC) Region. The definition of “Region” is the geographic area served by a county, including all cities and the CoC or CoCs within it (HSC 50230(v)).

2. Indicate which Eligible Applicants are applying together as a region for HHAP 6 (i.e., which Eligible Applicants will administer the Regionally Coordinated Homelessness Action Plan and be signatory to the Memorandum of Understanding). Eligible Applicants for HHAP 6 are all counties, all Continuums of Care, and Large Cities.

3. For each participating Eligible Applicant, indicate whether and how the Eligible Applicant intends to contract with HCD (i.e., indicate whether the Eligible Applicant will act as their own Administrative Entity, or designate one of the other regional partners to administer their allocation and act as the Administrative Entity on their behalf).

Eligible Applicant
City of Los Angeles
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
Will enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
City of Los Angeles
Contact Title
Sr. Administrative Analyst II
Contact Name
Bindu Kannan
Contact Email
[email protected]
Contact Phone
(213) 574-4392

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2 Eligible Applicant
Glendale CoC
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
Will enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
Glendale CoC
Contact Title
Deputy Director, Community Development Dept- Housing Division Contact Name
Arsine Isayan
Contact Email
[email protected]
Contact Phone
(818) 550-4474

Eligible Applicant
City of Long Beach
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
Will enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
City of Long Beach
Contact Title
Homeless Services Bureau Manager
Contact Name
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3 Paul Duncan
Contact Email
[email protected]
Contact Phone
(562) 570-4581

Eligible Applicant
Long Beach CoC
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
Identify another participating Eligible Applicant in their region to enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
City of Long Beach
Contact Title
Homeless Services Bureau Manager
Contact Name
Paul Duncan
Contact Email
[email protected]
Contact Phone
(562) 570-4581

Eligible Applicant
Los Angeles City & County CoC
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
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4 Will enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
Los Angeles City & County CoC
Contact Title
Chief of Staff
Contact Name
Rachael Johnson
Contact Email
[email protected]
Contact Phone
(213) 518-2170

Eligible Applicant
Los Angeles County
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
Will enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
Los Angeles County
Contact Title
Manager
Contact Name
Rachael Simon
Contact Email
[email protected]
Contact Phone
(323) 447-6402
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5 Eligible Applicant
Pasadena CoC
Participation Status
Is participating in this application as an Eligible Applicant.

Contracting Status
Will enter into contract with the state to receive and administer their HHAP 6 allocation Designated Administrative Entity (if applicable)
Pasadena CoC
Contact Title
Homeless Programs Coordinator
Contact Name
Jennifer O’Reilly-Jones
Contact Email
[email protected]
Contact Phone
(626) 744-8305

Section 2. Documentation and Certification of Stakeholder Engagement Meeting Dates
Guidance
No less than three (3) public meetings must be held for each Regionally Coordinated Homelessness Action Plan. Applicants should retain documentation of the meetings in alignment with HCD's records retention requirement outlined in the HHAP 6 NOFA and should upload relevant documentation to support certification of Section 2 of the regional application.

To add additional meetings, click into the last row of the table, then press “tab” on your keyboard.

Meeting Dates
7/8/25 – Long Beach CoC Board
7/9/25 – LAHSA Board
7/22/25 – Region-wide HHAP-6 Community Meeting
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6 7/23/2025 – CES Policy Council
7/25/2025 – LAHSA Board

Stakeholder Engagement
Guidance
A description is required for each stakeholder group engaged in development of the Regionally Coordinated Homelessness Action Plan. In addition to providing the information required below, applicants should retain documentation of the meetings in alignment with HCD's records retention requirement outlined in the HHAP 6 NOFA and should upload relevant documentation to support certification of Section 2 of the regional application. Documentation of stakeholder engagement may include copies of meeting invites and invitee lists, drafts provided for feedback, etc.

Similar instructions to Home-ARP application.

Stakeholders Description of how stakeholders were invited and encouraged to engage in the public stakeholder process
Describe the specific input from stakeholders that was incorporated into the Plan

People with lived experience of homelessness,
including but not limited to survivors of domestic
violence
Stakeholders with lived experience of homelessness were engaged and invited to all of the stakeholder engagement meetings where HHAP-6 was agendized.

Most of these meetings were regularly held meetings that individuals with lived experience of homelessness routinely attend and/or participate in. In addition, invitations were sent to lived experience advisory boards throughout the LA region and to all CoC members with lived experience.

People with lived experience of homelessness who attended the HHAP-6 community engagement meetings elevated rapid rehousing and prevention and diversion as funding priorities. An overwhelming majority of people who identified as having lived experience of homelessness felt rapid rehousing should be a priority for HHAP-6 funding, and almost half shared that prevention and diversion should be prioritized. The LA region has included both rapid rehousing including Key Actions 5, 9, 11, 16, 20, 32, 33, 36, 39, 42, 49, 51, 52, and 54 and prevention and diversion in Key Actions 16, 20, 42, and 45 in its Regionally Coordinated Homeless Action Plan. A large portion of the funding allocated throughout the region is dedicated to rapid rehousing and other permanent housing efforts, as well as prevention and diversion.

Youth with lived experience of homelessness Youth with lived experience of homelessness were engaged and invited to all of the stakeholder engagement meetings where HHAP-6 was agendized including the organizations that serve youth experiencing homelessness. In addition, targeted outreach was conducted to ensure youth were proportionately represented at these meetings. Youth with lived experience also participate in the region’s reoccurring CoC Board meetings as active members.

One of the key issues raised by youth with lived experience of homelessness was the need for stronger services supporting youth attending college. They shared concerns that students often have to choose between covering tuition or housing and basic needs (e.g. hygiene, etc.). The region currently provides outreach and services to youth, including youth-led outreach teams, as well as youth CES staff co-located on community college campuses (Key Action 41). These staff work with at-risk youth to connect them to mainstream services and address their housing needs.

Youth participants identified rapid rehousing as the highest priority for youth of all the eligible use categories covered through HHAP-6. This priority is reflected in Key Actions 5, 9, 11, 16, 20, 21, 22, 23, 24, 32, 33, 36, 39, 42, 49, 51, 52, and

54. Key Action 38 also highlights the work the City of Long Beach is doing to address youth needs through a Youth Navigation Center.
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7 Youth with lived experience also shared that resources should be allocated towards prevention and diversion, as reflected in the region’s investments in Key Actions 16, 20, 42, and 45.

Local department leaders and staff from
qualifying smaller jurisdictions, including child
welfare, public welfare, health care, behavioral
health, justice, and education system leaders
Local department leaders and staff from qualifying smaller jurisdictions were engaged and invited to all of the stakeholder engagement meetings where HHAP- 6 was agendized, including members from varying City Councils, the Boards of Supervisors, and agencies and County departmental leads.

Local department leaders and staff from qualifying smaller jurisdictions advocated that at least 50% of HHAP-6 funds should be allocated to permanent housing solutions, with a particular emphasis on rapid rehousing. They also raised general concerns about the lack of housing affordability across the Los Angeles region.

They also recommended prioritizing housing stability programs including those that increase an individual’s income. In addition, they raised the importance of intensive case management services, the need to provide support for individuals locating more affordable housing units, and transition planning upon exiting the rapid rehousing program.

The Los Angeles region has continued to invest heavily in permanent housing solutions, as noted through Key Actions 5, 9, 11, 16, 20, 21,22, 23, 24, 32, 33, 36, 39, 42, 49, 51, 52, and 54. In particular, LA County’s funding plan includes a significant ongoing investment in intensive case management services (see Key Action 63) for people living in permanent supportive housing.

Some local leaders also shared their hopes for future level and ongoing HHAP funding.

Homeless services and housing providers,
including developers of permanent affordable
housing operating within the region.

Homeless services and housing providers, including developers of permanent affordable housing were engaged and invited to the stakeholder engagement meetings where HHAP-6 was agendized.

Most of the homeless services and housing providers, including permanent housing developers, who participated in the stakeholder meetings and/or who responded to a follow-up survey, recommended that the LA region prioritize permanent housing solutions, including rapid rehousing. The HHAP-6 Applicants captured permanent housing solutions in Key Actions 5, 9, 11, 16, 20, 21, 22, 23, 24, 32, 33, 36, 39, 42, 49, 51, 52, and 54. In addition, the HHAP-6 Applicants captured permanent housing services and services coordination in Key Action 63. In addition to permanent housing, housing service providers and developers also urged the region to invest in interim housing, which the HHAP-6 Applicants address in Key Actions 1, 2, 3, 4, 5, 6, 7, 8, 11, 12, 13, 14, 29, 30, 38, 43, 46, 52, 53, 55, 61, 68, 76, and 81.

Each Medi-Cal Managed Care Plan contracted
with the State Department of Health Care
Services in the region
Over 40 different Medi-Cal Managed Care Plan (MCP) representatives were engaged and invited to the stakeholder engagement meetings where HHAP-6 was agendized. For the CoCs in the Los Angeles region, MCPs are regular attendees at CoC Board meetings where HHAP-6 plans were shared.

All HHAP-6 Applicants work closely with the local MCPs. While no MCP representatives chose to participate in the stakeholder engagement meetings, each of the HHAP-6 Applicants partner with them on a variety of issues related to housing and homelessness services and/or programs. In addition, many of the Key Actions listed include investments from the MCPs.

Federally recognized tribal governments pursuant
to Section 4103 of Title 25 of the United States
Code that are within the region.

The LA region does not have any federally recognized tribal nation partners.

However, the HHAP-6 Applicants did invite and engage members of the Los Angeles City/County Native American Indian Commission to attend the July 22, No individual or group representing federally recognized tribal nations attended the HHAP-6 stakeholder engagement meetings. However, the LA region does engage with members of the Los Angeles City/County Native American Indian 49 of 464

8 2025, stakeholder meeting. Commission through other stakeholder engagement efforts (outside of HHAP) throughout the year related to housing and homelessness.

Street medicine providers, victim service
providers, and other service providers directly
assisting people experiencing homelessness or at
risk of homelessness
Street medicine providers, victim service providers, and other service providers directly assisting people experiencing or at risk of homelessness were engaged and invited to the stakeholder meetings in which HHAP-6 was agendized.

The majority of these providers emphasized the need to prioritize rapid rehousing, which the HHAP-6 Applicants have addressed through Key Actions 5, 9, 11, 16, 20, 21, 22, 23, 24, 32, 33, 36, 39, 42, 49, 51, 52, and 54. They also recommended the need for greater regional coordination. In the HHAP-5 application, the Applicants committed to quarterly convenings to increase regional coordination and communication. These convenings are ongoing and will continue for the foreseeable future.

Describe any other input from public meetings not captured above that was incorporated into the Plan.

In addition to the above populations’ priorities, other stakeholders urged more resources for youth, including support for youth mental health and substance use disorders and parenting and pregnant youth, all efforts that are incorporated into many of the region’s HHAP-6 Key Actions.

By checking this box, I certify that all participating Eligible Applicants met the public meeting process requirements in statute (HSC Section 50240(d) and (e)) and in the HHAP 6 NOFA in developing the Regionally Coordinated Homelessness Action Plan, documented in Section 2 of this regional application. ☒ I certify under penalty of perjury that all of the information in Section 2, above, is true and accurate to the best of my knowledge.

Optional Upload: Stakeholder Engagement
Guidance
Upload supporting documentation to support the region’s certification of Section 2 of this regional application, which may include meeting invites and invitee list.

Section 3. Regionally Coordinated Homelessness Action Plan Guidance
Applicants must submit a Regionally Coordinated Homelessness Action Plan (Plan) that fully complies with HSC section 50240(c). This Plan shall lay out a strategic approach to address homelessness within the region, emphasizing collaborative efforts among participating applicants.

In developing the HHAP 6 Regionally Coordinated Homelessness Action Plans, regions should build upon their approved HHAP 5 Regionally Coordinated Homelessness Action Plans. This means regions should leverage and update information from their approved HHAP 5 Regionally Coordinated Homelessness Action Plan in corresponding sections of the proposed HHAP 6 Regionally Coordinated Homelessness Action Plan.

3.a. Regional Partners’ Roles and Responsibilities

3.a.1. Outreach and Site Coordination
Eligible Applicant Describe roles and responsibilities in outreach to individuals experiencing, or at risk of experiencing, homelessness in the region, and in coordination on citing of services, shelters, and interim and permanent housing in the region 50 of 464

9 City of Los Angeles 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. Outreach operations are led by LAHSA with contracted teams (CARE/CARE+, C3, Operation Healthy Streets) and Council District-specific providers. The City collaborates with LA County to integrate behavioral health and substance use navigation into outreach. 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 use treatment and mental health services needed to maintain permanent housing. An MOU between LA County and City of LA was executed on May 2, 2024. The MOU establishes a framework for funding and expanding housing, outreach, and supportive services for persons experiencing homelessness (PEH), as well as for facilitating data-sharing and other forms of collaboration.

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 is 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.

Glendale CoC The City of Glendale CoC is part of Service Planning Area (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 domestic violence 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 partnerships with health care agencies, people with lived expertise, law enforcement, and GPD 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 San Fernando Valley 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/A distribution of funds to the City of Glendale CoC.

Long Beach CoC The City of Long Beach CoC (Long Beach CoC & City of Long Beach) is located in Service Planning Area (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 CES SPA lead partners to coordinate and deliver services to youth and families experiencing homelessness and/or at imminent risk of homelessness in the City of Long Beach. The City of Long Beach operates multiple outreach teams that coordinate 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 Public Works, LA County Department of Mental Health (DMH), LA County Department of Health Services (DHS), and LA County Sheriff) outside of the City of Long Beach to ensure that outreach is well-coordinated in and across multi-jurisdictional geographies and that people are being linked with County wide programs. Outreach is conducted via a wide range of approaches, including standard field-based teams, library outreach, operation of two mobile access centers, mental health and substance use disorder (SUD) outreach, police department quality of life officers, and the City of Long Beach’s multi-disciplinary alternative response team focused on responses for people experiencing homelessness.

The City of Long Beach CoC, in partnership with the City of Long Beach and regional partners, plays a central role in coordinating the siting of homeless services, interim housing, and permanent supportive housing (PSH) throughout the Long Beach region. The City leads coordination efforts internally through dedicated interdepartmental workgroups, including the Affordable Housing Work Group and the Homeless Land and Property Team, which are responsible for identifying and assessing potential properties suitable for shelter, PSH, and other homeless-related services. These teams work collaboratively with the City’s Economic Development Department and Real Estate Division, City Manager’s Office, Community Development Department, Public Works, Public Affairs, and Homeless Services Bureau to evaluate and acquire publicly or privately owned land. The City also manages zoning and permitting processes, ensuring alignment with municipal codes and community planning objectives. Both teams have a strong focus on projects that provide services, shelter, and permanent housing. Both groups meet monthly to identify potential new projects and opportunities as well as projects that are in construction/development. 51 of 464

10 The City has developed an interdepartmental process to expedite planning and development, as well as to support community engagement as new projects are starting.

Los Angeles City & County CoC The Los Angeles Homeless Services Authority (LAHSA) plays a pivotal role in formulating and overseeing the Coordinated Outreach Strategy for the Region of Los Angeles.

LAHSA works closely with its partners at LA County (LA County Department of Health Services or DHS and LA County Department of Mental Health or DMH), as well as the City of LA, the City of Glendale CoC, City of Pasadena CoC, and the City of Long Beach and its 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 LA County according to geographic relevance. Coordinators at LAHSA actively support each SPA’s Outreach Coordination activities. The coordinators 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-6 Applicants, 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 with LAHSA Coordinators. The multi-faceted deployment involves aligning regional strategies with the overarching system vision, which is to respond to street- based homelessness, including resolution, by focusing each system component on a targeted number of key activities and behaviors 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 of LA and LA County. LAHSA will continue to work toward 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 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 of LA and LA County partners for resolution activities. They also collaborate with regional outreach providers to engage in strategic vision setting. These activities help the Coordinators inform and recommend changes to outreach zones in each SPA. Each SPA is divided into hubs to better ensure local coordination. The 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 the sessions 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 are also quarterly meetings 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 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 providers, ensuring adherence to best practices for Outreach Coordination. The annual Outreach bootcamp serves as a platform for knowledge exchange and skill enhancement for all regional outreach teams.

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

Los Angeles County The Los Angeles County (LA County) Board of Supervisors (Board) allocates a significant amount of County, state, and federal funding for homeless and housing services to County departments, the LAHSA, the Cities of Glendale CoC), Long Beach CoC, Pasadena CoC, and other cities throughout LA County. LA County, along with LAHSA, provides oversight of the Coordinated Outreach System, which includes LA County DHS Multi-Disciplinary Teams (MDTs), LA County DMH Homeless Outreach Mobile Engagement (HOME) Teams, and LAHSA’s Homeless Engagement Teams (HET). 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/A funds. Most outreach services are contracted through local homeless 52 of 464

11 3.a.2. Siting and Use of Available Land
service providers. LA County funds outreach services for all six HHAP-6 Applicants through the various outreach teams. Two of the CoCs, Glendale and Long Beach, receive direct 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. In addition, LA County funds and administers the Emergency Centralized Response Center (ECRC). The ECRC provides a centralized response call center made up of staff from LAHSA, DMH, the LA County Department of Public Health (DPH) and others that coordinate the operations of outreach teams and other efforts dedicated to helping unsheltered individuals across the county and is designed for elected officials, jurisdictions, governmental agencies, and outreach teams.

On May 14, 2025, the LA County Pathway Home program conducted an operation in partnership with the City of LA and its Inside Safe program, transitioning 69 people experiencing homelessness around MacArthur Park into interim housing with supportive services, supporting them in taking the critical steps toward permanent housing. This successful operation was made possible through coordinated outreach and engagement led by LA County departments, City of LA agencies, and community-based service providers. LA County and City of LA-funded outreach teams were responsible for building trust, assessing needs, and connecting individuals to housing and health services, while LA County and City of LA agencies collaborated to identify appropriate shelter and housing sites and ensure the delivery of onsite care.

As the 51st encampment resolution since Pathway Home launched in August 2023, this effort builds on a regional strategy consisting of coordinated outreach, partnerships with local jurisdictions to site interim housing, and collaboration with service providers to support pathways to permanent housing. Pathway Home has moved over 1,460 people indoors and permanently housed more than 265 residents, while also removing over 800 RVs from public streets. LA County’s ECRC coordinates planning and logistics, while County departments such as DMH, DHS, and DPH provide integrated care in interim housing sites. City of LA departments contribute to street outreach, public safety, and site operations, and community-based partners like PATH, Homeless Healthcare LA, and Street Medicine teams from USC and UCLA deliver direct engagement and clinical support.

Regional coordination also extends to identifying, securing, and staffing appropriate locations for shelters, interim housing, and permanent housing. These operations rely on joint planning between LA County, CoCs and local jurisdictions to align land use, zoning, public health, and housing resources with community needs.

Pasadena CoC The City of Pasadena CoC’s street outreach teams conduct outreach throughout the CoC’s 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 is conducted more frequently in hidden areas (e.g., freeway embankments) to ensure that all people are identified and engaged. Street outreach teams work closely with churches, health care, and nonprofit providers and are integrated with LA-HOP, a publicly available online portal that allows community members to make outreach requests. Street outreach teams meet monthly to share resources, coordinate outreach activities, and case conference.

The Pasadena Public Health Department’s Pasadena Outreach Response Team (PORT), a multi-disciplinary team with a firefighter, social worker, and nurse, is integrated with the City of Pasadena Police Department dispatch center and responds to non-emergency calls for service involving people experiencing homelessness, providing a service-based response in lieu of an armed law enforcement response. Additionally, PORT conducts the street outreach components of the CoC’s two Encampment Resolution Fund projects.

The Pasadena Police Department’s Homeless Outreach Psychiatric Evaluation (HOPE) Team pairs law enforcement officers with LA County DMH clinicians to provide outreach, mental health services, and connections to housing and shelter resources. Additionally, the City of Pasadena funds Union Station Homeless Services to provide two street outreach liaisons who support the HOPE Team to facilitate faster connections to shelter and housing resources. The CoC also funds Friends In Deed’s street outreach team, which includes substance use specialists. LA County funds several additional outreach teams that operate throughout the San Gabriel Valley, including in Pasadena, including a youth-focused team and a multi-disciplinary team.

Eligible Applicant Describe how the Eligible Applicant will coordinate efforts to identify and promote use of available land for the production of interim or permanent housing in the 53 of 464

12 region
City of Los Angeles On May 3, 2016, the City of LA’s Mayor and City Council approved the Asset Evaluation Framework (AEF) to identify and assess City-owned property that may be suitable for housing, economic or municipal redevelopment. In July 2016, the Mayor and Council expanded the AEF to include a Property Review and Evaluation Process (PREP) for sites considered for permanent affordable and supportive housing. The City Administrative Officer (CAO) has revised the AEF and PREPs informally since 2016 based on lessons learned from the property review process. The review process for interim and permanent housing has also expanded to include other publicly- and privately-owned sites. Since 2016, the CAO, in partnership with City departments, has assessed more than 822 publicly owned sites and 225 privately-owned sites. Many of these sites are currently being used for interim housing, homeless facilities, and the City of LA Housing Department (LAHD) is working with developers on the redevelopment of almost 40 sites.

The AEF process for evaluating sites begins with a formal request via a Council motion. For the evaluation process, all the information available on the property is gathered from the pertinent City departments. This includes a legal description, planning/zoning analysis, environmental information, title report, current use, etc. The due diligence reports and site information are assessed to determine allowable uses and restrictions. If the site is deemed feasible for the proposed use, a report recommending the potential future use of the property is submitted to the oversight commission with site control, if applicable, and to the Council and Mayor for consideration.

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. The seamless integration of housing and homeless services reflects Glendale’s commitment to delivering permanent housing solutions and ending homelessness in our community.

Additionally, this alignment supports and accelerates the City’s initiatives to expand housing access and homeless support services. These include Glendale’s inclusionary zoning policies, interim housing programs, the newly established Burbank-Glendale-Pasadena Regional Housing Trust, and the efforts of the Glendale Housing Authority.

Long Beach CoC The City of Long Beach coordinates several interdepartmental bodies focused on identifying and streamlining the development of interim and permanent housing on available land. The Affordable Housing Workgroup, comprised of executive leadership from the City Manager’s Office, Community Development (Planning, Housing and Neighborhood Services, Building and Safety), Long Beach Housing Authority, Long Beach Homeless Services, and Real Estate Team, ensures streamlined coordination of affordable housing funding such as housing choice vouchers, state and federal grants are utilized efficiently, and coordinated entry quickly places and stabilizes people in place. This Workgroup also coordinates and troubleshoots individual affordable housing projects, ensuring the City moves these projects forward, and supports zoning and policy reforms to accelerate affordable housing development. This Workgroup has served a critical role in identifying land and implementing homelessness-related interim housing and supportive services projects, such as the utilization of State Homekey Program grants to identify, acquire, and convert two motels into 177 units of interim housing. The City also convenes a Homeless Services Capital Projects Workgroup, coordinating between the Homeless Services Bureau (Long Beach CoC), Public Works, and Real Estate to identify City-owned property and facilities for conversion into service sites.

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, and a temporary inclement weather shelter for people experiencing homelessness. The Real Estate Team within the Long Beach Economic Development Department actively works with the Long Beach CoC to identify privately owned land to acquire for use in homelessness response. In 2023, the City successfully partnered with LA County to purchase a 26,000 square foot warehouse to convert and operate as an 85-bed congregate shelter. The Real Estate Team identified the site and brokered the sale, with funding supporting the acquisition and development provided by LA County. The site is currently operational, providing shelter and supportive services for 85 adults experiencing homelessness, with services funded by LAHSA. The City of Long Beach is proud of the interdepartmental and regional collaboration that has enabled this project to succeed.

The City of Long Beach also operates its own Public Housing Authority providing different housing choice voucher programs that administer tenant-based rent subsidies to private scattered site property owners, as well as project-based vouchers for affordable housing developments. In addition to providing rental assistance and financial assistance to persons 54 of 464

13 3.a.3. Development of Shelter, Interim and Permanent Housing Options Eligible Applicant Describe your engagement with housing developers, including developers of permanent supportive housing, to coordinate the financing of interim and permanent housing
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 permit PSH and affordable housing to attract developers.

The increased development will increase the supply of PSH and affordable housing in the City of LA. The Office of the City Administrative Officer (CAO) has developed an online application called the Real Estate Access for Community Housing (R.E.A.C.H.) survey. R.E.A.C.H., built in ArcGIS, collects geospatial information and integrates well with other mapping and reporting programs that will be able to collect the necessary information to initiate site assessments. Property owners will answer the survey questions to 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, as well as vouchers to four additional projects that have opened in the last two years, and two other projects that are currently in development.

As articulated, the City of Long Beach has a demonstrated track record of interdepartmental and regional coordination to ensure the direct development of interim and permanent housing, as well as an investment in streamlining policies to ensure non-City service providers and affordable housing developers are able to expand capacity as much as possible.

Los Angeles City & County CoC 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 available 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.

Los Angeles County LA County’s Chief Executive Office (CEO) assesses County-owned land on an ongoing basis to determine its feasibility for use as homeless housing. In addition, LA County has continued to implement its land banking pilot, which will acquire five properties in areas at risk of gentrification and displacement and set them aside for development of affordable housing. Through the land banking pilot, LA County has evaluated over 173 sites countywide for potential development. LA County’s permitting departments, including the Departments of Public Works, Regional Planning (DRP), DPH, 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 LA County-owned or leased properties within incorporated areas. As a part of LA County’s Declaration of State of Emergency on Homelessness, LA County is easing rules and regulations that slow or prevent the construction of interim or permanent housing, expediting the process for acquiring properties and executing and amending leases, and continues to implement a concierge system to support affordable housing developers seeking to complete projects within LA County’s jurisdiction.

LA County has also implemented several ordinances related to homeless housing, including 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.

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 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. One church is hosting a safe parking program, and a second church is in the process of applying for a minor conditional use permit. The Zoning Code amendment also expanded the areas of Pasadena zoned for emergency shelters, low-barrier navigation centers, and limited emergency shelters. 55 of 464

14 collect basic contact information, property conditions, and conveyance options. The survey will not replace the detailed, staff-level analysis that is done to determine feasibility but will be an important tool to collect information that will later inform the screening, analysis, and prioritization of the properties submitted. Depending on the survey responses and screening criteria, properties may be qualified for further, more comprehensive analysis from CAO staff to assess the feasibility of interim or permanent housing, or homeless facilities use at the site. Different analyses are conducted depending on the potential use of the property as these uses have different design standards, optimal built conditions and financing options. The feasibility analysis is supported by the Bureau of Engineering, Department of City Planning, General Services Department, LAHD, and other City departments as outlined in the AEF. After analyzing the properties, the CAO will produce a property profile report that summarizes the analysis of the site and development potential or challenges that have been identified.

1. The financing of interim housing is coordinated through the CA 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 CAO reviews sites that may be feasible for Interim Housing and Homeless Facilities. The CAO may review City-owned and other publicly- or privately-owned sites to lease, master lease, or acquire. The CAO works closely with the Bureau of Engineering (BOE) and the appropriate City of LA Departments to assess sites and determine costs for the intended use. 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 plans 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 City of LA’s Mayor’s Office and CAO have staff that help coordinate intradepartmental responsibilities.

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 56 of 464

15 encourages developers to provide affordable housing units by offering density bonuses and other financial incentives. The passage of SB 1177 authorized the creation of the 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. This affordable housing Project will be completed by the end of July 2025. 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 more ongoing streams 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 HUD funding. The City of Glendale has also acquired Parkview Apartments, a former 112-bed senior assisted living that is being converted to a 68-unit rental complex to support extremely low, very low and low-income families and seniors. As homelessness continues to impact communities across the region, the City of Glendale has taken a significant step to enhance its response by integrating its Homeless Services team into its Community Development Department’s Housing Division.

Long Beach CoC 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 the Housing Authority of the City of Long Beach (HACLB), City of Long Beach Community Development Department, LA County DHS, LA County Development Authority (LACDA), and local housing developers and non-profit service providers to site, develop, subsidize, and operate 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 operating, leasing, rental assistance, and supportive services costs for permanent housing resources within City limits. Through HUD’s 2022 Special Unsheltered NOFO and Long Beach Recovery Act (LBRA), Long Beach CoC was able to partner with LA County DHS to create 500 slots of intensive case management services (ICMS) within Long Beach (360 funded through LBRA resources (ESG-CV and HOME- ARP and the Unsheltered NOFO), along with 140 provided in-kind by LA. County DHS. Long Beach CoC provides matches to these ICMS slots, which have been managed by non-profit service providers (including PATH, Mental Health America, Illumination Foundation, Interval House, Family Promise of the South Bay, Lutheran Social Services).

Through this partnership, the Long Beach CoC was able to successfully utilize all 582 Emergency Housing Vouchers and all 79 Housing Stability Vouchers allocated to the Housing Authority of the City of Long Beach (HACLB).

Examples of successful collaboration and coordination with our regional, jurisdictional partners on the development of interim housing include partnerships 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/A 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 continue 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/A 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 committed to providing up to half of the costs of acquisition and development. An agreement with LA County to provide funds, made available with Measure H/A 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.

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16 In addition to these efforts, the City of Long Beach has been able to successfully partner with the State and LA 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.

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. LA County owns two Homekey sites that will operate in the City of Long Beach, with the LA County Development Authority funding and managing the acquisition and development. Both sites (Crescent and Zephyr) will operate as permanent housing programs, with both sites developed by Linc Housing, a local Long Beach non-profit affordable housing developer. Both projects are in final stages of development, with Long Beach CoC actively supporting lease-up, with matches to Crescent and Zephyr identified and matched by 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 providing 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 Community Development to coordinate the allocation, distribution, and programming of those funds, as well as supporting Community Development 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.

The Long Beach CoC Board includes ex-officio seats for the Long Beach Community Development Department and HACLB. Additionally, the Long Beach CoC Board co-chair is represented by the housing developer Century Villages at Cabrillo/Century Affordable Developers, Inc. City of Long Beach and Long Beach CoC have long partnered with Century on the Century Villages at Cabrillo supportive housing facility. Century Villages at Cabrillo is a 27-acre supportive housing community, established in 1997, currently serving approximately 1,500 household members. The campus supports a large variety of supportive housing types, which includes PSH, as well as emergency and transitional housing programs. Housing programs and services are operated by multiple on-site service providers - PATH, U.S. VETS, 1736 Family Crisis Center, Harbor Interfaith, Catholic Charities, etc., with the City of Long Beach supporting Century programs, operations, and services via rental subsidies provided by HACLB and services funded by Long Beach CoC, LAHSA, and Department of Veteran Affairs.

The City of Long Beach is currently partnering with the housing developer Century on a new PSH project in pre-development, the Uptown Acres. Uptown Acres will provide 200 units of PSH and general affordable units, with financing secured from LACDA and City of Long Beach Community Development department. More recently, the Long Beach CoC partnered with Century on the completion and submission of a CoC Builds application. If funded, an additional $5M in capital funds would be made available by Long Beach CoC to close funding gaps for this critically needed project.

Los Angeles City & County CoC 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 shifted 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, which include interim housing options throughout the City of LA and LA 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 58 of 464

17 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. LAHSA takes on property management of the master leased units and directly administers rental assistance payments for participants in these units. Supporting the regionwide goal in expanding permanent housing resources, the strategic approach underscores LAHSA's dedication to fostering lasting solutions to homelessness and facilitating a more efficient and impactful Master Leasing program.

Los Angeles County LA County agencies work closely with providers and housing developers to coordinate the financing of permanent and affordable housing projects while using a variety of tools to increase the number of interim housing, PSH, and the housing stock for people experiencing homelessness, or at risk or homelessness including a Declaration of a Shelter Crisis.

LA County also partners with developers on a variety of programs to develop, plan and apply for projects and provides technical assistance, when appropriate, for projects once submitted. 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 and various County-owned properties have been utilized as interim housing.

LA County continues to expand its PSH portfolio through the Homekey initiative and has applied for Homekey+. LA County with the LA County Development Authority (LACDA), as the local jurisdiction lead, has submitted six applications to the State for up to 504 additional units of PSH. LA County has leveraged capital funding and operating subsidies from DMH and operating subsidies from DPH-Substance Abuse Prevention and Control (SAPC) to support the projects. Additionally, LA County has also funded three (3) more interim housing sites in the Cities of Torrance, West Hollywood, and Palmdale using local one-time Measure H/A dollars.

LA County invests significant funds in affordable housing production. 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. 80 development projects have received capital funding or rental assistance through the LACDA NOFA and over 13,300 affordable homes have been funded. The Affordable Housing Programs’ Budget is a key funding source for the LACDA NOFA. For FY 2024-25 the Board has allocated $75 million from the Affordable Housing Program Budget’s current fiscal year funding for production of housing.

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 $179 million in AHSC funding to develop 922 affordable housing units at eight project sites; and reduce greenhouse gas emissions by increasing public transit ridership and creating over a dozen miles of bicycle and pedestrian pathways. The LA County CEO-Homeless Initiative (CEOHI) is working with its technical consultant, Enterprise Community Partners, to prepare competitive applications with developers for AHSC Round 9 due in spring 2026.

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 oversees a portfolio of Homekey PSH projects. To secure state Homekey grants, the County committed $326,319,696 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 DHS and LAHSA, in an effort to increase private market rentals to match people experiencing homelessness with tenant-based rental assistance, such as Time-Limited Subsidies, federal vouchers (e.g. Housing Choice Vouchers, and other locally funded vouchers. LA County has contracted with the local managed care plans (MCPs), Health Net and LA Care, to support expanding existing UA programs and launching the pilot Master Lease program with LAHSA.
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18 In 2024, voters approved Proposition 1, transforming MHSA into the Behavioral Health Services Act (BHSA), expanding its scope to include recovery services for individuals with substance use disorders and enhanced housing supports. Beginning in FY 2026–27, 30% of LA County’s BHSA allocation will be dedicated to housing for people experiencing or at risk of homelessness—including those with a history of chronic homelessness —and for capital housing projects. Led by the DMH, LA County is currently conducting its Community Planning Process (CPP) to guide development of its BHSA Integrated Plan, with forums and workgroups open to the public, including housing developers and other stakeholders. This process will help identify local housing gaps, and shape funding decisions to maximize the impact of BHSA funds—potentially supporting efforts such as housing operating subsidies, non-congregate interim housing, stabilization units, and supportive housing. BHSA reforms aim to prioritize individuals with the most acute behavioral health needs while creating more equitable access to care and helping the County leverage BHSA resources to accelerate both interim and permanent housing development.

Finally, Measure H/A, the County’s local revenue source to address homelessness, requires that $32.1M goes to LACDA for the development or preservation of housing in which units are affordable to Lower Income Households; $382.8 million going to the LA County Affordable Housing Solutions Agency (LACAHSA) for the construction of new affordable housing, affordable housing preservation, planning and technical assistance related to affordable housing and land use, including innovative solutions to reduce barriers to affordable housing and to accelerate its production and preservation, and more; and just over $96M to fund the Local Solutions Fund, which will allocate funds to cities, councils of governments, and unincorporated areas, for programs including affordable housing programs.

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. The City of Pasadena accepts funding requests from housing developers on a rolling, over-the-counter basis in order to ensure a nimble funding process that provides the developer with the flexibility to pursue other funding sources more easily. Housing staff coordinates with other Departmental staff on an as-needed basis to ensure a smooth entitlement and construction process.

In August 2024, the City of Pasadena celebrated the opening of 2322 E. Foothill Blvd. This project represents a unique and innovative partnership between educational, nonprofit, and government partners to tackle community college student homelessness. 2322 E. Foothill consists of six (6) studio units that provide housing for students attending Pasadena City College (“PCC”). PCC has committed to covering the rents for the first five (5) years of operations. Other funding sources include grant funds from both the California Community Foundation and Pasadena Community Foundation (totaling $210,000) and City of Pasadena funding ($2.54 million). The housing developer, Heritage Housing Partners (“HHP”), has acquired the adjacent site and intends to develop eight (8) more affordable studio units for PCC students and one (1) manager’s unit. The second phase is expected to be completed by the end of 2026.

Heritage Square South, a 69-unit PSH building for seniors developed by housing developer, BRIDGE Housing, also opened in August 2024. The City of Pasadena contributed the land, $6.9 million of Housing Successor funds, and project-based Housing Choice Vouchers. This project is fully leased as of June 2025.

The City’s housing development pipeline remains robust. The City has committed $4.75 million of Local Housing Trust Fund dollars to a 100-unit senior housing project, Ramona Seniors, which will be developed by National CORE and includes 49 units of PSH. This project is located in the City of Pasadena’s civic center, and in addition to the Local Housing Trust Fund award, the City has also committed the land (appraised value of $14.49 million) and $2.75 million in HOME funds to this important development.

The City of Pasadena will be releasing a Request for Proposals for a City-owned site in Summer 2025; this will be a joint-RFP with the adjacent property owner, Planned Parenthood of San Gabriel Valley (“PPSGV”). This joint-RFP structure will allow for maximum development potential on both sites. It’s anticipated that the development will ultimately consist of at least forty-five (45) units of affordable housing, along with some market-rate and/or moderate-income units. The City of Pasadena will contribute its land.

The City of Pasadena contributed $1,903,121 of City loan funds (consisting of $1,200,000 Inclusionary funds, $500,000 federal HOME funds, and $203,121 Housing Successor funds) to Door of Hope for the purchase of a single-family home, which will be converted to a 20- unit transitional housing project for families (the David and Katherine Lee Home).

The City of Pasadena continues to proactively seek additional affordable housing funding and to support efforts from housing developers to site and provide affordable housing in 60 of 464

19 the city. The City of Pasadena, along with its neighboring jurisdictions, Burbank and Glendale, formed a Joint Powers Authority (the Burbank Glendale Pasadena Regional Housing Trust) to provide a collaborative approach to the regional issues of homelessness and the need for affordable housing. The Burbank Glendale Pasadena Regional Housing Trust Board recently approved funding for two projects in Pasadena to-date: the rehabilitation of Centennial Place, a 144-unit single-room occupancy building located in the City’s Civic Center and Walnut Crossing, a sixty-unit mixed-income homeownership development with thirty-one (31) affordable units that will be sold to first-time homebuyers.

Additionally, the City acquired 17 properties from Caltrans, four of which will be rehabilitated and sold to low-income first-time homebuyers through a partnership with San Gabriel Valley Habitat for Humanity. The remaining 13 properties will be sold at market rate, generating an anticipated $20 million, which will be used for future affordable housing development.

3.a.4. Coordination of and Connection to Service Delivery Eligible Applicant Describe how the Eligible Applicant is coordinating, connecting, and delivering services - including Mental Health Services Act or Behavioral Health Services Act within the region - to individuals experiencing homelessness, or at risk of experiencing homelessness.

City of Los Angeles The City of LA utilizes a coordinated, cross-agency approach to deliver services to individuals experiencing or at risk of homelessness, including behavioral health and substance use services funded through the Mental Health Services Act (MHSA) and the Behavioral Health Services Act (BHSA). This includes strategic alignment with LA County DMH, LAHSA, and nonprofit and community-based providers.

The City of LA integrates MHSA-funded services into the homelessness response system through outreach teams, shelter-based services, and PSH. These include Full-Service Partnership (FSP) programs and mobile mental health units, which are often deployed alongside outreach teams engaging unsheltered residents. Access to care is prioritized through City-County partnerships like the HOME teams, which pair clinicians with outreach workers to serve individuals with co-occurring mental health and substance use disorders.

Building on the structure of the Behavioral Health Continuum Infrastructure Program (BHCIP), the City of LA is aligning with State directives under the Behavioral Health Infrastructure Bond Act of 2024 to support projects like the Aviva Family and Children Services’ residential campus, which will serve vulnerable populations such as pregnant and parenting women with substance use needs. The City has authorized agreements to allow State-funded improvements on City-owned land and support wraparound behavioral health services at these sites. On May 6, 2025, the City of LA received notification of selection by the California Department of Health Care Services (DHCS) to receive a conditional award of $9,743,738 through the Bond BHCIP Round 1: Launch Ready grant program. This significant investment will support the development of a Peer Respite facility located at 7631 Canoga Avenue in Canoga Park, which will provide 16 beds for individuals in need of short-term, voluntary mental health support in a non-clinical, community-based setting. The project includes a local cash match of $974,373.80 and reflects the City of LA’s ongoing commitment to expanding behavioral health capacity in alignment with Proposition 1 and the Behavioral Health Infrastructure Bond Act of 2024. While the award remains under embargo pending a public announcement from DHCS, this milestone underscores the City’s collaborative efforts to advance recovery-focused alternatives to hospitalization and strengthen the behavioral health continuum of care across Los Angeles.

Glendale CoC The City of Glendale Community Development Department’s Housing Division 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 funds 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 MCPs. The City of 61 of 464

20 Glendale administers contracts through the Housing and Homelessness Incentive Program (HHIP) and partners with two Medi-Cal MCPs to deliver comprehensive case management services to chronically homeless seniors participating in the City’s Rental Assistance Program through June 2026. The City of Glendale does not receive any funding directly from the LA County DMH. The CoC is keeping a close eye on the implementation of Proposition 1, with some potential projects and partnerships in mind to leverage Behavioral Health Services funding in the future.

Long Beach CoC 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, and Glendale CoCs, as well as the LA County CEO Office 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 operates 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 include 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 Long Beach 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 the 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, in addition, has formal & informal partnerships with Survivor Service Providers (SSPs). 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 SSP 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 domestic violence coordinators - most specifically with Rainbow Services, the SPA 8 lead for domestic violence 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 domestic violence 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 62 of 464

21 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/A and California state funding support housing navigation to assist clients in interim housing and rapid rehousing 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 LA County DHS 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.

The City of Long Beach has provided engagement to the Community and Behavioral Health providers in working to bring forward proposed projects through the Behavioral Health Capital Improvement Project Round 1 NOFO. Within that process, the City submitted three (3) proposals along with support letters for additional projects. There is one (1) project in the city that has received funding through the Behavioral Health Bridge Housing funding that LA County DMH awarded and will create 150 new beds through a hotel conversion. Staff are working with the housing developer and service provider to get the project completed and operational and will coordinate with LA County DMH for referrals into the program. The City of Long Beach also released a process for supporting potential Project Homekey+ proposed projects, however there was only one project that was proposed that was deemed not to be a viable project. The City did reach out to the LA County Development Authority to inquire if they received any proposals for projects in Long Beach, however there were no projects in Long Beach. Within the CES process the City of Long Beach works with LA County DMH to match individuals to MHSA housing units.

The LA County DMH is responsible for coordinating and administering MHSA funds and leads the Behavioral Health Services Act planning process in partnership with LA County DPH’s Substance Abuse Prevention and Control (SAP-C). Long Beach DHHS does not provide any direct reimbursable mental health services under MHSA. However, the City of Long Beach Health Department is currently in the process of becoming a contracted provider of Community Support Services and Enhanced Care Management services with two MCPs (LA CARE and HealthNet). In alignment with DHCS’s BHSA County Policy Manual, LACDMH and SAP-C have created a BHSA Community Planning Team to guide the development of LA County’s first three-year integrated plan. To ensure alignment, collaboration, and continuity of behavioral health treatment under BHSA, the City of Long Beach is actively engaged as a voting stakeholder on the BHSA CPT. The City of Long Beach is committed to continued contribution and partnership with LA County in the development of the BHSA integrated plan. The City of Long Beach will continue to advocate for and improve cross-systems collaboration through participation in the BHSA CPT to ensure that BHSA housing funds reach the most critically ill community members in Long Beach. While the City of Long Beach does not provide behavioral health services funded by MHSA, the Multi-Service Center serves as the hub for coordinating, connecting, and delivering services to individuals experiencing homelessness or at risk of experiencing homelessness. Additionally, the City of Long Beach conducts outreach, coordination of services, and connection to many other services to people experiencing or at risk of experiencing homelessness including (REACH, MAC, CCR, MET – LAPD/LADMH, TCC, Mental Health Court with DA, re-entry service coordination, DCFS collaborative projects, diversion program with mental health clinician based in jail). The City of Long Beach also regularly refers and connects people experiencing homelessness to LA County DMH programs (HOME, FSP, etc.).

Los Angeles City & County CoC In December of 1993, the Board and the City of 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 63 of 464

22 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. As the CoC lead agency, LAHSA is responsible for the oversight of the Homeless Management Information System (HMIS) and the implementation of the CES. As such, LAHSA manages the matching of eligible participants to PSH) resources as they become available according to the guidance provided by the CES Policy Council. Through this work, LAHSA supports the work of our system partners at LA County DMH and DHS, ensuring that the participants they serve, including those served in DMH’s new BHBH funded interim housing programs, are provided equitable access to CoC resources. LAHSA also matches to PSH resources funded through MHSA, ensuring that eligible participants served across the system can be matched to housing and supports designed to serve those with behavioral health needs. 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 has developed a comprehensive training series to deepen partners' understanding of problem-solving strategies.

Another pivotal goal is the optimization of housing navigation staff deployment. LAHSA has assigned 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 has issued 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 have 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. For the last two years, LAHSA has led a collaborative process to evaluate the cost of operating interim housing with a goal of ensuring that the rates paid to providers cover the full cost of operations. Through this work, LAHSA facilitated the development of shared standards for facilities, food, and services across all interim housing funded by the County, the City of LA, and LAHSA. Additionally, LAHSA facilitated the development of a unified approach to establishing the base rate per bed for shelter across the county, with increases added incrementally in January and again in July. LAHSA plans to continue this work to ensure that there is a shared agreement for addressing rates in relation to the impacts of inflation. Master Leasing is a regional approach whereby 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 64 of 464

23 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 LA 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.

Los Angeles County LA County has a unique role and setup of responsibilities among the six HHAP-6 Applicants as the geographic jurisdiction in which all the others are nested. The 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) the 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-6 Applicants. 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 county region. For example, the Board has historically allocated over $450M in Measure H funding (from a 1⁄4 cent County sales tax dedicated to combating homelessness) annually to many Homeless Initiative lead LA 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.

Measure A is a half-cent sales tax countywide approved by County voters in November 2024, which repealed and replaced Measure H (that was set to expire in 2027) as of April 1, 2025. Measure A allows LA County to continue progress on ending homelessness with housing with services, while greatly expanding efforts to address the drivers of homelessness through affordable housing construction, homelessness prevention, and support for vulnerable renters. Generating over $1 billion annually, Measure A funding will be shared between LA County, cities and Councils of Government, the LA County Development Authority (LACDA), and the LA County Affordable Housing Solutions Agency (LACAHSA). In this way, the LA County Government itself is a significant funder, supporter, coordinator, and connector of homeless and housing efforts across all the other jurisdictions within the Los Angeles region. A key component of CEO-HI 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. Measure A requires at least 15% of the Comprehensive Homelessness Services funds to be allocated to the Local Solutions Funds (LSF).

Measure A states that the County will allocate the LSF to cities, COGs, and/or the County on behalf of its unincorporated areas. On March 25, 2025, the Board voted to approve the Homeless Initiative Recommended Budget for Fiscal Year 2025-26, which included an allocation of $96.36 million for the LSF, enabling jurisdictions to enhance homeless program and service delivery within their region. The Local Jurisdiction Coordination & Supports Team administers and manages the LSF; 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, LA County’s Encampment Resolution program 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.

LA 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 COGs, which are Joint Powers Authorities that provide cooperative planning, coordination, and technical assistance on issues of mutual concern that cross jurisdictional lines.

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 LA 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 concentrates on flow-through by increasing an emphasis on permanent housing availability to move people through the system to permanent 65 of 464

24 3.a.5. Policies for Addressing Encampments

solutions more quickly.

In addition, as mentioned in the Outreach and Site Coordination section, County’s ECRC is a central coordinating entity that oversees and directs daily operations for 150+ outreach teams serving unsheltered individuals across the county. ECRC coordinates and supports homeless outreach and encampment resolution efforts such as Pathway Home, Inside Safe, and other cross-jurisdictional encampment efforts. In addition, ECRC will quickly link outreach teams, Cities, and other entities to LA County services.

DMH works closely with system partners, including CEO-HI, to coordinate services and resources that specifically serve people experiencing homelessness who experience serious mental illness (SMI) or serious emotional disturbance SED. Representatives from DMH actively participate in planning and implementation in the homeless services system to ensure that mental health services are integrated throughout the system and accessible to those individuals who meet criteria for specialty mental health services. Using specialized funding dedicated to behavioral health, such as Mental Health Services Act (MHSA)/Behavioral Health Services Act (BHSA), DMH is able to fund various resources to support people experiencing homelessness including outreach through programs like Homeless Outreach and Mobile Engagement (HOME) Team, and Interim Housing Outreach Program (IHOP); various housing types along the continuum of care including the Interim Housing Program (IHP), Enriched Residential Care (ERC) program, which provides funding for clients in licensed care settings, and both project and tenant-based PSH; as well as integrate services into these housing settings through Housing Supportive Services Program (HSSP). DMH also is committed to the continued use of this funding for the Capital Development of the mentioned housing resources to ensure that accessible resources continue to be built into the future through programs such as No Place Like Home and Homekey+. With the upcoming implementation of BHSA and the requirement that 30% of this funding be used toward housing, DMH, in partnership with the DPH Substance Abuse Prevention and Control Division, has convened a robust engagement process that includes system partners and community members to inform and support design of BHSA Program Services to address the homelessness crisis by promoting recovery and housing stability for people experiencing homelessness with behavioral health needs.

DMH and the DPH – Substance Abuse Prevention and Control (DPH-SAPC) have also been awarded Behavioral Health Bridge Housing (BHBH) funding from the State to implement bridge housing for people experiencing homelessness and living with serious behavioral health conditions, including serious mental illness and/or substance use disorders, through June 30, 2027. This funding provides both operational funds that can be used toward interim housing operations, rental assistance and auxiliary funding for assisted living facilities and start-up infrastructure funds. Total BHBH funds awarded include $316M to DMH through Round 1 (2023) and Round 3 (2024) applications and $61.9M to DPH-SAPC through Round 1 (2023). DMH issued a Request for Applications in October 2024 to expand and enhance its Interim Housing Program (IHP) through BHBH funding and has made awards to 20 new interim housing sites with a total of 874 new beds and 47 family units, which are opening between May and September 2025.

BHBH funding is also being used to enhance services at the new and existing DMH IHP sites, including over 90% adding either an on-site mental health clinician, licensed vocational nurse or equivalent, or both, and all sites adding a dedicated on-site housing navigator.

Pasadena CoC The City of Pasadena CoC collaborates with diverse groups such as homeless services providers, mainstream health care and mental health care providers, Huntington Hospital, the Pasadena Public Health Department, domestic violence victim service providers, veterans and youth service providers, faith-based organizations, funders, advocates, the Pasadena Housing Authority, the Pasadena Unified School District, local law enforcement, and people with lived experience of homelessness that play a critical role in preventing and ending 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 that 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 California CoC Alliance, and the LA HMIS Collaborative, through which the LA, Glendale, Long Beach, and Pasadena CoCs co-administer a shared HMIS. Along with the three other CoCs in the region, the City of Pasadena CoC is a member of the Greater Los Angeles CES and has a seat on the LA CES Policy Council, the CES’ governing body that develops regional CES Policies and Procedures. The State’s Behavioral Health Continuum Infrastructure Program recently made Proposition 1-funded awards to three entities within the City of Pasadena CoC, including Huntington Hospital, Impact Treatment Center, and Hillsides. These funds will bolster mental health and substance use treatment services for individuals experiencing and at risk of homelessness. 66 of 464

25 [NOTE– the information below will be included as a separate attachment to the Application, as allowed below under “Optional: Encampments Excel,” but is provided here for your review.] The HHAP-6 Applicants divided the region into eight (8) encampment zones, defined by the region’s existing Service Planning Areas (SPAs), with the Continuums of Care (CoCs) of Glendale, Long Beach, and Pasadena leading efforts as sub-sets within SPAs for their respective jurisdictions.

On July 1, 2025, HHAP-6 Applicants pulled a report from HMIS of all known encampments defined as five (5) or more individuals per site in which outreach has been conducted for 30 days or more. Additionally, the HHAP-6 Applicants added additional relevant data, including the relevant state Encampment Resolution Fund grant sites that may not have been captured in the initial HMIS report.

Encampment Address or
General
Location
Estimated
Population
What are the region’s specific plans to address
this encampment?
What are the
Key Milestone
Dates to carry
out the
described
plan?
ERF
Status
(site
funded
by ERF;
Yes/No)
If Yes, ERF
Contract #
If No, are there current
plans to submit an ERF
application to address
this site? (Yes/No)
Lead Entity for
addressing this
encampment
ZONE – Service
Planning Area (SPA) 1
See map SPA 1 51 The LA region plans to carry out at least four encampment resolution operations in Lancaster and
Palmdale, with the goal of placing at least 40
individuals in interim housing. Prior to each
resolution, the region will coordinate closely with
key partners, including but not limited to LA County
DHS-HFH, LA County DMH, LAHSA, DPH-
SAPC, LASD-HOST, LA County Public Works, LA
County Animal Care & Control, local jurisdictions
(Cities, COGs and/or unincorporated areas) and
local homeless service providers to discuss planning,
logistics, status of outreach, and siting of interim
housing. For SPA 1, the region will collaborate with
local governments to secure a letter of agency
(consent), to provide access to private property to
address certain encampments. The region will also
continue to work with Caltrans, which provides
additional logistical support and helps coordinate
with the California Highway Patrol, as applicable.

For the remaining encampments in SPA 1, the
region will continue to identify and prioritize
additional sites for future encampment resolution
operations. In addition, the region will utilize the LA County Homeless Encampment Automated Request
Submission (HEARS) system portal which tracks
Begin outreach
efforts at
identified
encampment
sites no later
than six (6)
weeks prior to
the scheduled
encampment
resolution
operation.

Secure
permanent
housing for at
least 30
individuals from
encampments
within 12
months of
entering interim
housing.

No N/A No LA County
67 of 464

26 homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Control Infrastructure that have been identified for a
planned encampment intervention or where
encampment interventions have previously been
completed.

ZONE – Service
Planning Area (SPA) 2
See map SPA 2 184 LA County and the City of LA plan to conduct a joint encampment resolution in the Encino area, with
the goal of placing at least 45 individuals in interim
housing. Prior to each resolution, the region will
coordinate closely with key partners, including but
not limited to City of LA, LA County DHS-HFH,
LA County DMH, LAHSA, DPH-SAPC, LASD-
HOST, LA County Public Works, LA County
Animal Care Control and local homeless service
providers to discuss planning, logistics, status of
outreach, and siting of interim housing. The region
will also continue to work with Caltrans, which
provides additional logistical support and helps
coordinate with the California Highway Patrol as
applicable. For the remaining encampments in SPA
2, the region will continue to identify and prioritize
additional sites for future encampment resolution
operations. In addition, the region will utilize the LA County Homeless Encampment Automated Request
Submission (HEARS) system portal that tracks
homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Control Infrastructure, that have been identified for a planned encampment intervention or where
encampment interventions have previously been
completed.

The Inside Safe program, led by the City of LA’s
Mayor’s Office, conducts outreach and brings
individuals indoors from encampments and prevents
their re-establishment. The initiative incorporates
motel rooms citywide and coordinates with service
providers to deliver comprehensive support services.

The City of LA will also continue to conduct
citywide vehicle dwelling and RV operations to
address vehicular homelessness by removing
abandoned or hazardous vehicles and assisting
Open a new
Pathway Home
interim housing
site with a
service provider
fully onboarded
by August 2025.

Begin outreach
efforts at
identified
encampment
sites no later
than six weeks
prior to the
scheduled
encampment
resolution
operation.

Secure
permanent
housing for at
least 35
individuals from
encampments
within 12
months of
entering interim
housing.

Transition at
least 60 people
into interim
housing and
permanently
house at least 15
former
Yes 24-ERF-3-R-
100040

24-ERF-4-L-
10014
No City of LA
68 of 464

27 people living in RVs. Through the 24-ERF-3-R-
100040 and 24-ERF-4-L-10014 projects at least 60
people experiencing homelessness (primarily RV
dwellers) residing in the San Fernando Osbourne
encampment in Pacoima and homeless individuals
living along the LA River within the boundaries will
be placed in interim housing.
encampment
residents in 24
months.

ZONE - SPA 2a
(Glendale CoC)
See map – See
Glendale carve
out from SPA 2
0 The City of Glendale currently has no active
encampments within this zone.

N/A No N/A No Glendale CoC
ZONE – Service
Planning Area (SPA) 3
See map SPA 3 164 The LA region plans to carry out at least six (6) encampment resolution operations in El Monte,
Monrovia, Duarte, Pomona and unincorporated
areas, with the goal of placing at least 60 individuals in interim housing. Prior to each resolution, the
region will coordinate closely with key partners,
including but not limited to LA County DHS-HFH,
LA County DMH, LAHSA, DPH-SAPC, LASD-
HOST, LA County Public Works, LA County
Animal Care Control, local jurisdictions (Cities,
COGs and/or unincorporated areas) and local
homeless service providers to discuss planning,
logistics, status of outreach, and siting of interim
housing. The region will also continue to work with
Caltrans, which provides additional logistical
support and helps coordinate with the California
Highway Patrol as applicable. For the remaining
encampments in SPA 3, the region will continue to
identify and prioritize additional sites for future
encampment resolution operations. In addition, the
region will utilize the LA County Homeless
Encampment Automated Request Submission
(HEARS) system portal that tracks homeless
encampments within the County’s Unincorporated
Road Right-of-Way and Flood Control
Infrastructure, that have been identified for a
planned encampment intervention or where
encampment interventions have previously been
completed.

Begin outreach
efforts at
identified
encampment
sites no later
than six (6)
weeks prior to
the scheduled
encampment
resolution
operation.

Secure
permanent
housing for at
least 50
individuals from
encampments
within 12
months of
entering interim
housing.

No N/A No LA County
ZONE – SPA 3a
(Pasadena CoC)
See map – See
Pasadena carve
44 Pasadena CoC has two contracts with BCSH/HCD
(the State) for ERF-2R and ERF-4L. The ERF-2R
To administer
and complete all
Yes 23-ERF-2-R-
10025
No Pasadena CoC
69 of 464

28 out from SPA 3 grant encompasses three (3) distinct projects, including Street Outreach, Interim Housing via
Motel Vouchers, and Housing Navigation that serve
residents experiencing homelessness in
encampments on ten (10) encampment sites on
Caltrans properties. The ERF-4L grant encompasses
the same three (3) distinct projects (Street Outreach,
Interim Housing/Emergency Shelter via Motel
Vouchers, and Housing Navigation) that serve
resident experiencing homelessness on eight (8)
encampment sites on Metro or privately-owned
property. Pasadena CoC has contracted with the
same two (2) partners to help administer and operate
the aforementioned six (6) ERF-2R and ERF-4L
projects above; the City of Pasadena Public Health
Department's Pasadena Response and Outreach
Team (PPHD PORT), and Union Station Homeless
Services.

ERF-2R and
ERF-4L Street
Outreach
activities,
assistance and
support with the
residents of the
total eighteen
(18) distinct
encampment
sites between
both grants and
transition the
residents from
these 18
encampment
sites to Interim
Housing via
Motel Vouchers
as well as
linkage to
Housing
Navigation
services to
ultimately assist
with permanent
housing
placement and
resources.
24-ERF-4-L-
100003
ZONE – Service
Planning Area (SPA) 4
See map SPA 4 1,066 On May 14, 2025, LA County and City of LA conducted a joint encampment resolution effort at
MacArthur Park. The City of LA and LA County
plan to conduct two (2) additional joint encampment
resolutions at MacArthur Park, with the goal of
placing at least 20 individuals in interim housing.

Prior to each resolution, the region will coordinate
closely with key partners, including but not limited
to City of LA, LA County DHS-HFH, LA County

DMH, LAHSA, DPH-SAPC, LASD-HOST, LA
County Public Works, LA County Animal Care
Control, local jurisdictions and local homeless
service providers to discuss planning, logistics,
Begin outreach
efforts at
identified
encampment
sites no later
than six weeks
prior to the
scheduled
encampment
resolution
operation.

Secure
permanent
Yes 24-ERF-3-R-
100032
24-ERF-4-L-
10014
24-ERF-4-L-
10013
24-ERF-4-L-
10007
23-ERF-2-R-
10012
22-ERF-2-L-
1000.

Yes City of LA
70 of 464

29 status of outreach, and siting of interim housing. For the remaining encampments in SPA 4, the region
will continue to identify and prioritize additional
sites for future encampment resolution operations. In
addition, the region will utilize the LA County
Homeless Encampment Automated Request
Submission (HEARS) system portal that tracks
homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Control Infrastructure, that have been identified for a planned encampment intervention or where
encampment interventions have previously been
completed.

Through the four active ERF projects, at least 200
people experiencing homelessness will be placed
into interim housing. The primary effort of these
ERF projects is to provide a rehousing pathway,
including engagement and outreach, comprehensive
assessment, and connections to interim and
permanent housing solutions. The plan prioritizes
leveraging existing interim housing resources as they
become available while supplementing them with
temporary motel and hotel stays to ensure immediate
shelter options. While the Skid Row ERF concluded
and provided interim and permanent housing to 791
women heads of households through the Every
Woman Housed Initiative over the last two (2) years,
continued outreach will be provided to identify
additional women in need.
housing for at
least 15
individuals from
encampments
within 12
months of
entering interim
housing.

Transition at
least 200 people
into interim
housing and
permanently
house at least 50
former
encampment
residents in 24
months.

ZONE – Service
Planning Area (SPA) 5
See map SPA 5 93 The LA region plans to carry out at least two (2) encampment resolution operations in Santa Monica
with the goal of placing at least 20 individuals in
interim housing. Prior to each resolution, the region
will coordinate closely with key partners, including
but not limited to LA County DHS-HFH, LA
County DMH, LAHSA, DPH-SAPC, LASD-HOST,
LA County Public Works, LA County Animal Care
Control, local jurisdictions (Cities, COGs and/or
unincorporated areas) and local homeless service
providers to discuss planning, logistics, status of
outreach, and siting of interim housing. For the
remaining encampments in SPA 5, the region will
Begin outreach
efforts at
identified
encampment
sites no later
than six (6)
weeks prior to
the scheduled
encampment
resolution
operation.

Secure
No N/A No LA County
71 of 464

30 continue to identify and prioritize additional sites for future encampment resolution operations. In
addition, the region will utilize the LA County
Homeless Encampment Automated Request
Submission (HEARS) system portal that tracks
homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Control Infrastructure, that have been identified for a planned encampment intervention or where
encampment interventions have previously been
completed.
permanent
housing for at
least 15
individuals from
encampments
within 12
months of
entering interim
housing.

ZONE - SPA 5a (City
of LA)
See map – carve
out City of LA
from SPA 5
280 The Inside Safe program, led by the City of LA’s
Mayor’s Office, conducts outreach and brings
individuals indoors from encampments and prevents
their re-establishment. The initiative incorporates
motel rooms citywide and coordinates with service
providers to deliver comprehensive support services.

Through the 23-ERF-3-L-00005 project at least 50
encampments resident will be placed into interim
housing. The project focuses on predominantly
people experiencing vehicular homelessness, in the
larger encampment area along Jefferson Boulevard,
cutting through the Ballona Ecological Reserve.

Transition at
least 50 people
into interim
housing and
permanently
house at least 5
former
encampment
residents in 18
months.

Yes 23-ERF-3-L-
00005
No City of LA
ZONE – Service
Planning Area (SPA) 6

See map SPA 6 167 The LA region plans to carry out at least five (5) encampment resolution operations in the Florence-
Firestone area, Willowrook and Unincorporated
Areas, with the goal of placing at least 50
individuals in interim housing. Prior to each
resolution, the region will coordinate closely with
key partners, including but not limited to LA County
DHS-HFH, LA County DMH, LAHSA, DPH-
SAPC, LASD-HOST, LA County Public Works, LA
County Animal Care Control, local jurisdictions
(Cities, COGs and/or unincorporated areas) and
local homeless service providers to discuss planning,
logistics, status of outreach, and siting of interim
housing. For the remaining encampments in SPA 6,
the region will continue to identify and prioritize
additional sites for future encampment resolution
operations. In addition, the region will utilize the LA County Homeless Encampment Automated Request
Submission (HEARS) system portal that tracks
Begin outreach
efforts at
identified
encampment
sites no (6) later
than six weeks
prior to the
scheduled
encampment
resolution
operation.

Secure
permanent
housing for at
least 15
individuals from
encampments
Yes 24-ERF-3-R-
100008
Yes LA County
72 of 464

31 homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Control Infrastructure, that have been identified for a planned encampment intervention or where
encampment interventions have previously been
completed.
within 12
months of
entering interim
housing.

ZONE - SPA 6a (City
of LA)
See map carve
out of City of
LA from SPA 6
126 The Grand Corridor ERF project is responsible for
encampment resolution operations along the Grand
Corridor, which covers approximately 4 miles in
length, with the goal of housing at least 100
individuals in interim and permanent housing.

SSG/HOPICS works in collaboration with LAHSA,
DMH, and DHS on providing needed support for
those in unsheltered situations. This includes
outreach, mental health and substance use, and
support to transition to interim and permanent
housing. Over the last two years, 291 individuals
have been placed into permanent housing.

Place at least
100 individuals
in interim and
permanent
housing.

Yes 23-ERF-2-R-
10020
No City of LA
ZONE – Service
Planning Area (SPA) 7
See map SPA 7 165 The LA region plans to carry out at least four (4) encampment resolution operations in Santa Fe
Springs, Downey, Bellflower, and South Gate, with
the goal of placing at least 60 individuals in interim
housing. Additionally, the region hopes to conduct
two (2) additional operations in East LA, housing at
least 40 individuals in interim housing. Prior to each
resolution, the region will coordinate closely with
key partners, including but not limited to LA County
DHS-HFH, LA County DMH, LAHSA, DPH-
SAPC, LASD-HOST, LA County Public Works, LA
County Animal Care Control, local jurisdictions
(Cities, COGs and/or unincorporated areas) and
local homeless service providers to discuss planning,
logistics, status of outreach, and siting of interim
housing. For the remaining encampments in SPA 7,
the region will continue to identify and prioritize
additional sites for future encampment resolution
operations. In addition, the region will utilize the LA County Homeless Encampment Automated Request
Submission (HEARS) system portal that tracks
homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Begin outreach
efforts at
identified
encampment
sites no later
than six (6)
weeks prior to
the scheduled
encampment
resolution
operation.

Secure
permanent
housing for at
least 15
individuals from
encampments
within 12
months of
entering interim
housing.

Yes 24-ERF-3-R-
100008
No LA County
73 of 464

32 Control Infrastructure, that have been identified for a planned encampment intervention or where
encampment interventions have previously been
completed.

ZONE – Service
Planning Area (SPA) 8
See map SPA 8 97 The LA region plans to conduct at least 14 encampment resolution operations in Inglewood,
Hawthorne, Long Beach, Unincorporated West
Athens and Unincorporated Gardena, with the goal
of placing at least 200 individuals in interim housing
from SPA 8 and surrounding communities. Prior to
each resolution, the region will coordinate closely
with key partners, including but not limited to LA
County DHS-HFH, LA County DMH, LAHSA,
DPH-SAPC, LASD-HOST, LA County Public
Works, LA County Animal Care Control, local
jurisdictions (Cities, COGs and/or unincorporated
areas) and local homeless service providers to
discuss planning, logistics, status of outreach, and
siting of interim housing. The region will also
continue to work with Caltrans, which provides
additional logistical support and helps coordinate
with the California Highway Patrol as applicable.

For the remaining encampments in SPA 8, the
region will continue to identify and prioritize
additional sites for future encampment resolution
operations. In addition, the region will utilize the LA County Homeless Encampment Automated Request
Submission or HEARS system portal that tracks
homeless encampments within the County’s
Unincorporated Road Right-of-Way and Flood
Control Infrastructure, that have been identified for a planned encampment intervention or where
encampment interventions have previously been
completed.

Begin outreach
efforts at
identified
encampment
sites no later
than six (6)
weeks prior to
the scheduled
encampment
resolution
operation.

Secure
permanent
housing for at
least 100
individuals from
encampments
within 12
months of
entering interim
housing.

Yes 24-ERF-3-R-
100008
No LA County
ZONE - SPA 8a (City
of Long Beach and
Long Beach CoC)
See map City of
Long Beach
carve out from
SPA 8
164 The City of Long Beach, Department of Health and
Human Services-Homeless Services Bureau (HSB)
is actively developing and supporting the launch of
its Encampment Resolution Program Round 3 (ERF-
3) project to support individuals residing in
encampments along the Los Angeles Riverbed
(LAR). The LAR, within the jurisdiction of Long
Long Beach will
have a By-
Name-List of all
persons in ERF
zones
completed by
July 31, 2025.

Long Beach
Yes 24-ERF-F-L-
10015
No City of Long Beach
74 of 464

33 Beach, extends from Greenleaf Ave. to its end at the Pacific Ocean. The LAR has multiple encampments
with varying numbers of residents. Outreach Staff
conducted an engagement and census activity along
the LAR on June 25, 2025. During that engagement,
HSB identified and counted 89 encampments or
makeshift shelters (successfully connected with 72
individuals). Based on HSB encampment population
estimates, HSB would estimate 107-116 persons
actively experiencing unsheltered homelessness
within the LAR encampment area.

The goal will be to place individuals into non-
congregate shelter to work with CoC/CES providers
for support with identification, matching, location,
and navigation to permanent housing. The HSB will
coordinate with multiple agencies that are impacted
by encampments along the LAR. The agency most
primarily responsible for LAR oversite is LA
County Department of Public Works (LACDPW).

LACDPW has coordinated and will continue to
coordinate with the HSB to clear debris and provide
storage for those unsheltered in the encampments.

Other agencies that will be involved in the ERF-3
project are Caltrans and Union Pacific Railroad
(UPRR). Both Caltrans and UPRR own property that
intersect with the LAR and those agencies will be
responsible for clearing debris and providing access
to those locations. The initial by-name-list (BNL)
will be completed by the HSB outreach team as they
have a history and have built rapport with
individuals at the sites. The HSB will be supported
by the Long Beach Police Department’s Quality of
Life Units (QOL) to support in transportation,
rapport building, safety, and engagement. The
ultimate goal of ERF-3 is to support persons
experiencing unsheltered homelessness with their
housing goals by transitioning from the
encampments to non-congregate shelter, and then
permanent housing.
proposes to
have non-
congregate
shelter move-ins
begin by
October 31,
2025. Long
Beach proposes
to have vital
docs collected
with
assessments
completed and
referred to
community
queues by
December 31,
2025.

ZONE - SPA 8b (City
of LA)
See map City of
LA carve out
from SPA 8
106 The Inside Safe program, led by the City of LA’s
Mayor’s Office, conducts outreach and brings
individuals indoors from encampments and prevents
Continue
outreach efforts
at identified
No N/A No City of LA
75 of 464

34 Optional: Encampments Excel
Guidance
If it is too burdensome to provide the required information in the table, Eligible Applicants may upload a spreadsheet containing the required information for each encampment zone in the region.

Optional: Map of Encampments
Guidance
Upload one or more maps of encampments/encampment zones within the region.

Eligible Applicants with a current and formal policy to address encampments that fully or partially complies with the Cal ICH Guidance on Addressing Encampments must complete the following:

Eligible Applicant Applicant confirms the plan
complies with the Cal ICH
Guidance on Addressing
Encampments?
If you selected “Yes, in part,” describe what elements of the policy do comply with the Cal ICH Guidance on Addressing Encampments, and specifically how they comply.

Provide a link to the policy or upload a copy
City of Glendale Yes, in part Please note that the Glendale CoC does not engage in encampment resolution independently, but rather, in collaboration with the Glendale Police Department (GPD). Thus, the applicable policy is GPD Policy 432, effectuated with GPD Forms P-1054 and P-1055.

The elements of GPD Policy 432 and its corresponding forms that comply with Cal ICH Guidance include:
• Maintain awareness of interim housing capacity immediately available to serve persons in encampments. Reflected in Sections 432.2(a)-(b) and 432.3. • Have clear policy for handling and storage of unattended personal belongings of persons in encampments. Reflected in Sections 432.2(d)-(e) and 432.4. Additionally reflected in GPD Forms P-1054 (Notice of Removal of Personal Property) and P- 1055 (Reclaim Property Notices).
• Provide advance notice of removal action: Reflected in Section 432.2(d) and GPD See attachments
their re-establishment. The initiative incorporates
motel rooms citywide and coordinates with service
providers to deliver comprehensive support services.

The City of LA will also continue to conduct
citywide vehicle dwelling and RV operations to
address vehicular homelessness by removing
abandoned or hazardous vehicles and assisting
people living in RVs. This coordinated effort
involves LADOT, LAPD, LASAN, and LAHSA.

Through these combined strategies the City will
place at least 40 people into interim housing in this
specified area.
encampment
sites. Place at
least 40 people
into interim
housing in this
specified area
and secure
permanent
housing for at
least 100
individuals from
encampments.
76 of 464

35 Forms P-1044 and P-1055.
o Anticipated date and time of removal action;
o Information on services, including shelter, immediately available to persons in encampments;
o How unattended belongings will be handled, including what will be stored and how it can be recovered;
o Advance notice of 48 hours recommended, unless imminent threat to life, health, safety, or infrastructure; and
o Notice simultaneously provided to service providers serving/engaging with persons in encampments.
• Maintain awareness of, and engagement with, current local projects/efforts serving encampments. Reflected in Section 432.2(a)-(b).
• Make every effort to identify and offer shelter to persons in encampments before removing them. Reflected in Sections 432.2(a)-(b) and 432.3. • Remediate specific hazards before a removal operation. Reflected in Section 432.6.

City of Los Angeles Yes See attachments
Long Beach CoC Yes See attachments
Los Angeles City &
County CoC
Yes See attachments
Los Angeles
County
Yes See attachments
Pasadena CoC Yes See attachments

Eligible Applicants without a current and formal policy to address encampments that fully or partially complies with the Cal ICH Guidance on Addressing Encampments must complete the following:

Eligible Applicant Describe existing efforts to
address encampments

Does the Eligible Applicant actively commit
to adopting a policy that complies with the
Cal ICH Guidance on Addressing
Encampment?
Provide a specific timeline, including dates, for future adoption of formal policies that comply with the Cal ICH Guidance on Addressing Encampments.

Choose an item. N/A Choose an item. N/A

3.a.6. Housing Element Compliance
Large City or
county Eligible
Applicant
Is this Eligible Applicant's Housing Element
Compliant?
If not compliant, provide a timeline for all relevant milestones to achieve compliance (refer to Guidance and Example timeline and milestones for required level of detail).

77 of 464

36 3.a.7. Housing Element Implementation

3.a.8. Prohousing Designation
Large City or county Eligible
Applicant

Current Prohousing Designation Status For Eligible Applicants that have not yet applied, list the Prohousing Policies (as described in the Prohousing application) that they have adopted or plan to adopt in the future.

City of Los Angeles Has been designated Prohousing.

City of Long Beach Has been designated Prohousing.

Los Angeles County Has been designated Prohousing.

3.a.9. Housing Law Violations
Eligible Applicant Does this Eligible Applicant have any potential or actual housing law violations with HCD’s
Housing Accountability Unit or the Attorney General’s Housing Justice Team?
If yes, provide a specific timeline and plan with dates to resolve the issue.

City of Los Angeles No N/A
City of Long Beach Yes The City of Long Beach was informed by HCD June 13, 2025 of a potential violation related to SB 9, with HCD informing the City that it is required to remove minimum lot widths as a standard applicable to parcels created through and SB 9 urban lot split and to allow panhandle lots and shared access easements to facilitate urban lot splits on parcels with existing structures. The City provided written response to HCD on June 19, 2025 (within 5 business days), with its written commitment and plan to amend the City’s subdivision ordinance to comply with SB 9. As written, the draft revisions would allow City of Los
Angeles
Yes
City of Long
Beach
Yes
Los Angeles
County
Yes
Large City or county Eligible Applicant

Has this Eligible Applicant implemented all programs in their adopted Housing Element on the timelines identified therein?
If not, provide a specific timeline and plan with dates to implement the past due programs.

City of Los Angeles Yes
City of Long Beach Yes
Los Angeles County Yes
78 of 464

37 panhandle lots and shared access easements to facilitate urban lot splits to the public right- of-way with a 12-foot corridor, as reflected in draft revisions to LBMC § 20.18.100 (Map Requirements). The City has laid out a timeline to submit a draft ordinance for Coastal Commission and HCD review by August 2025.

If the draft amendments are adopted, the City’s ordinance will comply with SB 9. HCD has responded to confirm receipt of the plans and noted that, as a result of the draft revision, timeline, and plan for adoption, the City will maintain its Prohousing Designation and avoid further enforcement by HCD. However, HCD will continue to monitor the City’s progress towards finalizing these changes and may reach out for updates.

Los Angeles County No N/A

3.a.10. Surplus Land

3.a.11. Annual Progress Report
Eligible Applicant Has this Eligible Applicant submitted a timely and complete annual progress report for at a minimum, the past two years? City of Los Angeles Yes
City of Long Beach Yes
Los Angeles County Yes
Eligible Applicant Has this Eligible Applicant made a central inventory of all surplus land and all lands in excess of their foreseeable needs as required by Government Code section 54230?
If not, the Eligible Applicant must provide a specific timeline and plan with dates to create such an inventory.

City of Los Angeles Has a central inventory. N/A
City of Long Beach Has a central inventory. N/A
Los Angeles County Does not currently have a central inventory. At this time, LA County does not maintain a centralized inventory of surplus land or land in excess. Any previously listed surplus properties were removed from our inventory following recent changes to the Surplus Land Act (SLA). Under the SLA, properties may only be designated as surplus or exempt surplus by formal action taken by the Board of Supervisors.

Once designated, these properties must be made available to eligible entities, including government agencies, school districts, conservancies, and over 100 affordable housing developers registered with the State. If no eligible entity expresses interest, the properties must then be offered through a public bidding process through a comprehensive and labor- intensive procedure as outlined in the SLA. LA County does not have the staffing capacity to fully implement this process for all County-owned property that may potentially be eligible for surplus designation.
79 of 464

38 3.b. System Performance Measures Improvement Plan
Available Funding Sources in the Region
If applicable, list any funding sources mentioned in Section IV.A.3.b.ii. of the HHAP 6 NOFA that are not available in the region within the grant term (FY24/25-FY28/29).

1. Multifamily Housing Program - Although the County does not administer these funds, MHP funds are often leveraged by developers awarded LA County Development Authority (LACDA) NOF A funding.

2. National Housing Trust Fund - Although LA County does not administer these funds, NHTF funds are often leveraged by developers awarded LACDA NOF A funding.

Key Actions to Improve the Region's CA SPMs
Steps to complete this section
The System Performance Measures Improvement plan documents all the Key Actions the regional partners are taking to improve their homelessness CA System Performance Measures (SPMs) listed in Section IV.A.3.b.i. of the HHAP 6 NOFA. The plan may also include the Key Actions of small jurisdictions and/or tribal governments in the region that elect to engage and collaborate in the Regionally Coordinated Homelessness Action Plan.

All items currently being funded through HHAP Rounds 1 through 5, as well as all activities proposed to be funded through HHAP 6, must be included as Key Actions in the System Performance Measures Improvement Plan. Each regional partner must also include the Key Actions they are taking beyond HHAP 6 funding to address homelessness. These Key Actions must include how each regional partner is improving the region’s CA SPMs through use of local, state, and federal funds.

City of LA

REGIONAL PLAN KEY ACTION # 1
City of LA – 1 Key Action
Key Action description: Include services or linkages to services are included at interim housing offerings funded by the City of LA. (City of LA – KA 1)
CA SPM: 1a and 1b How will the Key Action improve this CA SPM?: Incorporating services or linkages to services at interim housing sites will increase the number of people receiving services at interim housing sites. decreasing individuals living unsheltered.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, service providers Milestones for the Key Action: Increase the number of people getting services and being entered into HMIS by at least 200
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the services provided by ensuring that each client is entered into HMIS, tracking outcomes through service providers or LAHSA
Funding Sources
Funding source #1: City of LA HHAP 2-6

City of LA’s HHAP funding will sustain existing services and improve data reporting
Eligible Use Category: IH Services and Services Coordination, IH – Operating Expenses
Funding source #2: LA County Measure H/A County Measure H/A funding will sustain existing services and improve data reporting
N/A
80 of 464

39 Funding source #3: City of LA GCP Additional Homeless Services
General City Purpose funds will sustain existing services and improve data reporting
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Changes to Procurement: Efforts will be made to include BIPOC-led organizations in procurement for service provision to increase the likelihood that clients can identify with and trust providers offering services

REGIONAL PLAN KEY ACTION # 2
City of LA – 2 Key Action
Key Action description: Provide and maintain diverse interim housing offerings. (City of LA – KA 2)
CA SPM: 1a and 1b

How will the Key Action improve this CA SPM?: By sustaining the number of diverse interim housing options, the City of LA can ensure that the number of people experiencing unsheltered homelessness on a single night does not increase.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, City of LA Housing Department Milestones for the Key Action: Maintain existing interim housing offerings at 6,212 beds
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the number of interim housing options offered in the City of LA to ensure there is no decrease in the diversity of options available.
.

Funding source #1: LA County Measure H/A Funds County Measure H/A funds will maintain operation of existing interim housing units
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to ensure inclusion of culturally specific services and client-centered practices in interim housing, which will help reduce the disparities that exist in the current interim housing system

REGIONAL PLAN KEY ACTION # 3
City of LA -3 Key Action
Key Action description: Continue funding for outreach and hygiene services for the City of LA’s Homeless Engagement Teams, Multi-disciplinary teams, and other homeless outreach programs. (City of LA – KA 3)

CA SPM: 1b How will the Key Action improve this CA SPM?: By continuing to fund outreach and hygiene services, the City of LA will decrease the number of people experiencing unsheltered homelessness on any single night and ensure clients stay engaged with service providers.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, LA County, USC, Nonprofit Service Providers
Milestones for the Key Action: A decrease of at least 500 people experiencing unsheltered homelessness.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Decreased unsheltered homelessness shown in the annual LAHSA PIT count
Funding Sources
Funding source #1: City of LA HHAP 4-6,

City of LA HHAP funding will maintain existing services for outreach Eligible Use Categories: IH Services and Services Coordination, Services and Services Coordination for Unsheltered Homelessness
81 of 464

40 Funding source #2: City of LA-GCP additional homeless services

Multiple City Council districts elect to use their discretionary funds to support MDTs and street outreach service efforts
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to embed culturally responsive health engagement and peer navigators in all teams, so that clients impacted by disparities will more likely stay engaged in the system.

REGIONAL PLAN KEY ACTION # 4
City of LA – 4 Key Action
Key Action description: 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. (City of LA – KA 4)

CA SPM: 1b and 4 How will the Key Action improve this CA SPM? Outreach with health- related services will ensure that clients’ medical and mental health are addressed, which increases not only a successful placement but also maintaining that permanent housing placement.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, LA County, Service Providers Milestones for the Key Action: At least 300 people will be contacted, 200 people will be engaged, 100 people will get referrals to interim housing, and 100 people will receive health-related supportive services.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: 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 health-related supportive services.

Funding Sources
Funding source #1: City of LA HHAP 4-6 City of LA HHAP funding will maintain existing outreach health- related services
Eligible Use Categories: IH Services and Services Coordination, IH – Operating Expenses, Services and Services Coordination for Unsheltered Homelessness
Funding source #2: City of LA -GCP additional homeless
services

General City of LA Purposed funds will support the coordination of outreach and referrals for health-related services
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to embed culturally responsive health engagement and peer navigators in all teams, so that clients impacted by disparities will more likely stay engaged in the system.

REGIONAL PLAN KEY ACTION # 5
City of LA – 5 Key Action
Key Action description: Maintain existing interim housing units and increase permanent housing units in the City of LA. (City of LA – KA 5)

CA SPM: 2 How will the Key Action improve this CA SPM?: Accelerating the path to permanent housing will help minimize the risk of long-term homelessness and improve housing stability outcomes for newly homeless populations. 82 of 464

41 Lead Entity: City of LA Collaborating entity/ies: City of LA Depts of Housing, City of LA Planning, Public Works and Building and Safety

Milestones for the Key Action: Maintain and fund operations of all existing interim housing units. Increase the number of permanent supportive housing and RRH units by at least 100 through expedited permitting and entitlement support.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track to identify the increased number of sites.

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

Funding Sources
Funding source #1: City of LA General Funds City of LA General funds may be used to fund positions that expedite housing development entitlements
N/A
Funding source #2: City of LA HHAP-4-6 City of LA HHAP funds will maintain existing interim units in the City and fund RRH units
Eligible Use Category: IH Services and Services Coordination, Rapid re- housing
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to ensure inclusion of culturally specific services and client-centered practices in interim housing, which will help reduce the disparities that exist in the current interim housing system
Other means of affirming racial and ethnic groups that are overrepresented among PEH: Focus on reducing entitlement or permit barriers in and encourage development in high-displacement-risk areas

REGIONAL PLAN KEY ACTION # 6
City of LA – 6 Key Action
Key Action description: Maintain services, including
treatment centers, wellness centers, and vocational rehab, at the City of LA’s existing Interim Housing sites. (City of LA – KA 6)

CA SPM: 3 How will the Key Action improve this CA SPM?: Comprehensive services that will be provided through this Key Action will better enable people to secure and maintain permanent housing
Lead Entity: City of LA Collaborating entity/ies: LAHSA, Interim Housing providers Milestones for the Key Action: At least 200 people will receive services while in interim housing
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the number of people receiving these services while in interim housing and their movement to RRH or permanent housing.

Funding Sources
Funding source #1: City of LA HHAP 4-6 City of LA HHAP will maintain existing services provided at existing interim housing sites
Eligible Use Category: IH Services and Services Coordination Funding source #2: City of LA GCP additional homeless
services

General City of LA Purpose funds will support the operation of existing services for interim housing participants
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to ensure inclusion of culturally specific services and client-centered practices in interim housing, which will help reduce the disparities that exist in the current interim housing system
83 of 464

42 REGIONAL PLAN KEY ACTION # 7
City of LA – 7 Key Action
Key Action description: Maintain funding for existing
emergency shelter programs (popup shelters and motel
vouchers in extreme weather conditions) and provide services to establish linkages to permanent housing. (City of LA – KA 7)

CA SPM: 3 How will the Key Action improve this CA SPM?: Emergency shelters provide another opportunity to engage clients and offer connections to housing navigation services so that more clients enter permanent housing.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, Emergency Shelter and Interim Housing providers
Milestones for the Key Action: 200 more people will be sheltered in emergency shelters.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the increase in the number of people able to move from unsheltered to sheltered status because of these additional resources.

Funding Sources
Funding source #1: City of LA HHAP 5-6 City of LA HHAP funding will be used to maintain this existing emergency shelter program services currently provided with HHAP-5 funds
Eligible Use Category: IH Services and Services Coordination NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to ensure inclusion of culturally specific services and client-centered practices in interim housing, which will help reduce the disparities that exist in the current interim housing system

REGIONAL PLAN KEY ACTION # 8
City of LA – 8 Key Action
Key Action description: Continue to fund housing navigation and/or related services that ensure pathways to permanent housing continues to be a key component of service provider contracts. (City of LA – KA 8)
CA SPM: 3 and 4 How will the Key Action improve this CA SPM?: Housing navigation services are an essential component of services delivery to ensure that clients find permanent housing, increasing exits to permanent housing and decreasing the average length of time homeless.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, LA County, service providers Milestones for the Key Action: 300 individuals will be contacted, 200 will be engaged, 100 will receive referrals, 100 will be placed in interim housing, and 75 will be placed in permanent housing.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: 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.

Funding Sources
84 of 464

43 Funding source #1: City of LA HHAP 4-6 City of LA HHAP-6 funding will be used to maintain this existing housing navigation services currently provided with HHAP 4 and 5 funds
Eligible Use Categories: IH Services and Services Coordination, IH – Operating Expenses, Services and Services Coordination for Unsheltered Homelessness
Funding source #2: City of LA-GCP additional homeless
services

General City of LA Purpose funds support housing navigation services N/A NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Efforts will be made to embed culturally responsive health engagement and peer navigators in all teams, so that clients impacted by disparities will more likely stay engaged in the system.

REGIONAL PLAN KEY ACTION # 9
City of LA - 9 Key Action
Key Action description: Use RRH for encampment resolution efforts to promote quicker housing placements than through PSH, and transfer to PSH later, if needed. (City of LA – KA 9) CA SPM: 4 How will the Key Action improve this CA SPM?: Linking clients to time limited subsidies decreases the time they are waiting in interim housing or unsheltered homelessness.

Lead Entity: City of LA Collaborating entity/ies: LA County CEO-HI Milestones for the Key Action: Continue targeted RRH efforts for encampment resolution cohorts. Establish eligibility and referral criteria for RRH-to-PSH transfer pathway. Include technical assistance to service providers to scale RRH for this use case
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: 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.

Funding Sources
Funding source #1: LAHSA HHAP 2-6

LAHSA HHAP provides critical flexible funding and resources that enable local agencies and service providers to offer tailored, client- centered housing assistance, including RRH support
Eligible Use Category: Rapid rehousing; Interim – Operating Expenses Funding source #2: City of LA HHAP 2-6 City of LA HHAP-6 funding will be used to maintain this existing RRH efforts currently supported with HHAP 2-5 funds
Eligible Use Category: Rapid rehousing
Funding source #3: LAHSA CoC HUD (Special NOFO) LAHSA CoC HUD funds support RRH programs that offer time-limited rental subsidies and case management. The flexibility within HUD program guidelines allows communities to extend RRH assistance duration based on individual client needs, reducing risk of housing loss.

N/A
Funding source #4: State Encampment Resolution Funds ERF funds will support making connections to RRH for people experiencing unsheltered homelessness
N/A
85 of 464

44 Funding source #5: LA County Measure H/A LA County Measure H/A funds will provide support for existing RRH rehousing programs in the City of LA
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: City of LA will incorporate culturally competent, accessible wrap around services into encampment resolution efforts so that clients impacted by disparities will be more likely to stay engaged in the system.

REGIONAL PLAN KEY ACTION # 10
City of LA – 10 Key Action
Key Action description: Continue to ease entitlement and permitting barriers to develop PSH to decrease the wait time of people experiencing homeless in interim beds. (City of LA – KA 10)

CA SPM: 4 How will the Key Action improve this CA SPM?: Shortening the time for capital projects that create more affordable housing will create more opportunities for permanent placements thereby decreasing the average length of time homeless
Lead Entity: City of LA Collaborating entity/ies: City of LA - Department s of City Planning, Building and Safety

Milestones for the Key Action: At least one (1) additional entitlement and/or permitting barrier will be removed
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: 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
Funding Sources
Funding source #1: City of LA HHAP-5 - 6 City of LA HHAP-6 funds will be used to continue efforts to support the development of PSH currently provided with HHAP 5 funds Eligible Use Category: Administrative Costs
Funding source #2: General City of LA Fund (Prop HHH) The General City of LA Fund will be used to pay for administrative costs needed for staff costs to reduce entitlement or permit wait times N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Other means of affirming racial and ethnic groups that are overrepresented among PEH: By focusing on reducing entitlement or permit barriers in the City of LA and encouraging development in high- displacement-risk areas, more individuals and families impacted by disparities will be served.

REGIONAL PLAN KEY ACTION # 11
City of LA – 11 Key Action
Key Action description: Engage with the City of LA’s
relevant departments to address the unique needs of homeless youth. Support the City of LA’s existing youth interim and transitional housing sites to maintain services that move youth to RRH. (City of LA – KA 11)
CA SPM: 4 How will the Key Action improve this CA SPM?: Providing housing that takes into consideration the unique needs of homeless youth ensures successful permanent housing placements and can reduce the length of time homeless for youth
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45 Lead Entity: City of LA Collaborating entity/ies: City of LA Departments of Economic & Workforce Development Department and the Community. Investment for Families.

Milestones for the Key Action: 100 youth will move from interim housing to RRH. 100 youth will move from outreach to interim housing or RRH placements.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the number of youth moving from interim housing to RRH and all referrals providing for education and job placement assistance. Track youth homeless engagement from outreach to interim housing and RRH placements utilizing HMIS.

Funding Sources
Funding source #1: City of LA HHAP 4-6 City of LA HHAP-6 will be used to maintain this existing services currently provided with HHAP 4-5 funds
Eligible Use Categories: Youth Set-Aside Rapid Rehousing, Youth Set-Aside IH – Operating Expenses, and Youth Set-Aside Services and Services Coordination for Unsheltered Homelessness
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placement: By prioritizing foster and justice-involved youth where BIPOC youth are overrepresented, the City of LA will address some of the ongoing system disparities.

REGIONAL PLAN KEY ACTION # 12
City of LA – 12 Key Action
Key Action description: Maintain City of LA linkages to needed services (psychiatric, substance abuse, and financial benefit) at interim housing locations to obtain and maintain permanent housing once secured. (City of LA – KA 12)

CA SPM: 5 How will the Key Action improve this CA SPM?: Providing supportive services after permanent housing placement ensures that the placement is maintained and reduces returns to homelessness.

Lead Entity: City of LA Collaborating entity/ies: University of Southern California (USC) (MDT and Street Medicine), and other relevant partners.

Milestones for the Key Action: 100 or more people are retaining their housing and not returning to homelessness within six (6) months of exiting the homeless response system.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track any increase in the number of sustained permanent housing units.

Funding Sources
Funding source #1: City of LA General Funds City of LA General Funds will be used to support coordination of wraparound services
N/A
Funding source #2: City of LA HHAP 2-6 City of LA HHAP-6 will be used to maintain the existing service coordination services for permanent housing that participants currently provided with HHAP 2-5 funds
Eligible Use Category: IH – Operating Expenses
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The City of LA’s provision of trauma-informed and harm-reduction through a culturally competent and relevant framework will ensure linkages to other services are made and clients are stabilized and retain their housing.

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46 REGIONAL PLAN KEY ACTION # 13
City of LA – 13 Key Action
Key Action description: Implement encampment resolution to move people from street to interim and permanent housing (City of LA – KA 13)
CA SPM: 6

How will the Key Action improve this CA SPM?: Outreach and education encampment resolution efforts reduce the number of people residing in encampments and allows for placement from encampment to permanent units.

Lead Entity: City of LA Collaborating entity/ies: LAHSA, LA County CEO-HI, LA County DHS, Homeless Service Providers, Local Jurisdiction Providers Milestones for the Key Action: 200 people will move from street outreach to interim and/or permanent housing
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track HMIS data from street outreach to monitor the impact of encampment resolution efforts on participation in interim and permanent housing.

Funding Sources
Funding source #1: City of LA HHAP 5-6 City of LA HHAP-6 will be used to maintain this existing encampment resolution efforts currently supported with HHAP 5 funds Eligible Use Category: Services and Services Coordination for Unsheltered Homelessness, and IH Services and Services Coordination and IH – Operating Expenses
Funding source #2: City of LA General Funds City of LA General Funds will support encampment resolution and connections to interim housing and permanent housing for those experiencing unsheltered homelessness
N/A
Funding source #3: LAHSA CoC HUD (Special NOFO) LAHSA CoC HUD funding provides essential support, dedicated personnel, and housing access necessary to transition individuals from unsheltered homelessness into safe, stable housing through targeted housing navigation and rental subsidy assistance
N/A
Funding source #4: State Encampment Resolution Funds The most recent ERF grant funds will be used to execute contracts focusing on encampments in specific council districts
N/A
Funding source #5: LA County Measure H/A LA County Measure H/A funds will support encampment resolution and connections to interim housing and permanent housing for those experiencing unsheltered homelessness
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The City of LA’s provision of trauma-informed and harm-reduction through a culturally competent and relevant framework will ensure encampment resolution efforts reduce the disparities that may exist in the system.

REGIONAL PLAN KEY ACTION # 14
City of LA – 14 Key Action
Key Action description: Maintain existing “A Bridge Home” sites to provide low-barrier interim housing options with connections to mainstream services. (City of LA – KA 14)

CA SPM: 6

How will the Key Action improve this CA SPM?: Low -barrier sites enable more people to move from unsheltered situations to interim housing and then more permanent housing placements
Lead Entity: City of LA Collaborating entity/ies: LA County Milestones for the Key Action: At least 60 interim housing sites exist in the City of LA throughout the entire grant term
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47 Target dates for milestones: 6/30/2029 Target date for completion: 6/30/2029 Metric for measuring success: Track existing interim housing sites including those currently under construction.

Funding Sources
Funding source #1: City of LA HHAP 2-6 City of LA HHAP funding will be used to maintain existing "A Bridge Home” sites
Eligible Use Category: IH Services and Services Coordination Funding source #2: City of LA General Funds City of LA General Funds will support connections to mainstream services at existing "A Bridge Home” sites
N/A
Funding source #3: Emergency Shelter Grant (ESG) ESG funds will support services and service coordination provided at existing "A Bridge Home” sites
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placement: City of LA will incorporate culturally competent, accessible wrap around services into low barrier “A Bridge Home” sites so that clients impacted by disparities will more likely stay engaged in the system

REGIONAL PLAN KEY ACTION # 15
City of LA – 15 Key Action
Key Action description: Review the City of LA’s homeless services procurement process to maintain housing navigation are included in City contracts. (City of LA – KA 15)

CA SPM: 6

How will the Key Action improve this CA SPM?: Addressing mental health needs is crucial to ensure folks transition from street outreach can secure and maintain permanent housing
Lead Entity: City of LA Collaborating entity/ies: LAHSA Milestones for the Key Action: Administer assessment tool to measure service provider cultural competency
Target dates for milestones: 6/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Implement and evaluate to gauge service provider staff’s readiness and training in regard to providing culturally sensitive services.

Funding Sources
Funding source #1: City of LA HHAP 2-6 City of LA HHAP funding will maintain existing housing navigation efforts by supporting the procurement process
Eligible Use Category: Administrative
Funding source #2: State Encampment Resolution Funds ERF contracts will provide housing navigation services and address behavioral health needs
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Changes to procurement: City of LA will continue to incorporate culturally competent criteria to procurement procedures and efforts

Glendale
REGIONAL PLAN KEY ACTION # 16
GLEN – 1 Key Action
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48 Key Action description: Increase housing placements
through RRH in the city of Glendale. (Glendale – KA 1)
CA SPM: 1a

How will the Key Action improve this CA SPM?: By focusing on increasing housing placements through RRH, the City of Glendale is taking a comprehensive approach to reducing homelessness in Glendale.

Lead Entity: City of Glendale CoC Collaborating entity/ies: Youth and Family CES Lead, Local Service Providers, Faith-based Organizations, School Districts, Hospitals
Milestones for the Key Action Increase housing placements by adding at least 40 RRH beds
Target dates for milestones: 9/30/2026

Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by an expansion in housing placements.

Funding Sources
Funding source #1: Glendale CoC HHAP 2-6 Glendale CoC HHAP 6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing through the City of Glendale’s CES. HHAP-6 will provide funding once HHAP 2-5 funding comes to an end effective June 30, 2028.

Eligible Use Categories: Rapid Re-housing, Prevention and Diversion, Services and Services Coordination for Unsheltered Homelessness Funding source #2: LA County Measure H/A (Local Solutions Fund) and Glendale CoC Measure H/A funds.

Measure A will replace funding provided by Measure H for RRH and supportive services to quickly house unsheltered households.

N/A
Funding source #3: Glendale CoC HUD NOFO Glendale CoC funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: Emergency Solutions Grant (ESG)
including (RUSH funds)
ESG funding will provide additional RRH beds, homeless prevention and outreach services, including those fleeing domestic violence N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: The key action will address system performance disparities in housing placements by prioritizing equitable access to housing resources for racial and gender groups that experience higher rates of homelessness in the City of Glendale, which includes using data to identify and target outreach to underserved communities, ensuring culturally responsive case management, and partnering with organizations led by or serving these populations.

REGIONAL PLAN KEY ACTION # 17
GLEN – 2 Key Action
Key Action description: Update outreach coordination maps to expand geographic coverage and access for the City of Glendale CoC. (Glendale – KA 2)
CA SPM: 1a and 1b How will the Key Action improve this CA SPM?: Updating outreach coordination maps will improve the number of people accessing services who are homeless by ensuring that outreach efforts reach more areas throughout the City of Glendale to help identify and engage individuals who may have previously been missed, increasing connections to services and housing resources.

Lead Entity: City of Glendale Collaborating entity/ies: LAHSA, Glendale PD CORE, Ascencia, Home Again LA
Milestones for the Key Action: Increase outreach and service coordination efforts to engage at least 50 additional individuals.

Target dates for milestones: 9/30/2026 Target date for completion: 6/30/2028 Metric for measuring success: Success will be measured by increased contacts and engagement with people experiencing homelessness Funding Sources
Funding source #1: Glendale CoC HHAP 5 Glendale CoC HHAP-5 funding will support updating outreach maps by covering costs for data collection and staff coordination. This will help N/A
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49 expand geographic coverage and improve access for the City of Glendale CoC.

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Updating outreach coordination maps will address system performance disparities by improving service delivery to racial and gender groups that experience higher rates of homelessness in the City of Glendale. By expanding geographic coverage and ensuring outreach teams are deployed strategically, the plan will reach underserved communities that have faced barriers to accessing services, which will promote more equitable access to services for all individuals experiencing homelessness.

REGIONAL PLAN KEY ACTION # 18
GLEN – 3 Key Action
Key Action description: Support City of Glendale CoC
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. (Glendale – KA 3)
CA SPM: 1a and 1b

How will the Key Action improve this CA SPM?: By strengthening the capacity of outreach teams and coordinators to effectively engage unsheltered people experiencing homelessness, helping them navigate and access critical services and housing resources and by providing targeted support, such as staffing and training, outreach teams can engage with more individuals and make timely referrals to shelter, health care, and housing, the number of people experiencing unsheltered homelessness should be reduced.

Lead Entity: City of Glendale Collaborating entity/ies: LAHSA, Glendale PD CORE, Ascencia, Home Again LA
Milestones for the Key Action Reduce unsheltered homelessness by helping at least 20 individuals.

Target dates for milestones:9/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by comparing unsheltered homelessness reductions using PIT count data Funding Sources
Funding source #1: Glendale CoC HHAP 5 Glendale CoC HHAP-5 will provide housing focused outreach with collaboration with Glendale CES and LA CoC for prioritization and matching in PSH.

N/A
Funding source #2: LA County Measure H/A LA County Measure H/A will fund outreach and coordination efforts, delivering targeted support to effectively engage unsheltered individuals experiencing homelessness and connect them to appropriate services and housing resources.

N/A
Funding source #3: Local Measure S Local Measure S will support CE Outreach, a designated City of Glendale outreach staff to support collaboration between the CES outreach provider and the City of Glendale’s CORE Team (Police dept).

N/A
Funding source #4: ESG ESG funding will help stabilize housing situations quickly and efficiently. It plays a vital role in creating a coordinated response system, connecting vulnerable populations to essential services, and ultimately supporting the transition from homelessness to permanent housing.

N/A
Funding source #5: ESG-RUSH ESG Rush funding will help stabilize housing situations quickly and efficiently. It plays a vital role in creating a coordinated response system, connecting vulnerable populations to essential services, and ultimately supporting the transition from homelessness to permanent housing.

N/A
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50 NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This key action will improve service delivery by enhancing outreach teams’ ability to engage unsheltered individuals from racial and gender groups that experience higher rates of homelessness and barriers to services. By providing culturally responsive training and support, the outreach teams can build trust and effectively connect these populations to housing and resources.

REGIONAL PLAN KEY ACTION # 19
GLEN – 4 Key Action
Key Action description: Reduce homelessness among racial and ethnic groups, including Latinx communities,
disproportionately impacted in the City of Glendale by
enhancing targeted outreach and ensuring equitable access to housing resources. (Glendale – KA 4)
CA SPM: 1a

How will the Key Action improve this CA SPM?: By focusing efforts on populations that experience higher rates of homelessness and by improving equitable access to housing resources, the action will help reduce barriers that contribute to prolonged homelessness for these groups, ensuring they receive services such as targeted outreach and culturally responsive services tailored to their unique needs.

Lead Entity: City of Glendale CoC Collaborating entity/ies: Ascencia, Home Again LA, LAHSA Milestones for the Key Action Increase housing placements by at least 20 for individuals from targeted racial and ethnic groups engaged through outreach.

Target dates for milestones: 9/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by a reduction in homelessness among disproportionately impacted populations Funding Sources
Funding source #1: Glendale HHAP 3-6 Glendale CoC HHAP 3-6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing through the City of Glendale’s CES. HHAP-6 will provide funding once HHAP-5 funding comes to an end effective June 30, 2028.

Eligible use category: Services and Services Coordination for Unsheltered Homelessness
Funding source #2: LA County Measure H/A Funding from County Measure H/A will provide housing focused outreach support to clients prior to enrollment in the HHAP program.

Funding will support hotel vouchers, interim housing and other types of supportive services to ensure unhoused individuals and families regain stability as quickly as possible.

N/A
Funding source #3: Glendale CoC HUD NOFO Glendale CoC Funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: ESG ESG funding will provide additional RRH beds, homeless prevention and outreach services, including those fleeing domestic violence.

N/A
Funding source #5: Local Measure S Local Measure S will provide funds for year around interim sheltering, landlord incentives, and homeless prevention.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This key action will address system performance disparities by improving service delivery to populations that face greater barriers to accessing homeless services. By collecting and analyzing demographic data regularly, the CoC can identify gaps in outreach and tailor services to meet the cultural, linguistic, and gender-specific needs of underserved groups.

REGIONAL PLAN KEY ACTION # 20
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51 GLEN – 5 Key Action
Key Action description: Increase Prevention & Diversion Services, like eviction prevention, to reduce first time homelessness of youth in the City of Glendale CoC.
(Glendale – KA 5)
CA SPM: 2 How will the Key Action improve this CA SPM?: By intervening early with at-risk youth and connecting them to supportive resources before they become homeless, the action reduces first time youth homelessness and decreases inflow into the overall homeless system.

Lead Entity: City of Glendale CoC Collaborating entity/ies: Home Again LA, Catholic of Charities, Armenian Relief Society
Milestones for the Key Action: At least 4 additional youth will transition from the system to permanent housing.

Target dates for milestones: 06/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by an increase in the number of youth placed into permanent housing.

Funding Sources
Funding source #1: Glendale CoC HHAP 2-6 Glendale CoC HHAP 2-6 funds will help prevent homelessness and rapidly rehouse unsheltered youth. It will support early intervention services to keep at-risk youth housed and offers rental assistance, housing navigation, and case management to quickly connect unsheltered youth to stable housing.

Eligible Use Category: Prevention and Diversion, YSA – Prevention and Diversion
Funding source #2: LA County Measure H/A Funding from County Measure H/A will provide housing focused outreach support to clients prior to enrollment in the HHAP program.

Funding will support hotel vouchers, interim housing and other types of supportive services to ensure unhoused individuals and families regain stability as quickly as possible.

N/A
Funding source #3: Glendale CoC HUD NOFO Glendale CoC Funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: ESG ESG funding will provide additional RRH beds, homeless prevention and outreach services, including those fleeing DV .

N/A
Funding source #5: Local Measure S Local Measure S will provide funds for year around interim sheltering, landlord incentive and homeless prevention.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Other means of affirming racial and ethnic groups that are overrepresented among PEH: This key action addresses system performance disparities by prioritizing prevention and diversion efforts for youth from racial and ethnic groups that are overrepresented among youth experiencing homelessness, including Latino population. By using disaggregated data to identify at-risk populations, the Glendale CoC can tailor services to the unique cultural and community needs of these youth, ensuring early interventions are accessible and effective.

REGIONAL PLAN KEY ACTION # 21
GLEN – 6 Key Action
Key Action description: Enhance permanent housing exits through prioritization of RRH in RFPs and increased
program model implementation. (Glendale – KA 6)
CA SPM: 3 and 4 How will the Key Action improve this CA SPM?: By increasing the availability and effectiveness of RRH programs, which provide quick, short- term rental assistance and support services, more people will exit homelessness and maintain stable housing. By prioritizing RRH in RFPs and expanding its implementation the City of Glendale will make more timely housing placements, reduce the length of time individuals and families remain homeless, and increase the overall rate of permanent housing exits. 93 of 464

52 Lead Entity: City of Glendale CoC Collaborating entity/ies: Home Again LA, Armenian Relief Society, Door of Hope
Milestones for the Key Action: Increase housing placements by adding at least 40 RRH beds and expanding landlord incentives.

Target dates for milestones: 09/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by an increase in RRH beds.

Funding Sources
Funding source #1: Glendale CoC HHAP 2-6 Glendale CoC HHAP 6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing.

Eligible Use Category: Rapid Rehousing
Funding source #2: LA County Measure H/A County Measure A will replace funding provided by Measure H for RRH and supportive services to quickly house unsheltered households.

N/A
Funding source #3: Glendale CoC HUD NOFO Glendale CoC funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: ESG Funding will provide additional RRH beds, homeless prevention and outreach services, including those fleeing domestic violence.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Changes to Procurement: This key action promotes racial and gender equity by prioritizing RRH in procurement processes, encouraging applications from organizations that serve or are led by communities disproportionately impacted by homelessness. By incorporating equity criteria into RFPs and funding decisions, the Glendale CoC ensures that resources are directed toward programs designed to address the unique barriers faced by marginalized racial and gender groups.

REGIONAL PLAN KEY ACTION # 22
GLEN – 7 Key Action
Key Action description: Expand rental subsidies for
individuals and families in the City of Glendale. (Glendale – KA 7)
CA SPM: 3 and 4 How will the Key Action improve this CA SPM?: Expanding rental subsidies will enable more individuals and families to move rapidly into permanent housing, reducing the length of time they experience homelessness.

Lead Entity: City of Glendale CoC Collaborating entity/ies: LAHSA, Home Again, Catholic Charities, YWCA of Glendale/Pasadena, Ascencia, Armenian Relief Society Milestones for the Key Action: Increase current subsidy capacity by at least 10 additional units in the City of Glendale.

Target dates for milestones: 9/30/2027 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by an expansion in rental subsidies and an increase in housing placements.

Funding Sources
Funding source #1: Glendale CoC HHAP-5 6 HHAP 6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing.

Eligible Use Categories: Rapid Rehousing
Funding source #2: LA County Measure H/A Funding from Measure H/A will provide housing focused outreach support to clients prior to enrollment in the HHAP program. Funding will support Hotel vouchers, interim housing and other types of supportive services to ensure unhoused individuals and families regain stability as quickly as possible.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity 94 of 464

53 Housing Placements: This key action will address system performance disparities by expanding rental subsidies to improve housing access for racial and gender groups disproportionately affected by homelessness. By reducing financial barriers, it ensures more equitable opportunities for stable housing, helping to close gaps in housing placements and retention. Targeted outreach and support alongside subsidy expansion will promote fair and inclusive housing outcomes across all communities.

REGIONAL PLAN KEY ACTION # 23
GLEN – 8 Key Action
Key Action description: Expand housing resources, enhance case management, and improve coordination with landlords and community partners in the City of Glendale. (Glendale – KA 8) CA SPM: 3 How will the Key Action improve this CA SPM?: By expanding housing resources and strengthening support services to help remove barriers to housing placement and better coordinate with landlords and partners, the City of Glendale will increase the number of individuals and families transitioning from homelessness into stable, permanent housing.

Lead Entity: City of Glendale CoC Collaborating entity/ies: Home Again LA Armenian Relief Society, Door of Hope
Milestones for the Key Action: At least 40 households will exit homelessness into permanent housing.

Target dates for milestones: 09/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by an increase in the number of people exiting homelessness into permanent housing and expansion of housing resources.

Funding Sources
Funding source #1: Glendale CoC HHAP-3-6 Glendale CoC HHAP 3-6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing.

Eligible Use Category: Rapid Rehousing
Funding source #2: LA County Measure H/A LA County Measure A will replace funding provided by Measure H for RRH and supportive services to quickly house unsheltered households.

N/A
Funding source #3: Glendale CoC HUD NOFO Glendale CoC Funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: ESG ESG funding will provide additional RRH beds, homeless prevention and outreach services, including those fleeing DV .

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Changes to Procurement: The Key Action will address system performance disparities by prioritizing equitable access to permanent housing for racial and gender groups disproportionately impacted by homelessness.

This includes targeted outreach and tailored case management to remove barriers specific to these groups, ensuring they have the same opportunities for housing placement as others. By improving coordination with landlords and community partners, the system will actively work to reduce biases and increase culturally responsive housing options, helping to close gaps in housing outcomes and promote racial and gender equity.

REGIONAL PLAN KEY ACTION # 24
GLEN – 9 Key Action
Key Action description: Increase landlord engagement
efforts to reduce homelessness among racial and ethnic
groups, including Black or African American communities, disproportionately impacted in the City of Glendale.
(Glendale – KA 9)
CA SPM: 3 and 4 How will the Key Action improve this CA SPM?:. By building stronger relationships with landlords and offering incentives or support, the Glendale CoC can expand housing opportunities and speed up placements into permanent housing.
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54 Lead Entity: City of Glendale CoC Collaborating entity/ies: Home Again LA, Armenian Relief Society, Door of Hope, Ascencia
Milestones for the Key Action: Reduce the average length of time individuals experience homelessness in the City of Glendale by at least 2% through enhanced housing placement and support services.

Target dates for milestones: 09/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by a decrease in the average length of time that people experienced homelessness while accessing services.

Funding Sources
Funding source #1: Glendale CoC HHAP 3-6 Glendale CoC HHAP 3-6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing.

Eligible use category: Rapid rehousing
Funding source #2: LA County Measure H/A Funding from County Measure H/A will provide housing focused outreach support to clients prior to enrollment in the HHAP program.

N/A
Funding source #3: Glendale CoC HUD NOFO Glendale CoC Funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: ESG ESG funding will provide additional RRH beds N/A NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This key action will reduce system performance disparities by actively recruiting and engaging landlords who serve or are willing to work with ethnic groups disproportionately affected by homelessness. It will include training for landlords and providers on cultural competency and implicit bias to ensure fair treatment in housing placements.

REGIONAL PLAN KEY ACTION # 25
GLEN – 10 Key Action
Key Action description: Reduce recidivism in the City of Glendale CoC through the expansion of supportive services and post-lease support. (Glendale – KA 10)
CA SPM: 5 How will the Key Action improve this CA SPM?: By expanding supportive services and providing comprehensive post-lease support, such as ongoing case management, financial counseling, conflict resolution, and connection to community resources, the City of Glendale will help individuals and families maintain their housing stability over the long term.

Lead Entity: City of Glendale CoC Collaborating entity/ies: Home Again, LA Armenian Relief Society, Door of Hope, Ascencia, LA County, City of Long Beach, City of LA, CES Entities for all 4 CoCs.

Milestones for the Key Action: Reduce the percentage of individuals returning to homelessness within 6 months of exit by at least 2%.

Target dates for milestones: 6/30/2027 Target date for completion: 6/30/2028 Metric for measuring success: Success will be measured by tracking the percentage of individuals who return to homelessness within 6 months of exiting the homelessness system into permanent housing
Funding Sources
Funding source #1: Glendale CoC HHAP 2-5 Glendale CoC HHAP 2-5 funding will provide housing focused outreach with collaboration with Glendale CES and LA CoC for prioritization and matching in PSH.

N/A
Funding source #2: Glendale CoC HUD NOFO Glendale CoC Funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #3: ESG ESG funding will provide additional RRH beds, homeless prevention and outreach services, including those fleeing domestic violence.

N/A
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55 NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: This key action will reduce system performance disparities by ensuring that supportive services and post-lease assistance are accessible and culturally responsive to racial and gender groups that experience higher rates of housing instability and returns to homelessness, including Black and African American populations. By targeting resources to these populations, the CoC will improve housing retention and will decrease recidivism, promoting equitable and sustainable housing outcomes across all groups.

REGIONAL PLAN KEY ACTION # 26
GLEN – 11 Key Action
Key Action description: Implement a targeted strategy in the City of Glendale CoC to increase successful placements
focusing on prioritizing RRH, Housing First approaches, coordinated housing support, and case management,
including for people exiting institutional settings. (Glendale – KA 11)
CA SPM: 6 How will the Key Action improve this CA SPM?: By prioritizing RRH and Housing First, this strategy will quickly move unsheltered individuals into permanent housing, reducing the number of people living on the streets.

Lead Entity: City of Glendale CoC Collaborating entity/ies: Home Again LA, Ascencia, Glendale PD, Outreach, CORE
Milestones for the Key Action: Increase the number of placements from street homelessness to permanent housing by at least 10 individuals per contract year.

Target dates for milestones:9/30/2026 Target date for completion: 6/30/2029 Metric for measuring success: Success will be measured by an increase in the number of people exiting from street outreach to permanent housing.

Funding Sources
Funding source #1: Glendale CoC HHAP 2-6 Glendale CoC HHAP 6 funds will provide additional RRH beds to quickly transition unhoused individuals and families into permanent housing.

Eligible Use Category: Rapid rehousing
Funding source #2: LA County Measure H/A County Measure A will replace funding provided by Measure H for RRH and supportive services to quickly house unsheltered households.

N/A
Funding source #3: Glendale CoC HUD Glendale CoC Funding will provide supportive services, RRH and PSH beds.

N/A
Funding source #4: ESG ESG Funding will provide additional RRH beds N/A Funding source #5: Local Measure S Local Measure S will provide funds for landlord incentive N/A NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: The Key Action prioritizes equitable housing placements by intentionally targeting individuals from racial and ethnic groups, as well as gender identities, that are disproportionately represented among people experiencing homelessness. Through the use of disaggregated data, the Glendale CoC will identify disparities in placement rates and remove barriers

Long Beach

REGIONAL PLAN KEY ACTION # 27
LB – 1 Key Action
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56 Key Action description: Move the City of Long Beach CoC’s Homeless Management Information System (HMIS) data into the greater LA HMIS (Clarity) collaborative. (Long Beach – KA 1)
CA SPM: 1a

How will the Key Action improve this CA SPM?: Migrating the City of Long Beach CoC’s HMIS into the LA regional HMIS collaborative will enable better tracking and coordination, which will help decrease the number of residents experiencing homelessness
Lead Entity: City of Long Beach Collaborating entity/ies: LAHSA Milestones for the Key Action: Migration of CES data complete.

Target dates for milestones: 8/31/2025 Target date for completion: 6/30/2028 Metric for measuring success: Confirm that the migration of the HMIS data is complete and in use by all Long Beach CoC/CES operations. Evaluate the efficiency of service delivery after change through a thorough CES Evaluation.

Funding Sources
Funding source #1: HUD Long Beach CoC Long Beach CoC funds will cover primary costs of the HMIS merger, personnel (salary, wages, benefits, fringe, etc.), and HUD CoC HMIS grant is the primary source of HMIS funds for Long Beach CoC
N/A
Funding source #2: L.A. Care HHIP LA Care HHIP grant is a one-time funding source provided by L.A. Care and Health Net (MCPs) to support the costs of a merger (primarily staffing). The merger will support Long Beach CoC with secure transfer of data between the CoC, LAHSA, and managed care administrators of CalAIM Community Supports
N/A
Funding source #3: Long Beach HHAP 5 & 6 Long Beach HHAP-5 will cover primary costs of HMIS merger are personnel (salary, wages, benefits, fringe, etc.), and HHAP-5 is being utilized to support Long Beach CoC HMIS administration expenses Eligible Use Category: HMIS
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Having one singular system will create seamless and holistic capture of and access to LB CoC participant, provider, program, and system data to include secure access for Managed Care Plans.

Streamlined data collection, analysis, and reporting is an equity measure for staff and participants, reducing the administrative burden for service providers and reducing barriers to access for persons experiencing homelessness. Further, by merging of HMIS data, this will allow Long Beach CoC/CES a streamlined pathway to participate in the adoption of LA Housing Assessment Tool (LA HAT), developed as result of the CESTTRR Project (CES Triage Tool Research and Refinement Project), a collaborative effort of LAHSA, USC, and United Way to evaluate LA CES triage and assessment tools for racial bias, as well as identify and propose alternative screening and assessment tools. The HMIS merger will facilitate additional LB CES refinements, including the transition to a validated assessment and triage tool designed specifically to mitigate and prevent bias in access to and prioritization for housing and services.

Housing Placements: The use of a singular system allows Long Beach CoC/CES to collect and analyze data on race, ethnicity, gender identity, age, disability, status and more. These data points will allow Long Beach CoC/CES to identify who is accessing housing and who is not, identify disparities in the length of time persons are experiencing homelessness as well as housing placement rates, and monitor whether historically marginalized groups are being equitably served.

REGIONAL PLAN KEY ACTION # 28
LB – 2 Key Action
Key Action description: 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. (Long Beach – KA 2)
CA SPM: 1a

How will the Key Action improve this CA SPM?: Engaging bilingual staff to conduct outreach, services and engagement will better support the Latinx population to help reduce their experiences of homelessness.

Lead Entity: City of Long Beach Collaborating entity/ies: City of Long Beach CoC subrecipients Milestones for the Key Action: Reduce the number of Latinx accessing services by at least 25 people.
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57 Target dates for milestones: 6/30/2027 Target date for completion: 3/31/2028 Metric for measuring success: Measure the number of Latinx populations accessing services and compare to baseline
Funding Sources
Funding source #1: HUD Long Beach CoC Long Beach CoC funds will cover the primary costs of Long Beach outreach, engagement, and access services are personnel (salary, wages, benefits, fringe, etc.), and HUD Long Beach CoC MSC (SSO) grant is a primary source of funds for Long Beach CoC
N/A
Funding source #2: County Measure H/A County Measure H/A will cover the primary costs of Long Beach outreach, engagement, and access services are personnel (salary, wages, benefits, fringe, etc.), and LA County Measure H/A are a primary source of funds for Long Beach CoC
N/A
Funding source #3: ERF 2, ERF 4 ERF will support Long Beach outreach, engagement, and access services are personnel (salary, wages, benefits, fringe, etc.) ERF funds are utilized for targeted, specific projects and locations to address the needs of unsheltered persons residing in encampments. Outreach and case management will be designed and implemented to address and support language access
N/A
Funding source #4: Long Beach HHAP 2, HHAP 4 Long Beach HHAP grants will provide for the primary costs of Long Beach outreach, engagement, and access services are personnel (salary, wages, benefits, fringe, etc.) HHAP 2 and 4 funds are utilized for targeted, specific projects and locations, including Library Case Managers and Social Workers. Library case management will be designed and implemented to address and support language access
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The City of Long Beach is committed to improving equitable access to homeless services for its Latinx population through targeted outreach, bilingual engagement, and culturally responsive programming. This effort is anchored in this Key Action, which focuses on increasing accessibility for Latinx individuals experiencing homelessness by deploying bilingual staff across outreach, direct services, and systems-level engagement. This Key Action directly advances California System Performance Measure 1a by increasing the number of people accessing services, particularly among historically underserved communities. By improving communication and trust between service providers and Latinx individuals, the initiative aims to reduce barriers to service entry, support interim housing placements, and enhance retention outcomes. Language access is embedded across project implementation. Bilingual personnel are funded through a braided approach that includes HUD CoC (SSO), Measure H and A, ERF 2 and 4, and HHAP 2 and 4.

These sources support staff salaries and allow for deployment in locations such as libraries and encampments where the need for culturally and linguistically appropriate engagement is critical. In particular, ERF and HHAP funds enable targeted outreach and case management models that prioritize language access in high-need areas. By centering outreach and service delivery around the needs of Latinx community members, this Key Action also advances equity goals, helping to close disparities in access and outcomes. Progress will be measured through tracking the number of Latinx individuals accessing services over time, compared to baseline data, with milestones and outcome targets set for 2027 and 2028. Collectively, this initiative represents a data-informed, community-responsive investment in reducing racial and linguistic disparities while improving overall system performance.

REGIONAL PLAN KEY ACTION # 29
LB – 3 Key Action
Key Action description: Maintain/preserve shelter capacity and ensure full utilization and occupancy withing non-congregate shelter in the City of Long Beach. (Long Beach – KA 3)
CA SPM: 1b

How will the Key Action improve this CA SPM?: Ensuring shelter occupancy is fully utilized will prevent unsheltered homelessness. 99 of 464

58 Lead Entity: City of Long Beach CoC Collaborating entity/ies: LA County CEO-HI Milestones for the Key Action: At least 180 non-congregate shelter beds continue to be available for unsheltered homelessness.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2028 Metric for measuring success: Monitor and measure nightly occupancy and utilization of non-congregate shelter, ensuring at least 95% of beds (171 bed occupancy out of 180 bed capacity) are occupied at any given time Funding Sources
Funding source #1: Long Beach HHAP 2-6 Long Beach HHAP rounds 2-6 are being utilized for operating subsidies and reserves to support the operational expenses of the City’s two (2) PHK projects – Best Western (102 units) and Luxury Inn (80 units). Best Western is currently operational, and Luxury Inn should come online July 2025.

Both sites are operated under contract with non-profit homeless services provider First to Serve.

Eligible Use Category: IH - Operating Expenses
Funding source #2: LA County Measure H/A LA County Measure H/A funds are being utilized for City of Long Beach operations & maintenance expenses (utilities, security, maintenance, repairs, etc.) in support of the City of Long Beach’s two (2) Project Homekey projects – Best Western (102 units) and Luxury Inn (80 units).

Best Western is currently operational, and Luxury Inn is scheduled to come online July 2025. Both sites are operated under contract with non-profit homeless services provider First to Serve.

N/A
Funding source #3: HOME-ARP HOME-ARP is being utilized for City of Long Beach operations & maintenance expenses (utilities, security, maintenance, repairs, etc.), as well as subrecipient services costs in support of the City of Long Beach s two (2) Project Homekey projects – Best Western (102 units) and Luxury Inn (80 units). Best Western is currently operational, and Luxury Inn is scheduled to come online July 2025. Both sites are operated under contract with non-profit homeless services provider First to Serve.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: To reduce unsheltered homelessness and ensure equitable access to high-quality shelter, the City of Long Beach is implementing this Key Action, which focuses on maintaining and maximizing occupancy across its non-congregate shelter (NCS) portfolio. This strategy is directly aligned with California System Performance Measure 1b by ensuring that existing shelter resources remain fully operational and utilized, ultimately reducing the number of individuals experiencing unsheltered homelessness on any given night. The City, in partnership with HUD, HCD, LA County CEO-HI, City of Long Beach Community Development department, and non-profit service provider First to Serve, is preserving and operating 182 units of non-congregate shelter across two Project Homekey (PHK) sites: the already operational Best Western (102 units) and the soon-to-launch Luxury Inn (80 units, projected online July 2025). Ensuring that these units remain available and consistently occupied enhances system performance by increasing shelter capacity and preventing backslide in the face of ongoing need. A diverse set of funding sources supports this comprehensive effort. HHAP Rounds 2 through 6 provide essential operating subsidies and reserves, ensuring the continued availability of shelter beds. Local funds from Measure H/A sustain daily operations, including utilities, security, and maintenance, while HOME-ARP and CDBG-CV supplement both operational needs and critical supportive services. This multi-funding approach not only secures physical shelter capacity but also improves the quality and accessibility of shelter through stable infrastructure and wraparound supports. In terms of equity, non-congregate shelters offer safer and more dignified environments, especially for vulnerable populations such as women, seniors, and individuals with disabilities or health conditions. By investing in non- congregate shelter models and ensuring full utilization, the City is advancing equitable access to shelter and reducing disparities in who can safely and stably exit homelessness.

Housing Placements: Long Beach CoC operating shelters are one of the main access points to permanent housing resources and placements. Shelters provide an opportunity for persons experiencing homelessness to be supported through case management, document readiness, and housing navigation. Two of Long Beach’s interim housing sites, congregate shelters, have designated Housing Navigators funded by LAHSA that focus on housing search and placement. Additionally, Long Beach CoC leverages our Housing Navigators that provide additional support for housing and placement to those who aren’t connected to a Housing Navigator funded by LAHSA. With beds being consistently filled, more persons experiencing homelessness can be engaged, assessed, and prioritized for permanent housing. This helps to ensure that historically marginalized populations are connected to a permanent housing resource.
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59 REGIONAL PLAN KEY ACTION # 30
LB – 4 Key Action
Key Action description: Update equity evaluation
framework and identify key policy changes for the City of Long Beach CoC to minimize exits to homelessness for
justice involved persons and increase access to and
accessibility of interim housing for persons who identify as nonbinary, gender queer, gender nonconforming. (Long
Beach – KA 4)
CA SPM: 1b and 4 How will the Key Action improve this CA SPM?: Minimizing exits to homelessness will reduce the number of people experiencing unsheltered homelessness exiting the criminal legal system.

Lead Entity: City of Long Beach CoC Collaborating entity/ies: LA County Milestones for the Key Action: Reduce by at least 69 the number of people exiting the criminal legal system into homelessness.

Target dates for milestones: 1/31/2027 Target date for completion: 10/31/2027 Metric for measuring success: 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 the 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.

Funding Sources
Funding source #1: LA County General Funds (LAHSA) LA County General Funds made available by LAHSA will be used in support of the daily operations of interim housing programming at the City of Long Beach’s Atlantic Bridge Community and 702 W.

Anaheim programs, both operated under contract with non-profit service provider, First to Serve.

N/A
Funding source #2: LA County Measure H/A LA County Measure H/A funds made available by LA County CEO- HI will be used in support of the daily operations of interim housing programming at the City of Long Beach’s Atlantic Bridge Community, 702 W. Anaheim, Best Western, and Luxury Inn - all operated under contract with non-profit service provider, First to Serve.

N/A
Funding source #3 Long Beach HHAP 2- 6 Long Beach HHAP rounds 2-6 made available by HCD will be used in support of the daily operations of interim housing programming at the City of Long Beach’s Atlantic Bridge Community, 702 W.

Anaheim, Best Western, Luxury Inn, and TAY Navigation Center - all operated under contract with non-profit service provider, First to Serve, with the exception of the TAY Navigation Center, which will be operated by April Parker Foundation. HHAP-5 will be used specifically for systems support
Eligible Use Category: IH – Operating Expenses
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60 Service Delivery: The City of Long Beach Continuum of Care (CoC) is advancing a systemwide transformation of interim housing with a dual focus on equity and performance. This Key Action targets structural and programmatic reforms to increase access to and quality of shelter for historically underserved groups—particularly justice-involved individuals and those identifying as nonbinary, gender nonconforming, or gender queer—while improving shelter utilization, throughput, and housing exits. This initiative aligns with CA System Performance Measures 1b and 4 by seeking to (1) reduce unsheltered homelessness through better shelter accessibility and (2) reduce the average length of time individuals experience homelessness by addressing systemic barriers to entry, improving service delivery, and facilitating smoother transitions to permanent housing.

The action is supported through a coordinated investment strategy leveraging County General Funds (via LAHSA), County Measure H/A and Measure H, and HHAP Rounds 2–6. These funds support the daily operations and enhancements of multiple interim housing programs including Atlantic Bridge Community, 702 W. Anaheim, Best Western, Luxury Inn, and the forthcoming TAY Navigation Center. Operator First to Serve, with technical support from LAHSA, the City, and TAC, is implementing Housing First, harm reduction, trauma-informed care, and the Equal Access Rule to ensure services meet the needs of marginalized populations. A central component of this effort is the refinement and operationalization of the City’s equity evaluation framework. Through Phase II of its Homelessness Strategic Plan, Long Beach is procuring a consultant to assess demographic disparities across program types, analyze fiscal impact, and recommend actionable policy changes. These changes will be guided by predictive systems modeling tools, such as HUD’s Stella Performance and Stella Modeling, to evaluate the impacts of expanded services, increased shelter flow, and population-specific interventions.

REGIONAL PLAN KEY ACTION # 31
LB – 5 Key Action
Key Action description: Increase Prevention & Diversion services to reduce first time homelessness in the City of Long Beach CoC. (Long Beach – KA 5)
CA SPM: 2

How will the Key Action improve this CA SPM?: Increasing prevention and diversion services will reduce the number of people experiencing homelessness for the first time.

Lead Entity: City of Long Beach Collaborating entity/ies: City of Long Beach CoC Milestones for the Key Action: Reduce first time homelessness by at least 17 people
Target dates for milestones: 3/31/2027 Target date for completion: 6/30/2028 Metric for measuring success: Track and analyze APR and HDIS data.

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

Funding Sources
Funding source #1: LA County Measure H/A LA County Measure H/A funds will pay for rental arrears and ongoing rental assistance. The Homelessness Prevention (HP) program is designed to prevent individuals who are at risk of becoming homeless. The services aim to help rent-burdened, low-income households resolve a housing crisis that would otherwise cause them to lose their homes.

N/A
Funding source #2: ESG ESG Funds will pay for rental arrears and ongoing rental assistance. The Homelessness Prevention (HP) program is designed to prevent individuals who are at risk of becoming homeless. The services aim to help rent- burdened, low-income households resolve a housing crisis that would otherwise cause them to lose their homes.

N/A
Funding source #3: Long Beach HHAP 5 Long Beach HHAP-5 funds will pay for rental arrears and ongoing rental assistance. The Homelessness Prevention (HP) program is designed to prevent individuals who are at risk of becoming homeless. The services aim to help rent-burdened, low-income households resolve a housing crisis that would otherwise cause them to lose their homes.

N/A
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61 Housing Retention: To prevent housing instability and prevent persons who are severely rent-burdened and/or precariously housed from falling into homelessness, the City of Long Beach is expanding its Homelessness Prevention and Diversion programming under this Key Action, with the goal of significantly reducing first-time entries into the homelessness system. This strategic initiative directly supports California System Performance Measure 2 by increasing early interventions for individuals and families at imminent risk of homelessness, thereby reducing inflow and supporting long-term housing stability.

A coordinated blend of funding—including County Measure H and A, ESG, and HHAP Round 5 provides the foundation for this work. These resources support the expansion of prevention services across two nonprofit providers, using a slot-based allocation model that ensures consistent availability of service slots and program coverage throughout the year. Each slot is supported at $15,400 annually and includes the full scope of operational and supportive services needed to stabilize households in crisis. Services are designed to be flexible and individualized, targeting the diverse and often compounding needs of rent-burdened, low-income households. Supports include rental arrears payments, short- to medium-term rental assistance, legal assistance, landlord mediation, and housing conflict resolution. For households who cannot remain in their current units, relocation and stabilization assistance is made available to help secure and sustain new housing placements. This multi-faceted approach directly supports housing retention, reduces returns to homelessness, and increases system capacity by freeing up space for households with higher-acuity needs. By intervening upstream, the program improves system performance and prevents unnecessary cycling through emergency shelter and crisis response systems. Importantly, this effort is rooted in equity. Prevention and diversion services are specifically designed to reach and support households who are disproportionately at risk of homelessness, including people of color, immigrants, LGBTQ+ individuals, and families with children. Subrecipients are guided by a Housing First framework and trauma-informed practices to ensure access is low-barrier, culturally responsive, and inclusive.

REGIONAL PLAN KEY ACTION # 32
LB – 6 Key Action
Key Action description: Expand RRH in the City of Long
Beach CoC. (Long Beach – KA 6)
CA SPM: 3 How will the Key Action improve this CA SPM?: Expanding RRH will enhance permanent housing exits.

Lead Entity: City of Long Beach CoC Collaborating entity/ies: Long Beach Homeless Services Bureau, Long Beach CoC, City of Long Beach Community Development, Homeless Service Providers
Milestones for the Key Action: At least 43 more RRH slots in the City of Long Beach
Target dates for milestones: 9/30/2027 Target date for completion: 03/31/2028 Metric for measuring success: Use data reports to evaluate the effectiveness of RRH programs and other interventions aimed at increasing exits to permanent housing.

Funding Sources
Funding source #1: Long Beach HHAP 3-4, 6 Long Beach HHAP Funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. RRH case managers use progressive assistance to help program participants rapidly obtain and stabilize in permanent housing in either the private rental market or affordable housing market as available.

Eligible Use Category: Rapid Rehousing
Funding source #2: LA County Measure H/A LA County Measure H/A funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. RRH case managers use progressive assistance to help program participants rapidly obtain and stabilize in permanent housing N/A
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62 in either the private rental market or affordable housing market as available.

Funding source #3: HUD Long Beach CoC HUD Long Beach CoC funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. RRH case managers use progressive assistance to help program participants rapidly obtain and stabilize in permanent housing in either the private rental market or affordable housing market as available.

N/A
Funding source #4: ESG ESG funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low- barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. Financial assistance provided through the RRH program includes costs associated with rental application fees; essential furnishings; rental assistance; security deposits; utility assistance; etc.

N/A
Funding source #5: ERF-2 ERF-2 funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. ERF-2 RRH funds are being deployed, specifically, to serve persons experiencing unsheltered homelessness in and around the Billie Jean King Library and Lincoln Park in downtown Long Beach.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: Under this Key Action, the City of Long Beach is expanding its Rapid Rehousing (RRH) capacity by adding at least 43 additional RRH slots across the CoC, a strategic investment that will directly increase permanent housing placements and improve outcomes aligned with California System Performance Measure 3. RRH is a proven, Housing First-oriented crisis response strategy that rapidly transitions people from homelessness into permanent housing with supportive services and financial assistance tailored to their needs. This expansion is being made possible through a coordinated blend of federal, state, and local resources, including Long Beach HHAP Rounds 3, 4, and 6; County Measure H/A and Measure H; HUD CoC and ESG; and ERF-2 funding. Together, these resources cover essential RRH program costs such as rental and move-in assistance, security deposits, utility support, application fees, and basic furnishings, as well as case management services delivered through a progressive assistance model. This flexible approach ensures that participants receive the exact level of support needed to obtain and retain housing stability. The RRH expansion will also serve specialized populations and geographies. HHAP Rounds 3 and 4 prioritize Transition Age Youth (TAY), while HHAP-6 broadens the reach to include single adults. ERF-2 RRH efforts are focused specifically on individuals experiencing unsheltered homelessness in and around the Billie Jean King Library and Lincoln Park, targeting high-need, high-visibility areas of downtown Long Beach. All RRH efforts are grounded in low-barrier, harm reduction, and trauma-informed practices, ensuring equitable access for populations historically marginalized within housing systems—including people of color, LGBTQ+ individuals, and people with disabling conditions. Services are designed to reduce administrative burdens on clients and respond flexibly to varying levels of need, thereby reducing disparities in housing access and retention. This comprehensive, equity-informed investment in RRH is expected to significantly improve system performance by increasing exits to permanent housing, reducing lengths of time experiencing homelessness, and lowering rates of returns to homelessness. Outcomes will be monitored through HMIS data and program reports to assess effectiveness and ensure continuous improvement.

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63 REGIONAL PLAN KEY ACTION # 33
LB – 7 Key Action
Key Action description: Continue to apply for new housing opportunities through the City of Long Beach CoC to
expand the quantity of housing subsidies. (Long Beach – KA 7)
CA SPM: 3 How will the Key Action improve this CA SPM?: Securing new housing opportunities will increase the number of housing subsidies and increase the number of people exiting to permanent housing with subsidies Lead Entity: City of Long Beach CoC Collaborating entity/ies: Long Beach Homeless Services, Long Beach CoC, City of Long Beach Housing Authority, City of Long Beach Community Development, Homeless Service Providers Milestones for the Key Action: Obtain 2 new funding resource/s Target dates for milestones: 12/31/27 Target date for completion: 06/30/2028 Metric for measuring success: Identify funding sources that the 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.

Funding Sources
Funding source #1: HUD Long Beach CoC – Admin &
Planning
Long Beach CoC grant seeking and fund development is led by the Homeless Services Bureau’s Administrative Operations division, with support from the City of Long Beach Manager’s Office of Homeless Strategy and Partnerships (OHSP). Long Beach CoC Admin and Planning funds support Admin & OHSP staff, funding personnel costs necessary to support strategic planning, system planning, system modeling, regional planning, and community planning activities necessary to collect, analyze, and synthesize information to identify funding needs and funding sources and prepare and submit applications N/A
Funding source #2: HOME-ARP Admin Long Beach CoC grant seeking and fund development is led by the Homeless Services Bureau’s Administrative Operations division, with support from the City of Long Beach Manager’s Office of Homeless Strategy and Partnerships (OHSP). HOME-ARP Admin supports Admin & OHSP staff, funding personnel costs necessary to support strategic planning, system planning, system modeling, regional planning, and community planning activities necessary to collect, analyze, and synthesize information to identify funding needs and funding sources and prepare and submit applications.

N/A
Funding source #3: Long Beach HHAP 5-6 Long Beach CoC grant seeking and fund development is led by the Homeless Services Bureau’s Administrative Operations division, with support from the City of Long Beach Manager’s Office of Homeless Strategy and Partnerships (OHSP). Long Beach HHAP-5 Planning funds support Admin & OHSP staff, funding personnel costs necessary to support strategic planning, system planning, system modeling, regional planning, and community planning activities necessary to collect, analyze, and synthesize information to identify funding needs and funding sources and prepare and submit applications.

Eligible Use Category: Administration
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64 Funding source #4: LA County Measure H/A Long Beach CoC grant seeking and fund development is led by the Homeless Services Bureau’s Administrative Operations division, with support from the City Manager’s Office of Homeless Strategy and Partnerships (OHSP). County Measure H/A funds support Admin & OHSP staff, funding personnel costs necessary to support strategic planning, system planning, system modeling, regional planning, and community planning activities necessary to collect, analyze, and synthesize information to identify funding needs and funding sources and prepare and submit applications.

N/A
Funding source #5: CDBG-CV Admin Long Beach CoC grant seeking and fund development is led by the Homeless Services Bureau’s Administrative Operations division, with support from the City Manager’s Office of Homeless Strategy and Partnerships (OHSP). CDBG-CV Admin funds made available by HCD’s PHK program supports Admin & OHSP staff, funding personnel costs necessary to support strategic planning, system planning, system modeling, regional planning, and community planning activities necessary to collect, analyze, and synthesize information to identify funding needs and funding sources and prepare and submit applications.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: Through this Key Action, the Long Beach Continuum of Care (CoC) is actively expanding its grant-seeking and fund development capacity to secure new and diversified sources of funding for permanent housing subsidies. This strategic effort, led by the City of Long Beach Homeless Services Bureau’s Administrative Operations Division and supported by the Office of Homeless Strategy and Partnerships (OHSP), is grounded in comprehensive system planning and modeling, supported by multiple planning and administrative funding sources—including HUD CoC Admin & Planning, HOME-ARP Admin, HHAP-5, County Measure H, and CDBG-CV Admin. These investments support the personnel and infrastructure needed to conduct robust equity-driven strategic planning, analyze funding landscapes, identify opportunities, and develop competitive applications for new housing resources. Planning efforts include qualitative and quantitative assessments of community need, program design, resource leveraging, and outcomes projections— ensuring proposals are not only responsive to funder priorities but also tailored to Long Beach’s unique service gaps and population needs. By increasing capacity for resource development, the Long Beach CoC is better positioned to secure new permanent housing subsidies, expand the number of affordable housing placements, and scale solutions proportionate to the region’s homelessness challenges. Specifically, the initiative aims to obtain at least two new funding sources by 2027, enabling the CoC to further invest in permanent housing solutions, reduce the number of individuals experiencing homelessness, and increase system flow through greater housing throughput. These efforts also reinforce system performance improvements, particularly in SPM 3: the number of people exiting homelessness to permanent housing. By bolstering resource infrastructure, the CoC enhances its ability to address inflow and outflow system dynamics, adapt to inflationary pressures, and fund long-term sustainability and scalability of housing programs. Critically, the CoC’s approach embeds equity as a foundational principle, ensuring funding strategies, planning models, and program designs prioritize underserved populations, reduce racial disparities in housing access, and elevate the voices of impacted communities. As Long Beach strengthens its ability to pursue and secure targeted investments, it is laying the groundwork for a more equitable, effective, and enduring homeless services system centered on housing stability and opportunity for all.

REGIONAL PLAN KEY ACTION # 34
LB – 8 Key Action
Key Action description: Increase supply of affordable
housing in the City of Long Beach CoC. (Long Beach – KA 8)
CA SPM: 3 How will the Key Action improve this CA SPM?: Increasing the affordable housing supply will allow for more people to exit homelessness to permanent housing.
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65 Lead Entity: City of Long Beach CoC Collaborating entity/ies: City of Long Beach Housing Authority, City of Long Beach Community Development, Long Beach
Homeless Services, Developers, Non-profit Service Providers Milestones for the Key Action: Increase available affordable housing units by at least 140 units.

Target dates for milestones: 6/30/2028 Target date for completion: 6/30/2028 Metric for measuring success: Measure the amount of affordable housing units that are in the community.

Funding Sources
Funding source #1: Permanent Local Housing Allocation (The Building Homes and Jobes Act)
The Building Homes and Jobs Act (SB 2, 2017) funded the Permanent Local Housing Allocation (PLHA) formula. Allocations provide funding to help Cities and Counties implement
plans to increase the affordable housing stock. In Long Beach, these funds are used for predevelopment, development, acquisition, rehabilitation, and preservation of affordable housing units, including those for workforce housing and Accessory Dwelling Units (ADUs).

Long Beach also uses PLHA funds to match contributions to its Local Housing Trust Fund
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Funding source #2: HOME In Long Beach, the HUD and the HOME Investment Partnerships Program provides grants to the City of Long Beach for community development, including housing projects, youth programs, and public infrastructure. The HOME program specifically funds the development and preservation of affordable housing.

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Funding source #3: Housing Choice V oucher In Long Beach, the Housing Choice V oucher Program, formerly known as Section 8, helps low-income families (including those experiencing homelessness or those with disabilities), afford housing in the private market. The Long Beach Housing Authority manages the program, providing subsidies to landlords on behalf of eligible tenants. The program is funded by HUD and administered locally.

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Funding source #4: HOPWA The Housing Opportunities for Persons with AIDS (HOPW A) program in Long Beach, administered by the Long Beach Housing Authority, provides crucial housing assistance and supportive services to low- income individuals and families living with HIV/AIDS.

Services offered include various housing assistance options such as Short-Term Rent, Mortgage, and Utility (STRMU) assistance, Permanent Housing Placement (PHP) grants, Tenant-Based Rental Assistance (TBRA), Project-Based Rental Assistance (PBRA), and Scattered-Site Master Leasing. Additionally, the program connects participants with supportive services like case management and housing navigation.

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Funding source #5: V ASH V ASH works by combining HUD's Housing Choice V oucher rental assistance with V A case management and clinical services. Homeless veterans are eligible, with priority given to those who are chronically homeless. Veterans need to be willing to participate in case management. Case management and clinical services are provided by N/A
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66 the V A at its medical centers and within the community. V ouchers can be used with any landlord willing to accept a Section 8 Housing Choice V oucher and work with the Long Beach Housing Authority.

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: Through this Key Action, the City of Long Beach is strategically investing in expanding the supply of permanent affordable housing within the Long Beach Continuum of Care (CoC). Recognizing that housing availability is a fundamental driver of successful exits from homelessness, the City of Long Beach is leveraging a diverse portfolio of federal, state, and local funding sources to increase the production, preservation, and accessibility of deeply affordable housing units. Key funding sources—including Permanent Local Housing Allocation (PLHA), HOME Investment Partnerships Program, Housing Choice V ouchers (HCV), HOPWA, and HUD-VA S H—enable the City of Long Beach to implement a multi-faceted housing development strategy. PLHA and HOME funds support predevelopment, acquisition, and rehabilitation of affordable housing, including permanent supportive housing, workforce housing, and ADUs. These funds also help grow the City’s Local Housing Trust Fund, unlocking further leveraged investment. Simultaneously, rental subsidy programs such as HCV , HOPW A, and V ASH expand access to private market housing for people with low incomes, disabilities, HIV/AIDS, and those with military service histories. The Housing Authority of the City of Long Beach (HACLB), in coordination with the CoC and the Coordinated Entry System (CES), uses homeless preferences and dedicated voucher set-asides to ensure those with the highest barriers to housing are prioritized. These subsidies are paired with case management and intensive supportive services—such as those funded through partnerships with the V A and LA County DHS—to promote housing stability and retention. By increasing the local supply of affordable units and aligning subsidies with supportive services, the City of Long Beach is creating a stronger pipeline for exits from homelessness to permanent housing.

These investments are expected to directly contribute to improved outcomes in System Performance Measure 3, including increased housing placements and improved housing retention. Importantly, this expansion also enhances system equity by prioritizing investments for populations historically excluded from stable housing, including people of color, people with disabilities, LGBTQ+ individuals, and people living with HIV/AIDS.

This coordinated and well-resourced approach ensures that as housing capacity grows, so too does the system’s responsiveness to the needs of all residents, particularly those most marginalized.

REGIONAL PLAN KEY ACTION # 35
LB – 9 Key Action
Key Action description: Increase exits to permanent housing in the City of Long Beach CoC for persons overrepresented 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 through increased utilization of landlord incentives. (Long Beach – KA 9)
CA SPM: 3 How will the Key Action improve this CA SPM?: Increasing units through improved outreach and engagement efforts with landlords, property managers and property owners by creating education and outreach materials and providing incentives will increase the number of people able to exit to permanent housing.

Lead Entity: City of Long Beach CoC Collaborating entity/ies: City of Long Beach Community Development, City of Long Beach Housing Authority, LA County Development Authority, LA County CEO Homeless Initiative Milestones for the Key Action: Landlord incentives will be used at least 20 times.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Assess and compare baseline data on demographic composition for permanent housing placements and exits for overrepresented racial groups and compare data after efforts are undertaken Funding Sources
Funding source #1: LA County Measure H/A Long Beach utilizes LA County Measure H/A to support landlord engagement and recruitment efforts, including the utilization of landlord incentives through two separate County initiatives.

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NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: To address disparities in housing access and support greater equity within the homeless response system, the City of Long Beach is prioritizing targeted landlord engagement and recruitment through this Key Action. This strategy is designed to increase exits to permanent housing—particularly for individuals from communities historically and disproportionately impacted by homelessness, including 108 of 464

67 Black/African Americans, American Indians/Native Americans, and Native Hawaiians/Pacific Islanders. Leveraging funding from County Measure H/Measure H/A, Long Beach is deploying a range of financial incentives, education, and direct engagement strategies to expand housing opportunities across the rental market. These funds support the provision of rental assistance, while also enabling critical efforts to build landlord relationships and reduce stigma and risk perceptions that often act as barriers to housing placement. Through partnerships with the Los Angeles County CEO’s Homeless Initiative (HI) and the Los Angeles County Development Authority, Long Beach participates in two key programs: the Countywide Housing Location Program and the Homeless Incentive Program (HIP). These initiatives offer robust support for both landlords and tenants. Housing Location efforts actively identify and secure rental units, assist with lease-up processes, and provide mediation and paperwork support. Meanwhile, HIP offers financial protections and leasing incentives—including sign-on bonuses, security deposit assistance, and application fee coverage—to landlords who accept Housing Choice V ouchers (HCV) or V ASH vouchers. Together, these efforts are expanding the number of units available to households experiencing homelessness, particularly those who face institutional and systemic barriers to housing and enhancing the CoC’s ability to place clients into permanent housing quickly and sustainably. Long Beach is also developing landlord outreach and education materials to highlight the benefits of participating in these programs and to further normalize supportive housing practices among private market landlords. The results of this work are twofold: an increase in permanent housing placements, and an intentional focus on ensuring that these placements reflect equitable access for overrepresented racial and ethnic groups. The City of Long Beach will track baseline and post-intervention data on demographics for permanent housing placements to assess progress in advancing racial equity.

REGIONAL PLAN KEY ACTION # 36
LB – 10 Key Action
Key Action description: Use RRH in the City of Long
Beach CoC to address unsheltered homelessness and
encampment resolution efforts to promote quicker housing placements than through PSH, and transfer to PSH later, if needed. (Long Beach – KA 10)
CA SPM: 4 How will the Key Action improve this CA SPM?: Getting more folks into RRH from unsheltered homelessness will reduce the average length of time homeless.

Lead Entity: City of Long Beach CoC Collaborating entity/ies: City of Long Beach Homeless Services Bureau, Long Beach CoC, City of Long Beach Housing Authority, City of Long Beach Community Development department, non- profit service providers
Milestones for the Key Action: Increase the number of people going from encampments to RRH by at least 36.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2028 Metric for measuring success: Track the number of people moving from unsheltered / encampment environment 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)
Funding Sources
Funding source #1: HUD Long Beach Special NOFO City of Long Beach is utilizing Unsheltered NOFO funds for a family RRH program, operated by First to Serve. Notably, this is the only program in the Long Beach CoC dedicated to unsheltered family homelessness. RRH is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation.

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Funding source #2: HUD ESG RUSH On February 4, 2025, the City of Long Beach, Department of Community Development, entered into an Agreement with HUD to accept and expend grant funding in the amount of $1,000,000 for N/A
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68 Emergency Solutions Grant (ESG) Rapid Unsheltered Survivor Housing (RUSH) programming for a period of two (2) years, from February 4, 2025, to February 3, 2027. This funding provides critical support to state and local governments for rental assistance, relocation costs, and supportive services for individuals displaced by wildfires, as well as those experiencing homelessness prior to the disaster. The Long Beach CoC is working alongside the Department of Community Development to provide these services to the community.

LB CoC Board and City Council approved HSB to enter into agreement with Lutheran Social Services to serve as the RRH Program provider.

Lutheran Social Services has extensive experience in administering CoC and ESG-funded programs and delivering high-quality housing support services to individuals experiencing homelessness. This agreement will provide support to 20 individuals by offering comprehensive resources and case management to help them secure and maintain permanent, stable housing. The program will offer limited rental and financial assistance, housing relocation and stabilization services, case management, and a full range of supportive services tailored to participants' needs.

Funding source #3: Long Beach HHAP 3-4, 6 Long Beach HHAP Funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. RRH case managers use progressive assistance to help program participants rapidly obtain and stabilize in permanent housing in either the private rental market or affordable housing market as available. RRH programs should design service provision based on the core components of RRH:
housing identification, rent & move-in assistance, and case management & supportive services. Financial assistance provided through the RRH program includes costs associated with rental application fees; essential furnishings; rental assistance; security deposits; utility assistance; etc.

HHAP funds from rounds 3 and 4 will be utilized as TAY RRH, specifically, while HHAP round 6 will be utilized to provide services for both single adults and transition age youth.

Eligible use category: Rapid Rehousing, YSA – Rapid Rehousing Funding source #4: State Encampment Resolution Funds The Long Beach COC ERF RRH program is operated by non-profit service provider, First to Serve. First to Serve’s ERF RRH program provides housing search and placement assistance, financial assistance (security deposits, time-limited rental subsidies, etc.), case management, and supportive services for up to 12 months to support housing retention and stabilization. Long Beach CoC prioritizes ERF RRH for persons with severe service needs experiencing unsheltered N/A
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69 homelessness and/or served through encampment resolution efforts who are assessed, qualify, and are eligible for PSH. Given limited PSH resources, it is a goal of Long Beach CoC to successfully transition participants off the rental subsidy once they are self-sufficient. But for those who require ongoing support after exiting here, Long Beach CoC’s matching and prioritization guidance for RRH and PSH is intended to ensure pathways and program transfers from RRH to PSH, where providers and participants will regularly administer a housing acuity index to determine opportunities for lease-in-place once a housing voucher becomes available.

Funding source #5: LA County Measure H/A LA County Measure H/A funds will pay for subrecipient financial assistance and supportive services costs for the RRH program, which is a Housing First, low-barrier, harm reduction, crisis response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. RRH case managers use progressive assistance to help program participants rapidly obtain and stabilize in permanent housing in either the private rental market or affordable housing market as available.

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NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements:

To address unsheltered homelessness and reduce the average time individuals experience homelessness, the City of Long Beach Continuum of Care (CoC) is strategically expanding the use of RRH as a central intervention. Supported by a combination of federal, state, and local funding—including HUD’s Special Unsheltered NOFO, ESG RUSH, State Encampment Resolution Funds, Long Beach HHAP (Rounds 3–6), and County Measure H—this initiative focuses on providing immediate, low-barrier access to housing for individuals living in encampments and other unsheltered environments. RRH programming in Long Beach is designed to quickly stabilize individuals and families through housing identification, time-limited rental assistance, and tailored supportive services, following a Housing First and harm reduction model. Through this approach, people with the most acute needs, often those with systemic and institutional barriers to housing, can transition more rapidly from homelessness into housing, thereby shortening their length of time homeless and improving system outcomes. Several targeted programs are advancing this strategy. For example, the First to Serve RRH project, funded through HUD’s Special Unsheltered NOFO, is the only program in Long Beach dedicated specifically to families experiencing unsheltered homelessness. Similarly, the ESG RUSH program, operated in response to wildfire-related displacement and existing homelessness, offers critical housing assistance and wraparound support through Lutheran Social Services. These RRH programs prioritize immediate placement into housing, while creating clear and supported pathways to Permanent Supportive Housing (PSH) for those with long-term service needs. Through these coordinated efforts, Long Beach CoC is addressing gaps in the housing continuum by deploying RRH as a frontline response—particularly where PSH resources are limited. Participants are routinely assessed using a housing acuity index to evaluate their evolving needs, with the option for lease-in-place transitions as permanent vouchers become available. This responsive model not only accelerates housing placements, but also helps ensure stability and housing retention, especially for individuals with complex needs who are disproportionately represented among the unsheltered population. Importantly, Long Beach’s deployment of RRH prioritizes equity. The City of Long Beach is intentionally directing resources toward historically marginalized populations, including Black, Indigenous, and other People of Color, who are overrepresented in unsheltered homelessness. By reducing the time these individuals remain unhoused and creating sustainable housing pathways, the City of Long Beach is working to close racial disparities and improve system performance metrics, including increased permanent housing placements and reduced returns to homelessness.

REGIONAL PLAN KEY ACTION # 37
LB – 11 Key Action
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70 Key Action description: Continue to develop PSH in the City of Long Beach CoC to decrease the wait time of
people experiencing homelessness in interim beds. (Long Beach – KA 11)
CA SPM: 4 How will the Key Action improve this CA SPM?: Increasing PSH will decrease the wait time for people needing to be in interim housing.

Lead Entity: City of Long Beach CoC Collaborating entity/ies: City of Long Beach Community Development, City of Long Beach Housing Authority
Milestones for the Key Action: Increase PSH by at least 60 beds.

Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2029 Metric for measuring success: Measure and track baseline of PSH inventory based on HIC data.

Funding Sources
Funding source #1: HOME In Long Beach, the U.S. Department of Housing and Urban Development (HUD) and the HOME Investment Partnerships Program provides grants to the City of Long Beach for community development, including housing projects, youth programs, and public infrastructure.

The HOME program specifically funds the development and preservation of affordable housing. Increased investments of HOME will increase opportunities to develop and provide safe, quality, accessible, and affordable permanent housing.

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Funding source #2: Permanent Local Housing Allocation
(Building Homes and Jobs Act)
The Building Homes and Jobs Act (SB 2, 2017) funded the Permanent Local Housing Allocation (PLHA) formula
allocations provide funding to help cities and counties implement plans to increase the affordable housing stock. Long Beach, like other Cities, receives PLHA funds to address its unmet housing needs. In Long Beach, these funds are used for predevelopment, development, acquisition, rehabilitation, and preservation of affordable housing units, including those for workforce housing and Accessory Dwelling Units (ADUs). Long Beach also uses PLHA funds to match contributions to its Local Housing Trust Fund.

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Funding source #3: Housing Choice V oucher In Long Beach, the Housing Choice V oucher Program, formerly known as Section 8, helps low-income families (including those experiencing homelessness or those with disabilities), afford housing in the private market. The Long Beach Housing Authority manages the program, providing subsidies to landlords on behalf of eligible tenants. The City of Long Beach is partnering with LA County DHS to provide intensive case management services (ICMS) to households who are matched to Housing Choice V ouchers and Project Based V ouchers to support the housing navigation process & ensure housing retention.

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Funding source #4: HUD Long Beach CoC The CoC program in Long Beach involves a CES and various housing options, including transitional housing and permanent supportive housing. The Long Beach CoC adopted a funding prioritization policy, with the intent to utilize the CoC community planning process to focus CoC investments into maximizing PSH resources for the CoC. The CoC has endeavored to address the needs of homeless individuals and N/A
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71 families through a strategic process that engages a broad base of community stakeholders, those with lived experience, and experts in the field of homeless services. This process requires the concerted efforts of everyone in the Long Beach community as well as neighboring communities to plan and provide a dynamic, comprehensive, and coordinated system of services and programs that address the specialized needs of people currently and at-risk of experiencing homelessness. This effort demands that each funded partner not only operate in terms of their respective mission but also within the citywide context of ending homelessness. Therefore, each project must consider how it functions in the broader CoC system of care to deliver outcomes that contribute to exiting as many people as possible into permanent housing and supporting people experiencing homelessness to stabilize and maintain housing. The Long Beach CoC is expected to receive funding comparable to prior years and see it in the best interest of the CoC to focus on the highest community need, which is PSH.

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: To improve system performance and reduce the average length of stay in emergency shelters and interim housing, the City of Long Beach Continuum of Care (CoC) is prioritizing the expansion of Permanent Supportive Housing (PSH) and other forms of permanent affordable housing. This strategic approach is supported by an array of local, state, and federal resources, including HOME, Permanent Local Housing Allocation (PLHA), Housing Choice V ouchers (HCV), and HUD CoC program funding—aimed at increasing both the supply of housing and the capacity to support vulnerable individuals in stabilizing and exiting homelessness. By leveraging HOME and PLHA funds, the City of Long Beach is actively supporting the predevelopment, development, and preservation of affordable and supportive housing. These investments directly increase the stock of accessible, safe, and stable housing options, creating critical exit pathways for individuals and families currently residing in shelters and interim housing programs. Through this expansion, the system is better able to facilitate timely, permanent placements—particularly for those with higher service needs or those disproportionately impacted by structural inequities, including Black, Indigenous, and People of Color. Housing Choice V ouchers, managed by the Long Beach Housing Authority, provide additional opportunities to move households into permanent housing via the private rental market. The City of Long Beach has adopted a Homeless Preference in its voucher administration and coordinates closely with the CoC’s Coordinated Entry System (CES) to prioritize individuals experiencing homelessness for available rental assistance.

These vouchers are paired with Intensive Case Management Services (ICMS) to ensure sustained housing retention and long-term stability for highly vulnerable populations. Further supporting this goal, the HUD CoC Program plays a pivotal role in funding and expanding PSH resources across the region. The CoC prioritizes PSH investments through its community planning process and system modeling efforts to maximize system flow and reduce bottlenecks in emergency shelter. By doing so, the City of Long Beach ensures that individuals experiencing long-term homelessness or significant barriers to housing access are supported in transitioning directly from interim beds to stable, permanent homes. This multi-layered approach is not only increasing the supply of permanent housing but also enhancing throughput across the homeless response system. With more PSH units and affordable housing options coming online, the average time individuals spend in interim housing will decrease, system capacity will be better aligned with demand, and a greater number of people will successfully transition out of homelessness. Most importantly, these efforts are rooted in an equity-centered framework that acknowledges and actively addresses the racial and systemic disparities that contribute to prolonged episodes of homelessness. By prioritizing historically underserved populations and aligning housing resources with demonstrated need, Long Beach is advancing a more just and responsive housing system— one that ensures faster, more equitable, and more sustainable exits to permanent housing for all.

REGIONAL PLAN KEY ACTION # 38
LB – 12 Key Action
Key Action description: Reduce unsheltered homelessness among Transition Age Youth (TAY), to be accomplished
via provision of youth interim housing made available
CA SPM: 4 How will the Key Action improve this CA SPM?: Increasing youth interim housing through the navigation center will reduce the average length of time youth are experiencing homelessness.
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72 through the City of Long Beach Youth Navigation Center. (Long Beach – KA 12)
Lead Entity: City of Long Beach CoC Collaborating entity/ies: LAHSA, Homeless Youth Forum of Los Angeles, LA County CEO- HI, LA County Department of Children and Family Services.

Milestones for the Key Action: Reduce the average length of time homeless for youth by at least 4 days.

Target dates for milestones: 3/31/2027 Target date for completion: 12/31/2027 Metric for measuring success: Assess and compare baseline data on demographic composition of unsheltered count and compare to data after efforts are undertaken.

Funding Sources
Funding source #1: Long Beach HHAP 2-6 The Youth Shelter and Navigation Center, located at 1718 Hayes Ave., is the City of Long Beach’s first-ever shelter for youth experiencing homelessness. The center provides shelter, support services, onsite case management and other amenities for youth ages 18-24, including 12 beds, showers, restrooms, a kitchenette and lounge area in addition to daily storage. TAY RRH is provided by Lutheran Social Services, with funds made available with TAY set-aside from HHAP rounds 3, 4, and

6. Deploying RRH will support successful exits from the TAY Navigation Center to safe, accessible, permanent housing.

Eligible use category: YSA - Navigation Centers
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: The City of Long Beach Continuum of Care (CoC) is taking intentional steps to reduce homelessness among Transition Age Youth (TAY) by expanding youth-specific interim housing and strengthening pathways to permanent housing through RRH. These efforts are designed not only to reduce the average length of stay in emergency shelter, but also to promote quicker and more equitable exits to permanent housing, particularly for youth from marginalized communities who face systemic and institutional barriers to housing access. Central to this strategy is the newly established Youth Navigation Center at 1718 Hayes Avenue—the City’s first-ever youth-dedicated shelter. The Center offers 12 beds and is a safe, trauma-informed space where youth ages 18–24 can access onsite case management, supportive services, and basic amenities. Its close proximity to the City’s Multi-Service Center ensures effective coordination and referrals. Managed in partnership with the April Parker Foundation and the Homeless Services Bureau, this shelter serves as a critical gateway to stable housing and support. In tandem with the Navigation Center, the City of Long Beach is utilizing Homeless Housing, Assistance and Prevention (HHAP) funds from rounds 3, 4, and 6 to scale TAY-specific RRH programming. Delivered by Lutheran Social Services, this low-barrier, Housing First, harm reduction program assists youth in quickly obtaining and maintaining permanent housing. RRH services are customized, with case managers supporting housing identification, rental and move-in assistance, and robust supportive services. Financial assistance also helps cover key costs such as application fees, security deposits, and essential furnishings. This RRH pipeline plays a crucial role in helping youth transition directly from interim housing to long-term stability. By shortening the time youth experience homelessness and facilitating smoother transitions to permanent housing, the RRH model reduces system congestion and improves overall system performance. Moreover, the focus on youth disproportionately impacted by homelessness—including Black, Indigenous, LGBTQ+, and foster system-involved youth—ensures that this initiative actively addresses housing inequities.

REGIONAL PLAN KEY ACTION # 39
LB – 13 Key Action
Key Action description: Expand implementation of re-entry supports to provide upstream services to individuals and youth and help identify safe and stable housing. (Long
Beach – KA 13)
CA SPM: 5 How will the Key Action improve this CA SPM?: Expanding implementation of re-entry support will support people upon re-entry, so they do not return to the homeless system of care.

Lead Entity: City of Long Beach CoC Collaborating entity/ies: City of Long Beach Prosecutor’s Office, Superior Court of California, LA County Board of Supervisors, LA Milestones for the Key Action: Increase the number of persons support by re- entry personnel by at least 47 people.
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73 County CEO-HI, LA County Sheriff, LA County DPH, LA County DMH, LA County Probation, Long Beach Police Department, Long Beach Fire Department, Long Beach Memorial Hospital
Target dates for milestones: 1/31/2027 Target date for completion: 6/30/2028 Metric for measuring success: Compare the number of persons supported by re-entry personnel, tracking engagements, enrollments, and exits by demographic detail, before and after increase.

Funding Sources
Funding source #1: Long Beach HHAP-5 With support of HHAP-5 funds, the City of Long Beach will continue 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, 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.

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Funding source #2: HOME-ARP The City of Long Beach utilizes HOME-ARP funds to support supplies and technology needs of the Restorative Engagement to Achieve Collective Health (REACH) Teams. Operated by the Long Beach Homeless Services Bureau, REACH Teams are mobile response teams utilizing a multi-disciplinary model focused on urgent community requests and low-level, non-violent 911 calls for service related to people experiencing homelessness. Each team consists of one public health nurse, one mental health clinician, and one outreach worker.

REACH Teams are alternate, non-law enforcement response teams focused on crisis intervention and stabilization, as well as linking people to services such as interim and permanent housing, mental and physical health services, case management. The City of Long Beach Homeless Services Bureau directly administers and operates these response teams.

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74 Funding source #3: LA County General Fund 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 with resolvable outstanding misdemeanor criminal warrants, provided that the individuals make progress towards attaining housing solutions.

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NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The City of Long Beach is expanding its continuum of care to reduce the number of justice-involved individuals exiting to, or returning to, homelessness. Recognizing the high incidence of housing instability among individuals reentering the community from incarceration—and the disproportionate impact this has on Black, Indigenous, and People of Color (BIPOC)—the Long Beach CoC is investing in comprehensive re-entry supports designed to identify, stabilize, and sustain permanent housing for these individuals. With HHAP-5 funding, the City of Long Beach has implemented a re-entry coordination system in partnership with law enforcement, the judicial system, public health agencies, and community-based organizations. This includes dedicated Reentry Personnel within the City’s Homeless Services Bureau who collaborate closely with the Long Beach Police Department, LA County Sheriff, Probation, and the Departments of Mental and Public Health. These personnel provide behavioral health assessments, case management, and direct housing referrals to individuals exiting incarceration, focusing on those at highest risk of homelessness. To reduce fragmentation and service duplication, the re-entry team coordinates care across multiple systems to offer wraparound services. This collaborative approach ensures individuals receive not only housing assistance but also access to mental health services, substance use treatment, employment support, and benefits navigation.

Importantly, this strategy prioritizes upstream intervention, reducing the likelihood of homelessness at the point of re-entry and significantly lowering rates of recidivism and returns to homelessness following housing placement. Additionally, HOME-ARP funds support the REACH Teams, mobile multi-disciplinary crisis response units that provide community-based engagement for individuals with complex behavioral health needs, many of whom have intersecting experiences with the justice and homeless systems. These teams offer non-law enforcement, trauma-informed responses to low-level calls, further stabilizing individuals in the community and diverting them from unnecessary criminalization and institutionalization. The Long Beach Homeless Court, funded by LA County, serves as another key strategy in this re-entry ecosystem. Through a partnership with the City Prosecutor’s Office, Superior Court, and community partners, the program enables people experiencing homelessness to resolve legal barriers, such as outstanding warrants and fines.

Participants are connected with supportive services—including housing navigation and record expungement—and can have charges dismissed upon demonstrating progress toward housing stability. Through the strategic deployment of these cross-sector interventions and targeted funding sources, the Long Beach CoC is building an equitable, integrated system that not only reduces returns to homelessness for justice-involved individuals, but also improves overall system performance, disrupts cycles of institutionalization, and promotes long-term housing retention for those most impacted by structural inequities.

LAHSA

REGIONAL PLAN KEY ACTION # 40
LAHSA-1 Key Action
Key Action description: Support the implementation and
continuous quality improvement of the CES infrastructure.

This includes coordination by population and region-specific areas and matching clients to housing resources. (LAHSA – KA 1)

CA SPM: 1a How will the Key Action improve this CA SPM?: Strengthening CES improves system flow and coordination, allowing more people to access services and housing, thereby increasing the number of individuals counted in SPM 1a.

Lead Entity: LAHSA Collaborating entity/ies: LA County CEO-HI (Funder/Strategic Partner), LA County DHS, LA County DMH
Milestones for the Key Action: Identify at least five (5) improvements to CES that impacted outcomes

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75 Target dates for milestones: 06/30/2026 Target date for completion: 9/30/2027 Metric for measuring success: Review 2023 and 2024 System Key Performance Indicators to determine if additional support for implementation and continuous quality improvement has resulted in improvements in CES that impacted outcomes.

Funding Sources
Funding source #1: LA County Measure H/A LA County Measure H/A funds CES operations, staffing, regional coordination, and housing navigation, all critical to implementing and improving CES infrastructure.

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NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Enhancing CES ensures more equitable access and prioritization, helping reduce disparities in how different racial and gender groups are matched to housing resources.

REGIONAL PLAN KEY ACTION # 41
LAHSA – 2 Key Action
Key Action description: 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. (LAHSA – KA 2)

CA SPM: 1a How will the Key Action improve this CA SPM?:

Placing CES staff on campuses increases outreach and service connections for at-risk youth, boosting the number of individuals accessing homelessness services.

Lead Entity: LAHSA Collaborating entity/ies: LA County CEO-HI (Funder/Strategic Partner), Community Colleges, Local Service Providers

Milestones for the Key Action: At least 100 youth served on community college campuses and at least 50 will be prevented from becoming homeless or will have had their homelessness resolved
Target dates for milestones: 6/30/27

Target date for completion: 9/30/2027 Metric for measuring success: 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 having homelessness resolved.

Funding Sources
Funding source #1: LA County Measure H/A LA County Measure H/A funds youth CES coordination and staffing, enabling partnerships with colleges and resource access for students facing housing instability
N/A
Funding source #2: LAHSA HHAP- 5 LAHSA HHAP funding will support the co-located youth CES staff on community college campuses by funding problem solving assistance, which will help ensure students at risk of homelessness are quickly assisted in meeting their housing support needs while being connected to CES and mainstream resources, reducing barriers to housing stability and supporting their academic success.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Co-locating CES staff at colleges helps reach BIPOC and LGBTQ+ youth disproportionately impacted by homelessness, improving equitable access to services and housing. 117 of 464

76 REGIONAL PLAN KEY ACTION # 42
LAHSA – 3 Key Action
Key Action description: Continue to provide training for and access to problem-solving throughout the region, including to youth on college campuses. (LAHSA – KA 3)
CA SPMs: 1b, 2 and 3 How will the Key Action improve this CA SPM?:

Expanding problem solving increases early intervention and connection to services, helping more people access homelessness support.

Lead Entity: LAHSA Collaborating entity/ies: LA County DMH and DSS, City of Glendale CoC, City of Long Beach CoC, City of LA, City of Pasadena CoC Milestones for the Key Action: Increase by at least 500 the number of staff at partner organizations who participate in problem-solving trainings. At least 120 organizations are using problem solving across the region.

Target dates for milestones: 06/30/26

Target date for completion: 9/30/2027 Metric for measuring success: Tracking participation in a training series for problem-solving partners through internal tracking systems, including those serving youth.

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

Tracking the number of entities within the justice system and faith-based community engaged in partnership for problem-solving through internal tracking systems, including those serving youth.

Funding Sources
Funding source #1: City of LA HHAP 3 and 5 City of LA HHAP 3 and 5 funds problem solving staff and coordination efforts, including Rapid Resolution Specialists at City Family Source Centers.

N/A

Funding source #2: LA County Measure H/A

LA County Measure H/A supports problem solving strategies, diversion programs, and housing navigation, enabling earlier and more equitable intervention for people at risk.

N/A
Funding source #3: ESG

ESG provides flexible resources for homelessness prevention, including problem solving efforts that stabilize youth and adults before they enter the crisis system.

N/A
Funding Source #4: LAHSA HHAP-6 LAHSA HHAP-6 supports problem solving strategies and diversion programs for adults, families and youth, enabling earlier and more equitable intervention for people at risk.

Eligible Use Category: Prevention and Diversion, YSA – Prevention and Diversion

Funding source #5: City of Long Beach HHAP 2-6

Long Beach TAY HHAP set asides from rounds 2-6 will provide support for TAY college students who are homeless, at-risk of homelessness, precariously housed and/or otherwise experiencing housing instability. Problem-Solving is offered as a first and ongoing intervention, however, youth seeking services may need to be offered Eligible Use Category: YSA - Navigation Centers, Rapid Rehousing, YSA – Rapid Rehousing

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77 immediate shelter to address and resolve urgent and emergent housing crises while alternative housing options are explored. Additionally, through Long Beach TAY HHAP set-asides, youth may also be referred to TAY RRH programs in the event youth being served through problem solving are unable to safely or successfully reunify with family or friends, and/or for those who may only be able to identify short-term or temporary placements through supportive friends and family and require financial assistance and/or supportive services in order to identify and locate safe and stable housing.

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Problem solving tailored for youth and underserved areas helps address racial and gender disparities by offering quicker, low-barrier solutions for those disproportionately impacted by homelessness.

REGIONAL PLAN KEY ACTION # 43
LAHSA –4 Key Action
Key Action description: Maintain interim housing rate
adjustments (including addition of inflation index) to account for rising costs (salaries and insurance) of operations and to ensure sufficient staffing for case management services. (LAHSA – KA 4)
CA SPM: 1b How will the Key Action improve this CA SPM?: Raising interim housing rates helps stabilize operations and staffing levels, preserving and expanding bed availability so more people experience.

Lead Entity: LAHSA Collaborating entity/ies: City of LA, LA County CEO-HI

Milestones for the Key Action: Maintain average occupancy of at least 90% across all interim housing sites

Target dates for milestones: 6/30/26 Target date for completion:
9/30/2027
Metric for measuring success: Use HMIS data to measure increased average occupancy across sites funded with HHAP and increased percentage of participants who are document ready.

Funding Sources
Funding source #1: LAHSA HHAP 3-6 LAHSA HHAP funding supports rate increases for interim housing providers, ensuring continuity and quality of services.

Eligible Use Category: Interim Housing: Operating Expenses Funding source #2: State Encampment Resolution Funds ERF helps fund interim housing options connected to encampment resolution, covering elevated operational costs
N/A
Funding source #3: LA County Measure H/A LA County Measure H/A funding supports rate increases for interim housing providers, ensuring continuity and quality of services.

N/A
Funding source #4: ESG

ESG funds shelter operations and offset rising costs in emergency and interim housing programs
N/A
Funding source #5: LA County General Funds LA County General Funds provide flexible support for provider contracts to ensure sufficient staffing for interim housing.

N/A
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78 Funding source #6: City of LA General Fund City of LA General Funds contribute to city-operated and contracted interim housing programs by covering cost increases related to staffing and insurance.

N/A
Funding source #7: LA City Roadmap

LA City Roadmap funds contribute to city-operated and contracted interim housing programs.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Managing fully staffed, quality interim housing ensures that disproportionately impacted groups can access safe, stable, and supportive environments while transitioning to permanent housing.

REGIONAL PLAN KEY ACTION # 44
LAHSA – 5 Key Action

Key Action description: Efficiently connect people
experiencing homelessness to appropriate housing
interventions at Access Centers (LAHSA – KA 5)
CA SPM: 1b How will the Key Action improve this CA SPM?: Assessments and connecting people to documents is preparing them to move into permanent housing when resources are available

Lead Entity: LAHSA Collaborating entity/ies: LA County DHS, Homeless Service Providers, Local Jurisdictions

Milestones for the Key Action: At least 25% of individuals visiting access center assessed. At least 25% of individuals visiting access centers receive support with getting identification.

Target dates for milestones: 1/31/2027

Target date for completion: 9/30/2027 Metric for measuring success: Track individuals at access centers getting assessed and getting support with IDs

Funding Sources
Funding source #1: LAHSA HHAP 5-6 LAHSA HHAP resources fund problem solving and supportive services that transition people off the streets into safer environments Eligible Use Category: Services and Services Coordination for Unsheltered Homelessness, YSA – Services and Services Coordination for Unsheltered Homelessness
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: By prioritizing services for populations overrepresented among the unsheltered, this action helps reduce disparities in who remains unsheltered.

REGIONAL PLAN KEY ACTION # 45
LAHSA – 6 Key Action
Key Action description: Support short-term housing and/or emergency beds for all populations with supportive services such as problem solving, resource referrals, and case
CA SPM: 1b How will the Key Action improve this CA SPM?:
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79 management. Programs serve special populations which may include TAY , women, older adults, individuals experiencing domestic/intimate partner violence, and others. (LAHSA – KA 6)
Expanding access to emergency and short-term housing reduces the number of individuals remaining unsheltered by offering immediate, service-connected shelter options for high-need populations.

Lead Entity: LAHSA Collaborating entity/ies: LA County DHS, Homeless Service Providers, Local Jurisdictions

Milestones for the Key Action: Maintain at least 1,500 family interim housing beds and at least 6,500 adult housing beds across the CoC.

Target dates for milestones: 1/31/2027

Target date for completion: 9/30/2027 Metric for measuring success: 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.

Funding Sources
Funding source #1: LAHSA HHAP 5-6 LAHSA HHAP resources fund problem solving and supportive services that transition people off the streets into safer environments Eligible Use Category: Prevention and Diversion, YSA – Prevention and Diversion
Funding source #2: LA County HHAP 2 LA County HHAP will be used to sustain interim housing capacity, enhance service delivery, and fill critical gaps in youth—specific resources, contributing to a system-wide reduction in unsheltered homelessness among TAY
N/A
Funding source #3: LA County Measure H/A LA County Measure H/A funds will be used to sustain interim housing capacity, enhance service delivery, and fill critical gaps in youth— specific resources, contributing to a system-wide reduction in unsheltered homelessness among TAY
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: By prioritizing services for populations overrepresented among the unsheltered, this action helps reduce disparities in who remains unsheltered.

REGIONAL PLAN KEY ACTION # 46
LAHSA – 7 Key Action
Key Action description: Support interim housing for TAY with enriched integrated supportive services including case management. (LAHSA – KA 7)

CA SPM: 1b How will the Key Action improve this CA SPM?:

Supporting interim housing for TAY reduces the number of unsheltered TAY by providing interim housing with supportive services. Stabilizing youth through case management and resource referrals helps transition them into permanent housing.

Lead Entity: LAHSA Collaborating entity/ies: LA County and City of LA

Milestones for the Key Action: Maintain at least 1,000 beds that are available for youth interim housing.

Target dates for milestones: 6/30/27

Target date for completion: 6/30/2028 Metric for measuring success: Utilize HMIS to track the number of beds available in youth interim housing.

Funding Sources
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80 Funding source #1: City of LA General Funds City of LA General Funds will help sustain interim housing operations and cover essential supportive services tailored for TAY , ensuring local flexibility in addressing immediate needs.

N/A
Funding source #2: LA County Measure H/A LA County Measure H/A funds will support comprehensive case management, service coordination, and housing navigation to help TAY stabilize and move toward permanent housing.

N/A
Funding source #3: LA County HHAP 2-6 LA County HHAP funds will be used to sustain interim housing capacity, enhance service delivery, and fill critical gaps in youth services—specific resources, contributing to a system-wide reduction in unsheltered homelessness among TAY .

Eligible Use Category: YSA - Interim Housing Services and Service Coordination
Funding source #4: LA County Measure H/A LA County Measure H/A flexible funds will be used to sustain interim housing capacity, enhance service delivery, and fill critical gaps in youth services—specific resources, contributing to a system-wide reduction in unsheltered homelessness among TAY .

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The key action will enhance equitable service delivery by prioritizing culturally responsive, trauma-informed care tailored to the needs of TAY . By centering equity in program design and staffing, the action aims to reduce disparities in access & engagement, and housing outcomes across racial and gender lines.

REGIONAL PLAN KEY ACTION # 47
LAHSA – 8 Key Action
Key Action description: Continue training on new Los
Angeles Homeless Assessment Tool (LAHAT) and make a
Spanish version of the new tool available throughout the county. (LAHSA – KA 8)
CA SPM: 1a and 1b

How will the Key Action improve this CA SPM?: Training on the CESTTRR tool, including a Spanish version, will improve assessment accuracy and help more people experiencing homelessness access services, which ensures equitable referrals and quicker connections to shelter and housing. As a result, the key action supports increases in service access and reduces unsheltered homelessness.

Lead Entity: LAHSA Collaborating entity/ies: City of Glendale CoC, City of Pasadena CoC, Service Providers
Milestones for the Key Action: A Spanish version of the new assessment tool will be available and in use. Provide at least five (5) of LA HAT trainings per month

Target dates for milestones: 06/30/2026 Target date for completion: 12/31/2026

Metric for measuring success: Measure the number of clients assessed including demographics.

Track the number of staff trained in the new assessment tool.

Track the creation of a Spanish language tool.

Funding Sources
Funding source #1: Hilton Foundation Hilton Foundation funds the development, translation, and countywide implementation of the CESTTRR tool, including training for providers.

N/A
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81 NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The key action supports racial and gender equity by making the CESTTRR tool available in Spanish and training providers in equitable, trauma-informed practices.

REGIONAL PLAN KEY ACTION # 48
LAHSA – 9 Key Action
Key Action description: Continue to apply for new housing opportunities (such as CoC Supplemental to Address
Unsheltered and Rural Homelessness (Special NOFO)) to
expand the quantity of housing subsidies. (LAHSA – KA 9)

CA SPM: 3 How will the Key Action improve this CA SPM?: The key action will increase the number of available housing subsidies by securing new funding opportunities, allowing more people experiencing homelessness to be placed into permanent housing.

Lead Entity: LAHSA Collaborating entity/ies: Community providers Milestones for the Key Action: Add at least one (1) additional funding source identified for housing subsidies
Target dates for milestones: 9/30/27

Target date for completion: 9/30/2027 Metric for measuring success: Identify funding sources that LAHSA or other jurisdictions are eligible for, applying, and being awarded additional resources to increase the availability of housing subsidies.

Maintain an updated regional funding plan to keep track of all resources, subsidies, etc.

Funding Sources
Funding source #1: LAHSA HHAP 2-5 LAHSA HHAP funds support system coordination, housing navigation, and flexible subsidies that can be used to match new housing opportunities and support long-term stability.

N/A
Funding source #2: LA County General Funds LA County General Funds offer flexible support to fill gaps in housing subsidy programs and can be leveraged for administrative capacity or matching requirements tied to competitive funding
N/A
Funding source #3: LAHSA HUD Special NOFO LAHSA HUD Special NOFO directly expands the number of housing subsidies available, especially for unsheltered and rural populations, through competitive CoC- based programs
N/A
Funding source #4: LAHSA NOFO Annual LAHSA CoC NOFO funding helps sustain and grow permanent housing programs, offering essential base funding for ongoing housing subsidies and operations.

N/A
Funding source #5: State Encampment Resolution Funds State Encampment Resolution Funds support housing-focused strategies to resolve encampments, including flexible subsidies and service connections that transition people into permanent housing.

N/A
Funding source #6: LA County Measure H/A LAHSA’s LA County Measure H/A funds provide ongoing funding for supportive services, housing navigation, and rental subsidies that align with an enhance new housing opportunities
N/A
Funding source #7: Emergency Shelter Grant (ESG) ESG supports RRH and housing stabilization services, helping to implement and sustain new housing placements made through expanded subsidies.

N/A
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82 Funding source #8: LA County DPSS County DPSS provides temporary subsidies and case management that complement broader housing initiatives.

N/A
Funding source #9: LA County HSP County HSP funding helps prevent homelessness and supports short- term housing interventions, easing transitions into permanent housing when paired with new subsidies.

N/A
Funding source #10: City of LA General Funds City General Funds offer flexible support for local match requirements, service enhancements, or gap funding to ensure the success of new housing subsidy opportunities.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The key action expands housing subsidies that can be targeted to overrepresented groups, such as Black, Indigenous, and LGBTQ+ individuals. This helps reduce disparities in housing placements and supports racial and gender equity.

REGIONAL PLAN KEY ACTION # 49
LAHSA – 10 Key Action
Key Action description: Maintain RRH support for all
existing housed households in the RRH program. (LAHSA – KA 10)

CA SPM: 3 How will the Key Action improve this CA SPM?: Expanding the RRH program increases the number of available housing placements, enabling more people to exit homelessness into permanent housing, directly improving CA SPM 3.

Lead Entity: LAHSA Collaborating entity/ies: LA County, City of LA, City of LA Housing Department, Property Owners, Homeless Service Providers

Milestones for the Key Action: At least 5,000 enrollees will receive time- limited subsidies.

Target dates for milestones: 06/30/27 Target date for completion: 9/30/2027 Metric for measuring success: 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.

Funding Sources
Funding source #1: LAHSA HHAP 2-6 LAHSA HHAP funds RRH expansion through subsidies and supportive services while supporting coordinated entry.

Eligible Use Category: Rapid Rehousing
Funding source #2: State Encampment Resolution Funds ERF Funds support RRH placements for individuals exiting encampments, improving long-term housing stability.

N/A
Funding source #3: City of LA General Fund City of LA General Funds will help scale RRH locally by obtaining additional time-limited subsidy slots
N/A
Funding source #4: City of LA HHAP 4-6 City of LA HHAP funds will help scale RRH locally by obtaining additional time-limited subsidy slots
N/A
Funding source #5: LA County Measure H/A LAHSA’s LA County Measure H/A funds critical RRH components such as rental subsidies, case management, and lord engagement.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: Expanding RRH increases equitable access to permanent housing for populations disproportionately affected by homelessness, including Black, Indigenous, and LGBTQ+ individuals. This helps reduce racial and gender disparities in housing outcomes. 124 of 464

83 REGIONAL PLAN KEY ACTION # 50
LAHSA – 11 Key Action
Key Action description: Support the Shallow Subsidy
financial assistance program. (LAHSA – KA 11)

CA SPM: 3 How will the Key Action improve this CA SPM?:

The shallow subsidy program helps individuals maintain permanent housing after exiting homelessness by making rent more affordable over time. This increases housing retention and supports long-term success, contributing to improvements in SPM 3.

Lead Entity: LAHSA Collaborating entity/ies: LA County Milestones for the Key Action: At least 900 shallow subsidies will be utilized in the region.

Target dates for milestones: 1/31/27

Target date for completion: 9/30/2027 Metric for measuring success: Measure the amount of shallow subsidies that are allotted and used in the region.

Funding Sources
Funding source #1: LA County Measure H/A LA County Measure H/A provides supportive services and case management that complement shallow subsidies to promote retention.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: The Shallow Subsidy program supports racial and gender equity by helping individuals from overrepresented groups retain permanent housing through modest, sustained assistance, addressing disparities in housing loss and stability.

REGIONAL PLAN KEY ACTION # 51
LAHSA – 12 Key Action
Key Action description: Maintain unit acquisition strategies, including Master Leasing (LAHSA – KA 12)

CA SPM: 3 How will the Key Action improve this CA SPM?: Master leasing offers immediate access to housing by removing the typical barriers that make housing accessibility more difficult for those exiting homelessness, which gives the system direct control over units, allowing placement regardless of housing, employment, income, or criminal history. This strategy enables RRH for people in encampments or shelters. Over the past 18 months, LAHSA has acquired over 770 units of housing, which has led to a reduction in homelessness across the county. Ongoing funding for master leasing will enable LAHSA to acquire more units, thereby creating throughput at all levels of the system and more people exiting into permanent, stable housing.
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84 Lead Entity: LAHSA Collaborating entity/ies: Homeless Service Providers, Affordable Housing Owners and/or Property Managers of Multi-family Buildings, Landlords, Affordable Housing Developers, City of Glendale CoC, City of Long Beach CoC, City of LA, City of Pasadena CoC
Milestones for the Key Action: At least 753 units of permanent housing are acquired and leased up.

Target dates for milestones: 1/31/27 Target date for completion: 9/30/2027 Metric for measuring success: 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
Funding Sources
Funding source #1: HHIP HHIP funding supports partnerships between health systems and housing providers, which can be used for unit acquisition, master leasing, and services that improve housing access for medically vulnerable individuals.

N/A
Funding source #2: LA County Measure H/A LA County Measure H/A funds landlord engagement, master leasing, and housing navigation efforts to identify and secure units, especially for high-acuity populations across LA.

N/A
Funding source #3: LA County HHAP 2-6 LA County HHAP funds provide countywide support for RRH prioritization strategies and services for TAY in interim housing, including culturally responsive and trauma informed care. eligible use category: YSA - IH Services and Service Coordination Funding source #4: LAHSA Special NOFO LAHSA Special NOFO targets housing for unsheltered and rural populations and can be used to fund innovative acquisition strategies and permanent housing projects with a focus on equity
N/A
Funding source #5: City of LA Roadmap City of LA Roadmap funds locally tailored RRH services and housing supports by increasing time-limited subsidy slots
N/A
Funding source #6: City of LA HHAP 5-6 City of LA HHAP funds locally tailored RRH services and housing supports for youth by increasing time-limited subsidy slots eligible use category: YSA - RRH
Funding source #7: State Encampment Resolution Funds State ERF funds master leasing efforts to identify and secure units, especially for high-acuity populations across LA
N/A
Funding source #8: LAHSA HHAP 6 LAHSA HHAP-6 offers flexible funding for unit acquisition activities, including leasing costs, move-in assistance, and incentives to bring more units into the homeless response system.

Eligible Use Categories: Rapid Rehousing and IH – Operating Expenses

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: The key action increases unit availability in areas accessible to populations disproportionately impacted by homelessness, such as Black, Latinx, and LGBTQ+ individuals. Master leasing and targeted acquisition help reduce placement barriers and ensure more equitable access to permanent housing.

REGIONAL PLAN KEY ACTION # 52
LAHSA – 13 Key Action
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85 Key Action description: Increase supportive services for youth in interim housing, including transitional housing programs (THP) for TAY , to promote more housing
placements in RRH) and fewer exits to homelessness.
(LAHSA – KA 13)

CA SPM: 3 How will the Key Action improve this CA SPM?: The key action will create a direct pathway from interim housing to permanent housing for TAY through prioritized access to RRH, which increases the number of youth exiting homelessness into stable, long-term housing.

Lead Entity: LAHSA Collaborating entity/ies: LA County, City of LA Milestones for the Key Action: At least 20% of TAY will exit from interim housing to permanent housing.

Target dates for milestones: 1/31/27

Target date for completion: 6/30/2028 Metric for measuring success: 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.

Funding Sources
Funding source #1: LAHSA HHAP 2-6 LAHSA HHAP funds provide flexible funding for TAY focused RRH subsidies, case management, and system coordination to prioritize youth exiting interim housing.

Eligible Use Categories: YSA - Rapid Rehousing and YSA - Interim Housing- Operating Expenses
Funding source #2: LA County General Fund LA County General Funds support operational costs and fill funding gaps in RRH placements as part of the system flow for young people in transitional settings.

N/A
Funding source #3: City of LA General Fund City of LA General funds help fund locally tailored RRH services and housing supports for TAY in interim housing settings.

N/A
Funding source #4: City of LA Roadmap City of LA Roadmap funds align with the City’s youth homelessness strategy, supporting RRH placements as part of the system flow for young people in transitional settings.

N/A
Funding source #5: City of LA HHAP 5 City HHAP funding targets youth homelessness through flexible funding for RRH expansion, including subsidies and services for TAY exiting transitional housing.

N/A
Funding source #6: State Encampment Resolution Funds ERF funds can be used for housing placements, including RRH, for youth exiting encampments or unsheltered environments and entering interim housing.

N/A
Funding source #7: LA County Measure H/A LA County Measure H/A funds provide ongoing funding for housing navigation, supportive services, and RRH subsidies tailored to vulnerable youth populations.

N/A
Funding source #8: Emergency Shelter Grant (ESG) ESG funding supports RRH related costs like rental assistance, move-in support, and case management for youth moving out of shelters or transitional housing.

N/A
Funding source #9: LA County DPSS LA County DPSS funding offers financial and housing support for youth headed families transitioning from interim housing to RRH N/A
Funding source #10: LA County Justice, Care, and
Opportunities Department (JCOD)
LA JCOD funding supports justice-involved youth with housing services to stabilize transitions out of detention or group housing N/A
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86 Funding source #11: LAHSA NOFO LAHSA NOFO funds TAY dedicated RRH projects as part of the annual HUD competition, increasing youth access to permanent housing from interim housing
N/A
Funding source #12: LA County HHAP 2-5 LA County HHAP funds provide countywide support for RRH prioritization strategies and services for TAY in interim housing, including culturally responsive and trauma informed care.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: Key action advances equity by prioritizing TAY from overrepresented groups for RRH. This helps reduce disparities in access to permanent housing.

REGIONAL PLAN KEY ACTION # 53
LAHSA – 14 Key Action
Key Action description: Implement document collection in interim housing, including transitional housing programs (THP) for TAY , to promote quicker housing placements.
(LAHSA – KA 14)

CA SPM: 4 How will the Key Action improve this CA SPM?: The key action shortens homelessness duration by collecting documents early in interim housing, speeding up transitions into permanent housing. This reduces delays and lowers the average time people experience homelessness.

Lead Entity: LAHSA Collaborating entity/ies: LA County, City of Glendale Continuum of Care (CoC), City of Long Beach CoC, City of LA, City of Pasadena CoC
Milestones for the Key Action: At least 80% of youth in interim housing will have their identification and Social Security Card uploaded into HMIS within 90 days of entering Interim Housing.

Target dates for milestones: 1/31/27

Target date for completion: 9/30/2027 Metric for measuring success: 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.

Funding Sources
Funding source #1: LAHSA HHAP 3-5 LAHSA HHAP funds support staffing and technology upgrades to streamline document collection and management within interim housing programs for TAY .

N/A
Funding source #2: LA County General Fund LA County General Funds support administrative and operational costs associated with implementing efficient document collection processes.

N/A
Funding source #3: City of LA General Fund City of LA General Funds prepare clients for permanent housing by ensuring document readiness
N/A
Funding source #4: City of LA Roadmap City of LA Roadmap funding prepares clients for permanent housing by ensuring document readiness
N/A
Funding source #5: City of LA HHAP 2-6 City of LA HHAP funding prepares clients for permanent housing by ensuring document readiness
Eligible use category: IH Services and Services Coordination Funding source #6: State Encampment Resolution Funds ERF funding supports efforts to expedite housing placements by addressing documentation barriers for youth transitioning from encampments to interim housing.

N/A
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87 Funding source #7: LA County Measure H/A LA County Measure H/A funds provide administrative and operational costs associated with implementing efficient document collection processes.

N/A
Funding source #8: Emergency Shelter Grant (ESG) ESG funds can be used to enhance intake and assessment processes, including document collection, in shelter and interim housing settings.

N/A
Funding source #9: LA County HHAP 2-6 LA County HHAP is funding to improve system efficiencies around documentation to accelerate housing placements for TAY across the county.

Eligible Use Category: YSA - IH Services and Service Coordination NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The key action reduces barriers in service delivery that disproportionately impact marginalized youth, ensuring faster and fairer access to housing for those most affected by homelessness.

REGIONAL PLAN KEY ACTION # 54
LAHSA – 15 Key Action
Key Action description: Implement transfers from RRH to PSH and to Shallow Subsidy programs to support housing
retention. (LAHSA – KA 15)

CA SPM: 5 How will the Key Action improve this CA SPM?: By implementing transfers from RRH to PSH and promoting transitions to Shallow Subsidy programs, the system provides continued support and housing affordability, which prevents premature exits from assistance, reduces risk of eviction, and addresses barriers that cause people to return to homelessness.

Lead Entity: LAHSA Collaborating entity/ies: LA County, LA County DHS, City of LA, Community Providers,
Milestones for the Key Action: At least 500 individuals will successfully transfer from RRH to PSH or Shallow Subsidy

Target dates for milestones: 1/31/27

Target date for completion: 9/30/2027 Metric for measuring success: Measure data to determine if individuals transferred from RRH to PSH is decreasing returns to homelessness.

Measure data to determine if transfers to Shallow Subsidy programs are decreasing exits to homelessness
Funding Sources
Funding source #1: LAHSA CoC NOFO CoC NOFO funding supports both RRH and PSH projects. This allows the system to maintain and expand the availability of units and rental assistance needed to facilitate client transfers from RRH to PSH, ensuring longer-term housing stability.

N/A
Funding source #2: LAHSA HUD Special NOFO HUD Special NOFO funding supports both RRH and PSH projects.

This allows the system to maintain and expand the availability of units and rental assistance needed to facilitate client transfers from RRH to PSH, ensuring longer-term housing stability.

N/A
Funding source #3: LA County Measure H/A LA County Measure H/A funding supports both RRH and PSH projects.

This allows the system to maintain and expand the availability of units and rental assistance needed to facilitate client transfers from RRH to PSH, ensuring longer-term housing stability.

N/A
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88 Funding source #4: LAHSA HHAP-6 LAHSA HHAP 6 funding supports RRH projects allowing the system to maintain the availability of units and rental assistance needed to facilitate client transfers from RRH to PSH, ensuring longer-term housing stability.

Eligible Use Category: Rapid Rehousing

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: By creating structured pathways for clients to move from RRH to more suitable long-term housing programs like PSH and Shallow Subsidies, this key action promotes more equitable service delivery and housing retention outcomes—addressing disparities rooted in differences in client needs, access to resources, and system navigation.

REGIONAL PLAN KEY ACTION # 55
LAHSA – 16 Key Action
Key Action description: Support encampment resolution to move people from street to interim and permanent housing. (LAHSA – KA 16)

CA SPM: 6 How will the Key Action improve this CA SPM?: Encampment resolution strategies offer concentrated outreach resources (staff, services, and housing options) in high-need areas. This targeted approach increases the likelihood of successful engagements and placements since outreach teams are better equipped and more focused.

Lead Entity: LAHSA Collaborating entity/ies: LA County and City of LA Milestones for the Key Action: At least 500 individuals experiencing unsheltered homelessness will come inside from encampments

Target dates for milestones: 1/31/27

Target date for completion: 9/30/2027 Metric for measuring success: Track HMIS data from street outreach to monitor the impact of encampment resolution efforts on participation in interim and permanent housing.

Funding Sources
Funding source #1: City of LA General Fund City General funds support the City’s Inside Safe encampment resolution program as well as LAHSA’s street outreach teams that provide outreach and coordination during resolution activities.

N/A
Funding source #2: State Encampment Resolution Funds ERF funds will directly support the implementation of the encampment resolution strategy by providing the necessary resources, staffing, and housing access needed to move individuals from unsheltered homelessness into safe, stable placements.

N/A
Funding source #3: LA County Measure H/A LA County Measure H/A will directly support the implementation of the encampment resolution strategy by providing the necessary resources, staffing, and housing access needed to move individuals from unsheltered homelessness into safe, stable placements.

N/A
Funding source #4: LAHSA HUD Special NOFO Special NOFO funds will directly support the supportive services and rental assistance programs needed to move people out of interim housing and into permanent housing allowing for shelter resources to be available for additional encampment efforts
N/A
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89 Funding source #5: City of LA HHAP 5-6 City of LA HHAP will maintain existing encampment resolution efforts to facilitate connections to interim and permanent housing Eligible Use Category: Services and Services Coordination for Unsheltered Homelessness, IH Services and Services Coordination
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Encampment resolutions often allocate dedicated housing and services to those in greatest need. This action can prioritize placements for people of color, older adults, LGBTQ+ individuals, and others disproportionately impacted by homelessness, use equity-focused assessment tools and racial equity dashboards to monitor impact, and address systemic biases in placement decisions.

LA County
REGIONAL PLAN KEY ACTION # 56
LA County – 1 Key Action
Key Action description: Deploy outreach teams across the region who engage and connect unsheltered people
experiencing homelessness to needed resources and services with the ultimate goal of connecting them with permanent housing, including but not limited to Multi- Disciplinary Teams (MDTs), Homeless Outreach Services Teams (HOST)
and Homeless Engagement Teams (HET). (LA County – KA 1)

CA SPM: 1a and 1b How will the Key Action improve this CA SPM?: Supporting outreach teams can increase access to homelessness services by engaging and connecting unsheltered individuals to housing and resources, which can also reduce unsheltered homelessness.

Lead Entity: LA County Collaborating entity/ies: LA County Department of Health Services, LAHSA, Homeless Service Providers, LA County CEO-HI, City of LA, City of Glendale CoC, City of Long Beach CoC, City of Pasadena CoC

Milestones for the Key Action: Refer and connect at least 8,000 individuals to services and place at least 1,500 individuals into interim housing, Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of individuals who obtained referrals and number of individuals placed in interim housing Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that will be strategically braided with other local and state, resources to maximize impact, enhance service integration, and strengthen implementation of the MDT outreach to effectively support unsheltered people experiencing homelessness.

N/A
Funding source #2: Housing and Disability Advocacy
Program (HDAP)
HDAP will be utilized to support MDT outreach for people experiencing or at risk of homelessness who are likely eligible for disability benefits by providing advocacy for disability benefits as well as housing supports.

N/A

Funding Source #3: LA County General Fund LA County’s General Fund dollars support MDTs by providing flexible resources to engage unsheltered individuals, connect them to critical services, and facilitate pathways to housing.

N/A

Funding Source #4: Medi-Cal MCPs: CalAIM Community
Supports and Enhanced Care Management

Medi-Cal MCPs contract with the LA County DHS to fund a portion of the costs associated with multi-disciplinary outreach teams, as authorized for Enhanced Care Management (ECM) and Community Supports (pursuant to CalAIM).

N/A

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90 Funding source #5: City of LA GCP-additional homeless services
City of LA GCP Funds will support outreach sources that help engage unsheltered individuals and reduce barriers to housing connections.

N/A
Funding source #6: City of LA HHAP 4-6 City of LA HHAP funds will support outreach coordination, staffing, and housing navigation services, strengthen engagement efforts and improve connections to permanent housing for unsheltered individuals.

Eligible Use Category: Services and Services Coordination for Unsheltered Homelessness
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Ensures historically marginalized and underserved populations, which are overrepresented in the unsheltered homeless population, are engaged and supported through tailored engagement strategies.

This approach fosters more inclusive, person-centered care and improved equitable service delivery and housing outcomes.

REGIONAL PLAN KEY ACTION # 57
LA County – 2 Key Action
Key Action description: Continue Implementing Pathway
Home, an expansion of <A 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. (LA County – KA 2)

CA SPM: 1a and 1b How will the Key Action improve this CA SPM?: Continuing to implement Pathway Home operations can result in an increase in the number of people accessing homelessness services, by targeting various communities across the county and can reduce unsheltered homelessness by bringing people indoors.

Lead Entity: LA County Collaborating entity/ies: LA County DHS, other LA County Departments, LAHSA, Homeless Service Providers, Local Jurisdictions and Unincorporated Communities, Affordable Housing Developers

Milestones for the Key Action: Resolve at least 30 encampments, and place at least 1,500 individuals in interim housing
Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of encampment resolutions that have occurred, number of individuals placed in interim housing, Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that will be strategically braided with other local, state, and/or federal resources to maximize impact and strengthen the continued implementation of Pathway Home to effectively support unsheltered people experiencing homelessness.

N/A
Funding source #2: ERF-3R The ERF-3R grant will support the Pathway Home program in addressing encampment resolutions, including along Caltrans corridors.

N/A
Funding Source #3: LA County General Fund LA County’s General Fund dollars support Pathway Home by providing flexible resources to engage unsheltered individuals, connect them to critical services, and facilitate pathways to housing.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity 132 of 464

91 Other means of affirming racial and ethnic groups that are overrepresented among PEH: The Pathway Home program will continue utilizing the County’s Equity Explorer Tool, which uses demographic data to indicate areas of highest, high, moderate, low, and lowest need to geographically identify communities disproportionately impacted. The County uses this equity tool to prioritize encampment resolution sites for the Pathway Home program, ensuring overrepresented populations experiencing homelessness receive equitable access to services and housing.

REGIONAL PLAN KEY ACTION # 58
LA County – 3 Key Action
Key Action description: Sustain the LA County DMH
Homeless Outreach and Mobile Engagement (HOME) teams.

HOME provides field-based outreach, engagement,
support, and treatment to individuals with severe and
persistent mental illness who are experiencing unsheltered homelessness. Services are provided by addressing basic needs; conducting clinical assessments; providing street psychiatry; and providing linkage to appropriate services (including mental health services substance abuse treatment and shelter). (LA County – KA 3)
CA SPM: 1a and 1b

How will the Key Action improve this CA SPM? Sustaining the LA County DMH Homeless Outreach and Mobile Engagement (HOME) teams can increase access to homeless services by connecting people on the street with resources, including housing and can reduce the number of people experiencing unsheltered homelessness.

Lead Entity: LA County Collaborating entity/ies: 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

Milestones for the Key Action: Refer at least 8,000 individuals, and place at least 1,500 individuals into interim housing
Target dates for milestones: 6/30/27 Target date for completion: 6/30/2027 Metric for measuring success: Track the people referred to services, number of people placed in interim housing
Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that will be strategically braided with other local, state, and/or federal resources to maximize impact and strengthen the continued implementation of DMH’s HOME teams to effectively support unsheltered people experiencing homelessness with sever and persistent mental illness.

N/A
Funding source #2: LA County MHSA/BHSA LA County MHSA/BHSA funding will support DMH’s HOME teams by providing funding to provide services to people experiencing homelessness with substance use disorders or serious mental illness. he funding sources will be strategically braided with other local, state, and/or federal resources to maximize impact, enhance service integration, and strengthen implementation of the Key Action to effectively support people experiencing homelessness.

N/A
Funding source #3: CalAIM CalAIM will be utilized to support HOME teams outreaching to people experiencing or at risk of homelessness with complex needs, to help coordinate their care, which includes connecting them to treatment for any physical or mental health conditions and substance use disorder, and to social services.

N/A
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92 NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Ensures historically marginalized and underserved populations, which are overrepresented in the unsheltered homeless population, are engaged and supported through tailored engagement strategies.

This approach fosters more inclusive, person-centered care and improved equitable service delivery and housing outcomes.

REGIONAL PLAN KEY ACTION # 59
LA County – 4 Key Action
Key Action description: Increase support for Cities, COGs, and unincorporated areas through the expansion of the
Local Solutions Fund program, which includes funding for homelessness prevention, homeless services, and affordable housing. (LA County – KA 4)
CA SPM: 1a and 1b

How will the Key Action improve this CA SPM?: Increasing co-investment opportunities for cities and Councils of Government (COGs) for interim housing operations can result in expanding access to homeless services and by bringing people indoors during the operations can reduce the number of people experiencing homelessness.

Lead Entity: LA County Collaborating entity/ies: All Cities, unincorporated areas and COGs within LA County
Milestones for the Key Action: Execute at least 20 operating agreements with Cities, COGs and Unincorporated areas

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of executed operating agreements with cities, COGs, and unincorporated areas receiving local solutions funding.

Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that will be strategically braided by cities, COGs, and unincorporated areas to maximize impact and strengthen the continued implementation of interim housing sites to effectively support people experiencing homelessness in their jurisdictions.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Other means of affirming racial and ethnic groups that are overrepresented among PEH: Equity was a key consideration in evaluating the impact of funding formulas and distribution methods of the Local Solutions Fund. Using multi-year average Point-in-Time (PIT) counts ensures more stable funding for jurisdictions with persistently high levels of homelessness, which often include communities of color. Additionally, incorporating data from the American Community Survey (ACS) to account for deep family poverty and doubled-up households helps address gaps in HUD’s definition of homelessness—gaps that disproportionately affect women, families, and communities of color by undercounting hidden homelessness. These adjustments aim to more accurately reflect need and reduce racial and gender disparities in resource allocation

REGIONAL PLAN KEY ACTION # 60
LA County – 5 Key Action
Key Action description: Continue supporting Inside Safe, the City of LA’s Encampment Resolution program, through the planning and response phases of every operation. The
partnership includes LA County representation during many of the City of LA’s planning and operational meetings; and aligning LA County operated and contracted resources to support the City of LA, including outreach teams, interim and permanent housing resources, and LA County department
services. (LA County – KA 5)
CA SPM: 1b and 4 How will the Key Action improve this CA SPM?: Supporting the Inside Safe Encampment Resolution program can result in a reduction of unsheltered homelessness by bringing people indoors and aligning LA County-operated and contracted resources, which can also decrease the average length of time that people experience homelessness while accessing services. 134 of 464

93 Lead Entity: LA County Collaborating entity/ies: City of LA, other LA County Depts, LAHSA Milestones for the Key Action: Participation in at least 95 Inside Safe operations. Place at least 1,507 individuals in interim housing Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track participation in Inside Safe operations and the number of interim housing placements.

Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that funds resources to maximize impact and strengthen the continued implementation of the City of LA’s Inside Safe program to effectively support unsheltered people experiencing homelessness by providing LA County resources and services.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key Action advances racial and gender equity by coordinating resources to address the disproportionate impact of unsheltered homelessness on black, indigenous and people of color (BIPOC) communities, women, and gender-diverse individuals living in encampments. By actively partnering in the planning and response phases of encampment resolutions, LA County ensures that outreach efforts are equitable, trauma-informed, and culturally responsive. Aligning County-operated services helps ensure that historically marginalized populations receive consistent, coordinated care and are not left behind in the transition from street to housing. This collaborative approach helps reduce disparities in access to supportive services.

Housing Placements: This Key Action advances racial and gender equity by coordinating resources to address the disproportionate impact of unsheltered homelessness on BIPOC communities, women, and gender- diverse individuals living in encampments. By actively partnering in the planning and response phases of encampment resolutions, LA County ensures that housing efforts are equitable, trauma-informed, and culturally responsive. Aligning County-operated services helps ensure that historically marginalized populations receive consistent, coordinated care and are not left behind in the transition from street to housing. This collaborative approach helps reduce disparities in access to housing.

REGIONAL PLAN KEY ACTION # 61
LA County – 6 Key Action
Key Action description: Support recuperative care interim housing for individuals who are recovering from an acute illness or injury and need stable housing with medical care; and stabilization housing for people with complex health and/or behavioral health conditions who require supportive services not available in most shelters.
. (LA County – KA 6)
CA SPM: 1b and 4 How will the Key Action improve this CA SPM?: Supporting housing stabilization can result in a reduction in unsheltered homelessness by providing interim housing solutions and additional resources for individuals needing higher levels of care, which can reduce the average length of time that people experience homelessness while housed and receiving services.

Lead Entity: LA County Collaborating entity/ies: LAHSA, Homeless Service Providers, Local Jurisdictions, LA County DHS-HFH

Milestones for the Key Action: Serve at least 11,500 individuals and exit at least 2,100 individuals to permanent housing.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of individuals newly enrolled, and individuals who exited the program into permanent housing.

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94 Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that funds resources to maximize impact and strengthen the continued implementation of LA County DHS’s stabilization housing program to effectively support people experiencing homelessness by providing interim housing and medical services.

N/A
Funding source #2: City of LA GCP Additional Homeless
Services
City of LA CGP funding sources will be strategically braided with other local, state, and/or federal resources to maximize impact, enhance service integration, and strengthen implementation of the Key Action to effectively support people experiencing homelessness.

N/A
Funding Source #3: Medi-Cal MCPs: CalAIM Community
Supports and Enhanced Care Management

Medi-Cal MCPs contract with the LA County DHS to fund a portion of the costs associated with recuperative care/medical respite, as authorized for Enhanced Care Management (ECM) and Community Supports (pursuant to CalAIM).

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key Action advances equity by providing tailored, intensive support for populations disproportionately impacted by homelessness and health or behavioral health disparities, to provide safe and supportive environments that recognize the intersection of race, gender, and health and behavioral health for people experiencing homelessness. By prioritizing access for marginalized groups and offering responsive case management, resource linkages, and medical oversight, the Key Action helps to reduce systemic barriers and promotes more equitable outcomes in housing stability and service delivery.

Housing Placements: This Key Action advances equity by providing tailored, intensive support for populations disproportionately impacted by homelessness and health or behavioral health disparities, to provide safe and supportive environments that recognize the intersection of race, gender, and health and behavioral health for people experiencing homelessness. By prioritizing access for marginalized groups and offering responsive case management, resource linkages, and medical oversight, the Key Action helps to reduce systemic barriers and promotes more equitable outcomes in housing stability and service delivery.

REGIONAL PLAN KEY ACTION # 62
LA County – 7 Key Action
Key Action description: Maintain rental subsidies for
individuals who are homeless or at risk of homelessness who are receiving General Relief benefits and pursuing
Supplemental Security Income (SSI). (LA County – KA 7)

CA SPM: 3 How will the Key Action improve this CA SPM?: Maintaining rental subsidies can result in an increase in the number of people exiting homelessness into permanent housing by providing income resources to attain or sustain permanent housing placement.

Lead Entity: LA County Collaborating entity/ies: City of Glendale CoC, City of Long Beach CoC, City of Pasadena CoC, LA County DPSS

Milestones for the Key Action: House at least 400 individuals with a rental subsidy and connect at least 100 individuals to SSI.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track number of individuals who secured housing with rental subsidy, and individuals approved for SSI.

Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that supports the County’s DPSS to maximize impact and strengthen the department’s efforts to effectively house GR participants pursuing SSI.

N/A
Funding source #2: LA County General Fund LA County’s General Fund dollars support GR participants by providing flexible resources to facilitate pathways to housing.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity 136 of 464

95 Housing Placements: This Key Action addresses system performance metrics by serving populations that disproportionately include people of color, women, and gender-diverse individuals due to systemic inequities in income, employment, and access to benefits. By supporting those pursuing SSI, the program helps stabilize individuals with disabilities and chronic health conditions, who often face intersecting barriers related to race, gender, and poverty. Ensuring housing stability during this critical transition reduces the risk of deepening disparities and promotes more equitable access to long-term housing and financial security.

REGIONAL PLAN KEY ACTION # 63
LA County – 8 Key Action
Key Action description: Implement the Intensive Case
Management Services (ICMS) program, which provides a
range of tailored supportive services designed to meet the individual needs of clients in PSH, including outreach and engagement; intake and assessment; housing navigation;
housing case management; housing stabilization; eviction prevention; linkages to health, mental health, and substance use disorder services; benefits establishment; vocational assistance; and more. (LA County – KA 8)
CA SPM: 3 and 5 How will the Key Action improve this CA SPM?: Supporting the Intensive Case Management Services (ICMS) program can result in an increase of the number of people exiting homelessness into permanent housing by providing to long term case management for individuals with high-barrier needs to maintain permanent housing, which can reduce the percent of people who return to homelessness within six months.

Lead Entity: LA County Collaborating entity/ies: LA Care, Health Net FQHCs, Homeless Service Providers, City of Long Beach CoC, LA County DHS

Milestones for the Key Action: Place at least 1,500 individuals in permanent housing and help at least 1,000 individuals retain their housing after 12 months.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of individuals placed in permanent housing, and number of individuals who retained their housing after 12 months reporting on retention.

Milestones for the Key Action:

Funding source #1: LA County HHAP 5-6

LA County HHAP funds support individuals in PSH by pairing ICMS to address their complex needs.

Eligible Use Category: Permanent Housing Services and Services Coordination
Funding source #2: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that is strategically braided with other state resources to maximize impact, enhance service integration, and strengthen implementation of ICMS to effectively support individuals in PSH.

N/A
Funding source #3: CalAIM CalAIM will be utilized to provide ICMS services to people in PSH with complex needs, to help coordinate their care, which includes connecting them to treatment for any physical or mental health conditions and substance use disorders.

N/A
Funding Source #4: Medi-Cal MCPs: CalAIM Community
Supports and Enhanced Care Management
Medi-Cal MCPs contract with the LA County DHS to fund a portion of the costs associated with tenancy sustaining services including ICMS, as authorized for Enhanced Care Management (ECM) and Community Supports (pursuant to CalAIM).

N/A

NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: This Key Action advances racial and gender equity by delivering individualized, culturally responsive support that addresses the systemic barriers faced by communities of color, women, and gender-diverse individuals. By offering tailored services alongside health, mental health, and substance use treatment, the Key Action helps to close access gaps created by systemic inequities. The person-centered approach ensures that each individual’s unique needs, including those shaped by race, gender identity, and lived experiences of trauma or discrimination, are recognized and addressed to promote long-term housing stability and equitable outcomes.
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96 REGIONAL PLAN KEY ACTION # 64
LA County – 9 Key Action
Key Action description: Implement employment services to assist clients in maintaining or accessing housing. (LA County – KA 9)
CA SPM: 5 How will the Key Action improve this CA SPM?: Increasing investments in employment services can result in a percent decrease of people who return to homelessness within 6 months (SPM 5). By improving access to employment and stable income, clients are better equipped to attain permanent housing stability.

Lead Entity: LA County Collaborating entity/ies: REDF, LA: RISE, Employment Social Enterprises, American Job Centers of California
Milestones for the Key Action: Serve and engage at least 180 individuals in transitional employment
Target dates for milestones: 6/30/26 Target date for completion: 6/30/26 Metric for measuring success: Track the number of individuals served and engaged in transitional employment.

Milestones for the Key Action:

Funding source #1: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that is strategically braided with other state resources to maximize impact, enhance service integration, and strengthen implementation of employment programming to effectively support people experiencing or at risk of experiencing homelessness.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Other means of affirming racial and ethnic groups that are overrepresented among PEH: This Key Action advances racial and gender equity by addressing systemic barriers to economic opportunity that disproportionately affect BIPOC individuals, women, and gender-diverse people experiencing homelessness. These services provide tailored support such as job readiness training, vocational placement, and ongoing employment assistance, helping individuals overcome discrimination in the labor market and access stable income. The Key Action promotes long-term stability and self-sufficiency, particularly for marginalized groups who have historically faced inequities in both employment and housing access.

REGIONAL PLAN KEY ACTION # 65
LA County – 10 Key Action
Key Action description: Implement the Countywide Benefits Entitlements Services Team (CBEST) program. (LA County – KA 10)

CA SPM: 5 How will the Key Action improve this CA SPM?: Supporting the Countywide Benefits Entitlements Services Team (CBEST) program can result in a percent decrease of people who return to homelessness within 6 months (SPM 5) as clients have access to linkages, such as income resources, to maintain permanent housing.

Lead Entity: LA County Collaborating entity/ies: LA County DMH, LA County MV A, County DHS, other LA County Departments
Milestones for the Key Action: Submit at least 500 benefit applications, and connect at least 150 individuals to benefits
Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track number of individuals enrolled in CBEST, number of applications submitted, and number of applications approved
Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that funds resources to maximize impact by matching State dollars to support the N/A
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97 County’s CBEST program across multiple departments to effectively support linking people experiencing homelessness to eligible resources and services.

Funding source #2: HDAP HDAP will be utilized to support LA County’s CBEST program for people experiencing or at risk of homelessness who are likely eligible for disability benefits by providing advocacy for disability benefits as well as housing supports.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key Action advances racial and gender equity by helping low-income, disabled, elderly people experiencing homelessness —many of whom are BIPOC, women, and gender-diverse—navigate and access critical disability benefits that are often denied due to systemic inequities and complex bureaucratic processes. By providing culturally competent consultation, psychological testing, legal support, and coordination across multiple County departments, the program reduces structural barriers that disproportionately affect marginalized communities. This support not only increases access to stable income and services but also enhances housing stability and health outcomes for populations historically excluded from timely and equitable benefit access.

REGIONAL PLAN KEY ACTION # 66
LA County – 11 Key Action
Key Action description: Implement programs and services for homeless veterans including resource centers aiming to
enhance and expand pathways that connect veterans
experiencing homelessness to vital housing and services and a centralized call center designed to streamline and optimize support for homeless veterans, benefits advocacy and
improved coordination for document readiness to enhance and expand access to housing programs and services. (LA County – KA 11)
CA SPM: 1a How will the Key Action improve this CA SPM?: Implementing homeless veteran resource centers can result in an increase for veterans accessing homelessness services by connecting them to housing and other resources available through the resource centers.

Lead Entity: LA County Collaborating entity/ies: LA County Department of Military and Veterans Affairs (MV A), LAHSA and all relevant LA County Departments
Milestones for the Key Action: Serve at least 100 veterans through homelessness programs.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of individuals served through programs that serve homeless veterans
Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H/A funding sources will be strategically braided with other local, state, and/or federal resources to maximize impact, enhance service integration, and strengthen implementation of the Key Action to effectively support people experiencing homelessness.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key Action advances racial and gender equity by focusing on veterans who are disproportionately impacted by homelessness. These centers provide targeted, coordinated access to housing and supportive services in locations that are accessible and responsive to the unique experiences and barriers faced by historically marginalized veteran populations. By intentionally designing services to meet the diverse needs of all veterans, the program helps close equity gaps in housing access, health care, and benefits, and promotes more just and inclusive outcomes.

Housing Placements: This Key Action advances racial and gender equity by focusing on veterans who are disproportionately impacted by homelessness. These centers provide targeted, coordinated access to housing and supportive services in locations that are accessible and responsive to the unique experiences and barriers faced by historically marginalized veteran populations. By intentionally designing services to meet the diverse needs of all veterans, the program helps close equity gaps in housing access, health care, and benefits, and promotes more just and inclusive outcomes. 139 of 464

98 REGIONAL PLAN KEY ACTION # 67
LA County – 12 Key Action
Key Action description: Administer the Homeless Prevention Unit, which uses predictive analytics to identify and
support clients at the highest risk of homelessness. (LA County – KA 12)

CA SPM: 1a and 5 How will the Key Action improve this CA SPM?: Continuing implementation of the Homeless Prevention Unit can result in a decrease in the percentage of people who return to homelessness within six months of exiting to permanent housing by supporting clients in accessing services to maintain housing stability.

Lead Entity: LA County Collaborating entity/ies: LA County DHS-HFH, other LA County Departments

Milestones for the Key Action: Serve at least 500 individuals at risk of homelessness and support at least 400 individuals to maintain or obtain permanent housing.

Target dates for milestones: 6/30/26 Target date for completion: 6/30/26 Metric for measuring success: Track number of individuals served and number of individuals that exit the prevention program who retain their housing or transition directly into permanent housing

Funding Sources
Funding source #1: ARPA

ARPA funding source will support those individuals and
communities in greatest need of homelessness prevention resources, particularly those that have been historically disadvantaged and have experienced disproportionate impacts of the COVID-19 crisis.

N/A
Funding source #2: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that will be strategically braided with other sources to continues to fund the HPU to support the County’s prevention efforts to effectively support and link people at risk of experiencing homelessness to eligible resources and services.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key Action supports racial and gender equity by proactively identifying individuals and families who are at the highest risk of becoming homeless. By intervening early with targeted support and resources, the program helps prevent homelessness before it occurs, addressing systemic inequities that contribute to housing instability and equitable service delivery. This data-informed approach ensures that prevention efforts are directed toward those most impacted by structural barriers, promoting more equitable access to stability and long-term housing security.

Housing Placements: This Key Action supports racial and gender equity by proactively identifying individuals and families who are at the highest risk of becoming homeless. By intervening early with targeted support and resources, the program helps prevent homelessness before it occurs, addressing systemic inequities that contribute to housing instability and equitable service delivery. This data-informed approach ensures that prevention efforts are directed toward those most impacted by structural barriers, promoting more equitable access to stability and long-term housing security.

REGIONAL PLAN KEY ACTION # 68
LA County – 13 Key Action
Key Action description: Continue to support the Recovery Bridge Housing program, which provides interim housing
CA SPM: 3 and 4 How will the Key Action improve this CA SPM?: Continuing to support DPH’s Recovery Bridge Housing can result in an increase for the number of people exiting homelessness into permanent housing by providing access to 140 of 464

99 to clients co-enrolled in a substance use disorder treatment program. (LA County – KA 13)

housing resources and supportive services such as substance use treatment and can decrease the average length of time people experience homelessness.

Lead Entity: LA County Collaborating entity/ies: LA County DPH, other LA County Departments

Milestones for the Key Action: Serve at least 550 individuals in interim housing and exit at least 100 individuals into permanent housing.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the number of individuals served and number of individuals exited to permanent housing.

Funding Sources
Funding source #1: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that will be strategically braided with other local and state sources to continue to fund the Recovery Bridge Housing program to effectively support people experiencing homelessness with substance use disorders.

N/A
Funding source #2: Measure J

Local Measure J funding will support the Recovery Bridge Housing Program to specifically address the disproportionate impact of racial injustice through community investments such as supportive housing services as an alternative to incarceration for people experiencing homelessness.

N/A
Funding source #3: Realignment AB 109/118 AB 109/118 will support the Recovery Bridge Housing program by providing resources to support people experiencing homelessness with substance use disorder services and treatment.

N/A
Funding source #4: SAMHSA Block Grant SAMHSA will continue to support the Recovery Bridge Housing program by improving access to treatment and services that support health and wellness including treatment for mental and/or substance use disorders
N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key action supports racial and gender equity by providing safe, supportive interim housing for individuals, many of whom are BIPOC, women, and gender-diverse and often face compounded barriers to recovery due to systemic racism, gender-based discrimination, and a lack of culturally responsive care. By integrating housing with treatment, the program offers a stable environment that addresses both health and social needs, promoting equitable access to recovery, housing stability, and long-term wellness for historically marginalized communities.

Housing Placements: This Key action supports racial and gender equity by providing safe, supportive interim housing for individuals, many of whom are BIPOC, women, and gender-diverse and often face compounded barriers to recovery due to systemic racism, gender-based discrimination, and a lack of culturally responsive care. By integrating housing with treatment, the program offers a stable environment that addresses both health and social needs, promoting equitable access to recovery, housing stability, and long-term wellness for historically marginalized communities.

REGIONAL PLAN KEY ACTION # 69
LA County – 14 Key Action
Key Action description: Support LA County DPH’s Client
Engagement and Navigation Services (CENS) substance
use disorder counselors serving clients living in project and tenant-based PSH. (LA County – KA 14)
CA SPM: 5 How will the Key Action improve this CA SPM?: Supporting DPH’s Client Engagement and Navigation Services (CENS) can result in a decrease in the percentage of people who return to homelessness withing six months by providing access to supportive services targeting substance disorders. 141 of 464

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Lead Entity: LA County Collaborating entity/ies: LA County DPH, other LA County Departments

Milestones for the Key Action: Serve at least 200 individuals in PSH supported by CENS counselors
Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track number of individuals served in PSH supported by CENS counselors.

Funding Sources
Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that will be strategically braided with other sources to continue to fund the CENS program to effectively support in PSH with substance use disorder services and treatment.

N/A
Funding source #2: Medi-Cal Medi-Cal will be used to continue to support the CENS program by funding substance use disorder services for people living in PSH.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The CENS program addresses system performance disparities by providing culturally responsive, trauma-informed services that prioritize the unique needs of marginalized populations like BIPOC and LGBTQ+ individuals living in PSH, while reducing systemic barriers to treatment and housing stability through advocacy, engagement, and coordinated care.

REGIONAL PLAN KEY ACTION # 70
LA County – 15 Key Action
Key Action description: Support LACDA’s Homeless
Incentive Program (HIP), which provides clients matched to federal subsidies with services such as move-in
assistance and security deposits, as well as operates
landlord recruitment and incentive programs. (LA County – KA 15)

CA SPM: 3 How will the Key Action improve this CA SPM?: Supporting LACDA’s HIP can result in an increase in the number of people exiting to permanent housing by providing financial resources to support individuals in obtaining permanent housing.

Lead Entity: LA County Collaborating entity/ies: LA County DPH, other LA County Departments

Milestones for the Key Action: House at least 2,000 individuals/families utilizing HIP,
Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track number of formerly homeless individuals and families that were housed through HIP
Funding Sources
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Funding source #1: LA County Measure H/A

LA County Measure H, now A, is a flexible funding source that funds the HIP program to effectively support individuals matched to federal subsidies.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: This Key Action promotes racial and gender equity by reducing barriers to housing access for individuals who have been historically marginalized and who are overrepresented among people experiencing homelessness. These services help clients overcome discrimination and economic obstacles in the private rental market, where bias often limits housing opportunities. By recruiting landlords and expanding housing options, this Key Action increases the availability of units for those with federal subsidies, fostering more equitable housing outcomes for populations disproportionately impacted by homelessness.

REGIONAL PLAN KEY ACTION # 71
LA County – 16 Key Action
Key Action description: Continue to support co-
investment opportunities for cities and COGs for interim housing operations. (LA County – KA 16)

CA SPM: 1a and 1b

How will the Key Action improve this CA SPM?: Increasing co- investment opportunities for cities and Councils of Government (COGs) in interim housing operations can result in an increase in the number of people accessing homeless services which can reduce unsheltered homelessness.

Lead Entity: LA County Collaborating entity/ies: All Cities and COGs within LA County Milestones for the Key Action: Serve at least 300 individuals into interim housing and place at least 50 individuals in permanent housing

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Track the amount of individuals enrolled in interim housing and individuals placed in permanent housing Funding Sources
Funding source #1: LA County HHAP 3

LA County HHAP 3 funding will support local jurisdictions in continuing to operate interim housing sites for individuals on a pathway to permanent housing.

N/A
Funding source #2: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that will be strategically braided with other sources to effectively support local jurisdictions and their efforts to house people experiencing homelessness.

N/A
NEW For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Funding interim housing operations in cities and COGs helps reduce system performance disparities by expanding access in underserved areas and improving outcomes for populations disproportionately impacted by homelessness, including people of color and women. This supports more equitable shelter options and pathways to permanent housing.

Housing Placements: This supports more equitable shelter options and pathways to permanent housing.

REGIONAL PLAN KEY ACTION # 72
LA County– 17 Key Action
Key Action description: Sustain Unit Acquisition strategies, including Master Leasing to quickly and permanently house people experiencing homelessness through a range of incentives offered to CA SPM: 3 How will the Key Action improve this CA SPM?: Sustaining Unit Acquisition can result in an increase in the number of people exiting homelessness into permanent housing by expanding access to housing 143 of 464

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property owners and developers to facilitate increased usage of tenant-based vouchers. (LA County – KA 17)

and support the transition of people experiencing homelessness into affordable housing units.

Lead Entity: LA County Collaborating entity/ies: Homeless Service Providers, Affordable Housing Owners and/or Property Managers of Multifamily Buildings, Landlords, Affordable Housing Developers, City of Glendale CoC, City of Long Beach CoC, City of LA, City of Pasadena CoC, LAHSA Milestones for the Key Action: Sustain at least 1,900 permanent housing units through Unit Acquisition.

Target dates for milestones: 6/30/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the number of permanent housing units retained through Unit Acquisition.

Funding Sources
Funding source #1: HHIP HHIP funding source will continue to support LA County’s unit acquisition strategies to ensure throughput in the homeless services system.

N/A
Funding source #2: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that will be strategically braided with other sources to continue to fund unit acquisition strategies and effectively help PEH achieve permanent housing.

N/A
Funding source #3: LAHSA CoC HHAP 2-5 LAHSA CoC HHAP funding offers flexible funding for unit acquisition activities, including leasing costs, move-in assistance, and incentives to bring more units into the homeless response system.

N/A
Funding source #4: LAHSA CoC Special NOFO LAHSA CoC Special NOFO funding targets housing for unsheltered and rural populations and can be used to fund innovative acquisition strategies and permanent housing projects with a focus on equity N/A
Funding source #5: City of LA Alliance Settlement City of LA Alliance Settlement funds supplement voucher-based projects and cover gaps in financing acquisition/rehab for affordable housing
N/A
Funding source #6: City of LA HHAP 2-5 City of LA HHAP funding supports interim housing operations and interim leasing strategies, such as master leases
N/A
Funding source #7: State Encampment Resolution Funds State ERF funds master leasing efforts to identify and secure units, especially for high-acuity populations across LA
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: This Key Action advances racial and gender equity by delivering individualized, culturally responsive support that addresses the systemic barriers faced by communities of color, women, and gender-diverse individuals. By offering tailored services alongside health, mental health, and substance use treatment, the Key Action helps to close access gaps created by systemic inequities. The person-centered approach ensures that each individual’s unique needs, including those shaped by race, gender identity, and lived experiences of trauma or discrimination, are recognized and addressed to promote long-term housing stability and equitable outcomes.

REGIONAL PLAN KEY ACTION # 73
LA County– 18 Key Action
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Key Action description: Allocate funding towards capital and operating costs for permanent or affordable housing projects for people experiencing homelessness, including, but not limited to families, older adults and TAY . (LA County – KA 18)

CA SPM: 3 How will the Key Action improve this CA SPM?: Allocating funds for permanent or affordable housing projects can result in an increase in the number of people exiting homelessness into permanent housing by expanding housing options and support the transition of people experiencing homelessness into affordable housing units Lead Entity: LA County Collaborating entity/ies: Homeless Service Providers, Affordable Housing Owners and/or Property Managers of Multifamily Buildings, Landlords, Affordable Housing Developers, City of Glendale CoC, City of Long Beach CoC, City of LA, City of Pasadena CoC, LAHSA, LA County Development Authority, other local jurisdictions and Unincorporated Areas
Milestones for the Key Action: Increase the number of permanent or affordable housing units for people experiencing homelessness by at least 500 units

Target dates for milestones: 6/30/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the number of units newly built, acquired, or converted specifically for individuals experiencing homelessness

Funding Sources
Funding source #1: Homekey Round 1-3 Homekey funds will be utilized for permanent housing units for people experiencing homelessness or at risk of homelessness
N/A
Funding source #2: HOME Investment Partnerships Act HOME Investments Partnerships Act is used to support capital funding for multifamily affordable housing and grants, and forgivable loans for first time homebuyers.

N/A
Funding source #3: Building Homes and Jobs Act The Building Homes and Jobs Act (SB 2, 2017) funded the Permanent Local Housing Allocation (PLHA) formula allocations providing 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 multifamily rental and owner- occupied housing, and eligible activities under rental assistance to people who are homeless or at-risk of homelessness.

N/A
Funding Source #4: No Place Like Home Capital funding for multifamily affordable housing units that house individuals living with mental illness who are experiencing or at risk of homelessness.

N/A
Funding Source #5: Community Care Expansion (CCE) Preservation CCE Preservation can be used for 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.

N/A
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NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: This Key Action advances racial and gender equity by delivering individualized, culturally responsive support that addresses the systemic barriers faced by communities of color, women, and gender-diverse individuals. By offering tailored services alongside health, mental health, and substance use treatment, the Key Action helps to close access gaps created by systemic inequities. The person-centered approach ensures that each individual’s unique needs, including those shaped by race, gender identity, and lived experiences of trauma or discrimination, are recognized and addressed to promote long-term housing stability and equitable outcomes

REGIONAL PLAN KEY ACTION # 74
LA County– 19 Key Action
Key Action description: Coordinate across Coordinate across LA County departments to connect people experiencing or at risk of experiencing homelessness with services that are integrated into the broader social services system and support network, including mainstream benefit programs and services such as: CalWORKs, General Relief, CalFresh, In-Home Supportive Services, Bringing Families Home, Home Safe, and other housing and financial assistance programs. (LA County – KA 19)

CA SPM: 1a

How will the Key Action improve this CA SPM?: Coordinating across County departments to connect people experiencing or at risk of experiencing homelessness with mainstream benefits can result in an increase in the number of people accessing services that may include housing and financial assistance across County departments.

Lead Entity: LA County Collaborating entity/ies: Homeless Service Providers, DPSS, LA County Departments of Aging and Disabilities, DMH, Children and Family Services, LAHSA
Milestones for the Key Action: Connect at least 5,000 individuals to mainstream LA County benefit programs and/or services.

Target dates for milestones: 6/30/2028 Target date for completion: 6/30/2029 Metric for measuring success: Track number of encampment resolution participants newly enrolled in mainstream County benefit programs and/or services,
Funding Sources
Funding source #1: Home Safe LA County, in partnership with LAHSA and homeless services providers utilizes 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.

N/A
Funding source #2: Bringing Families Home LA County Department of Children and Family Services (DCFS), in partnership with LACDA and homeless services providers, utilizes 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 LA County Child Welfare System who are experiencing homelessness or at-risk of homelessness.

N/A
Funding Source #3: LA County General Fund LA County General Fund dollars support DPSS’s General Relief and CalWORKs housing assistance programs for eligible individuals.

N/A
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Funding Source #4: TANF/CalWORKs TANF/CalWORKs funding supports families with children by providing cash assistance and supportive services.

N/A
Funding Source #5: CalWORKs Single Allocation CalWORKs Single Allocation supports families with children by providing funding for homeless prevention programs to CalWORKs clients.

N/A
Funding Source #6: SNAP SNAP funding supports LA County’s CalFresh program to provide nutrition assistance to low-income individuals and families, including those experiencing or at risk of homelessness, to help them purchase food.

N/A
Funding Source #7: Medi-Cal Medi-Cal funding is leveraged to support access to and supports in housing for people experiencing homelessness with activities of daily living needs.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Mainstreaming county benefits like CalFresh, CalWORKs, and Medi-Cal helps people experiencing homelessness meet basic needs, access housing, and improve health outcomes. This approach also reduces racial and economic disparities by removing systemic barriers to essential services.

REGIONAL PLAN KEY ACTION #75
LA County – 20 Key Action
Key Action description: Leverage, braid and implement federal, state and local funding to support people experiencing homelessness with serious mental health illnesses or behavioral health conditions. (LA County – KA 20)

CA SPM: 1a How will the Key Action improve this CA SPM?: Leveraging, braiding, and implementing federal, state and local funding to support people experiencing homelessness with mental or behavioral health conditions enables population specific housing and service which can result in an increase in the number of people accessing needed support.

Lead Entity: LA County Collaborating entity/ies: DMH, DPH, DHS-HFH, service providers, local jurisdictions and Unincorporated areas.

Milestones for the Key Action: Serve at least 4,000 individuals with serious mental health or behavioral health conditions.

Target dates for milestones: 6/30/2027 Target date for completion: 6/30/2029 Metric for measuring success: Track the number of individuals newly enrolled in programs that support people experiencing homelessness with serious mental health illnesses or behavioral health conditions Funding Sources
Funding source #1: LA County Mental Health Services Act (MHSA) and Medi-Cal Revenues
LA County leverages MHSA funding to pay for services, including Full-Service Partnerships (FSPs) and services that include housing navigation and ongoing support in PSH 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.

N/A
Funding source #2: Behavioral Health Bridge Housing Behavioral Health Bridge Housing allocations will be used by LA County to sustain bridge housing (interim housing) beds and services N/A
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for people with serious behavioral health conditions experiencing homelessness.

Funding source #3: CCE Preservation CCE Preservation is braided to support operating subsidies in existing licensed residential care facilities that serve prioritized populations including people experiencing or at risk of homelessness with mental health conditions.

N/A

NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: By aligning resources across systems, LA County can target culturally responsive services, reduce gaps in access, and address the underlying structural inequities that drive racial and gender disparities in homelessness and behavioral health outcomes.

Housing Placements: Leveraging and braiding diverse funding sources enables LA County to implement equitable housing interventions tailored to people with serious mental illness or behavioral health conditions who are experiencing homelessness. This approach helps address racial and gender inequities in housing placements by expanding access to supportive housing, reducing bias in eligibility criteria, and ensuring culturally responsive housing services reach those historically excluded from stable housing opportunities.

REGIONAL PLAN KEY ACTION # 76
LA County – 21 Key Action
Key Action description: Continue to Support the B7 interim housing programs/beds which provides a safe, low-barrier, housing first, 24- hour temporary residence for adults experiencing homelessness who are either exiting incarceration or in custody and at risk of incarceration due to lack of stable housing before trial. (LA County – KA 21)

CA SPM: 1a and 2 How will the Key Action improve this CA SPM?:

Supporting the B7 interim housing programs/beds can result in an increase access to services by providing interim housing and resources for individuals exiting institutions or at risk of incarceration due to unstable housing, which can also reduce the number of people experiencing homelessness.

Lead Entity: LA County Collaborating entity/ies: LAHSA, DHS-HFH, service providers, local jurisdictions and Unincorporated areas
Milestones for the Key Action: Serve at least 150 individuals in the B7 programs/beds

Target dates for milestones: 6/30/2027 Target date for completion: 6/30/2029 Metric for measuring success:

Track the number of individuals newly enrolled in the B7 programs/beds
Funding Sources
Funding source #1: LA County Measure H/A LA County Measure H, now A, is a flexible funding source that funds resources to maximize impact and strengthen the continued support of the B7 interim housing program to effectively support people exiting institutions by providing interim housing.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: This Key Action advances equity by providing tailored, intensive support for populations disproportionately impacted by homelessness who are justice-involved, to provide safe and supportive environments that recognize the intersection of race, gender, and health and behavioral health for people experiencing homelessness. By prioritizing access for marginalized groups and offering responsive case management, resource linkages, and housing, the Key Action helps to reduce systemic barriers and promotes more equitable outcomes in housing stability and service delivery. 148 of 464

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Housing Placements: This Key Action advances equity by providing tailored, intensive support for populations disproportionately impacted by homelessness who are justice-involved, to provide safe and supportive environments that recognize the intersection of race, gender, and health and behavioral health for people experiencing homelessness. By prioritizing access for marginalized groups and offering responsive case management, resource linkages, and housing, the Key Action helps to reduce systemic barriers and promotes more equitable outcomes in housing stability and service delivery.

Pasadena
REGIONAL PLAN KEY ACTION #77
Pasadena – 1 Key Action
Key Action description: Increase permanent housing resources in the City of Pasadena, including affordable housing, low barrier permanent housing stock, and rental assistance subsidies, including PSH and RRH. (Pasadena– KA 1)
CA SPM:
1a, 1b, 3, 4 and 6
How will the Key Action improve this CA SPM?:Increasing permanent housing resources will reduce the number of people experiencing homelessness and unsheltered homelessness by providing stable housing options. It will also shorten the time individuals remain homeless and boost the number of successful exits from homelessness into permanent housing by reducing bottlenecks in the current homeless response system. Additionally, expanded permanent housing resources will enhance the effectiveness of street outreach programs by increasing successful placements into housing.

Lead Entity: City of Pasadena Collaborating entity/ies: Affordable Housing Developers, Burbank-Glendale-Pasadena Regional Housing Trust
Milestones for the Key Action: Break ground on at least one new permanent housing development.

Target dates for milestones: 6/30/2028 Target date for completion: 6/30/2029 Metric for measuring success: Track affordable housing inventory, utilizing the CoC’s Housing Inventory Count to track PSH and RRH specifically.

Funding Sources
Funding source #1: City of Pasadena Inclusionary Housing Funds City of Pasadena Inclusionary Housing Funds will provide funding to support the development of new affordable housing, which will facilitate exits from homelessness, including unsheltered homelessness, to permanent housing.

N/A
Funding source #2: Burbank-Glendale-Pasadena Regional Housing Trust The Burbank-Glendale-Pasadena Regional Housing Trust will provide funding to support the development of new affordable housing including PSH, which will facilitate exits from homelessness, including unsheltered homelessness, to permanent housing.

N/A
Funding source #3: City of Pasadena HHAP 4, 5, 6 City of Pasadena HHAP fund (rounds 4, 5, and 6) will support RRH slots that will facilitate exits from homelessness, including unsheltered homelessness, to permanent housing.

Eligible Use Category: Rapid Rehousing
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Housing Placements: Expanding permanent housing resources will end homelessness for people of color who are overrepresented in the homeless population compared to the general population. The Pasadena CoC has a strong track record of equitable housing placements. In calendar year 2023, 46% of people experiencing homelessness who were permanently housed were Hispanic/Latino, while only 40% of people 149 of 464

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experiencing homelessness were Hispanic/Latino. In the same year 37% of people who were permanently housed were Black or African American, while 38% of the homeless population was Black or African American.

REGIONAL PLAN KEY ACTION # 78
Pasadena – 2 Key Action
Key Action description: Undertake planning activities to advance and track progress in Pasadena CoC’s Homelessness Plan and
Regionally Coordinated Homelessness Action Plan. (Pasadena– KA 2) CA SPM:
1a, 1b, and 3
How will the Key Action improve this CA SPM?: Tracking progress in the plan and ensuring work is moving forward will decrease the number of people experiencing homelessness in Pasadena, including those who are unsheltered, increase shelter bed inventory, including motel vouchers, and increase permanent housing placements.

Lead Entity: City of Pasadena CoC Collaborating entity/ies: n/a Milestones for the Key Action: Post Homelessness Plan Year 3 and 4 progress report updates on the Pasadena CoC’s website. Report annually on annual homelessness, inflows into homelessness, shelter bed inventory, access and outcomes for marginalized groups (Black and Hispanic/Latino), and the number of people permanently housed.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/2028 Metric for measuring success: Compare demographic composition data from all project types (ES, SO, SSO, TH, RRH, PSH) by layering key demographic indicators to identify disparities.

Funding Sources
Funding source #1: City of Pasadena HHAP 5 HHAP-5 funding will be used for data analyst consultant and city staff
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: The Pasadena CoC’s Homelessness Plan includes two goals for equity measures- achieving parity in housing outcomes for Black people experiencing homelessness and improving access to services for Hispanic/Latino people experiencing homelessness. Tracking progress toward these goals will support the CoC’s ability to achieve them.

Housing Placements: Increasing permanent housing placements will end homelessness for people of color who are overrepresented in the homeless population compared to the general population. The Pasadena CoC has a strong track record of equitable housing placements. In calendar year 2023, 46% of people experiencing homelessness who were permanently housed were Hispanic/Latino, while only 40% of people experiencing homelessness were Hispanic/Latino. In the same year 37% of people who were permanently housed were Black or African American, while 38% of the homeless population was Black or African American.

REGIONAL PLAN KEY ACTION # 79
Pasadena – 3 Key Action
Key Action description: Collaborate with system partners (e.g. health care & education providers) to engage harder to reach individuals including those exiting institutions such as hospitals. (Pasadena– KA 3)
CA SPM:
1a and 2

How will the Key Action improve this CA SPM?: Collaborating with system partners including health care and education providers will improve access to services leading to a reduction in overall and first- time homelessness.

Lead Entity: City of Pasadena CoC Collaborating entity/ies: Potential collaborators include ChapCare (Federally Qualified Health Center (FQHC)), Huntington Hospital, Pasadena Public Health Department, Pasadena Unified School District
Milestones for the Key Action: Reconvene the Pasadena CoC’s Healthcare Committee to facilitate cross-system partnerships and explore opportunities for colocation of services
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Target dates for milestones:12/31/26 Target date for completion: 6/30/2028 Metric for measuring success:

Measure the number of opportunities where cross-system partners and homeless service providers can co-locate and provide services.

Funding Sources
Funding source #1: City of Pasadena HHAP-5 HHAP funding will be used for City of Pasadena staff to organize CoC committees
N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Coordinating with system partners will improve access to services for those who currently access services at disproportionately lower rates such as people experiencing homelessness who are Hispanic/Latino.

REGIONAL PLAN KEY ACTION # 80
Pasadena – 4 Key Action
Key Action description: 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. (Pasadena– KA 4)
CA SPM:
1a, 1b., and 6
How will the Key Action improve this CA SPM?:

Access to street-based physical and mental health care will improve street outreach engagement and outcomes including placements into interim and permanent housing options.

Lead Entity: City of Pasadena CoC Collaborating entity/ies: LA County DMH, LA County DHS, Pasadena Public Health Department
Milestones for the Key Action: Increase the frequency of mobile clinic visits to Pasadena to at least one visit per month.

Target dates for milestones: 06/30/26 Target date for completion: 6/30/2028 Metric for measuring success: Compare the number of partnerships with street medicine teams before and after the establishment of new partnerships.

Funding Sources
Funding source #1: City of Pasadena HHAP-5 City of Pasadena HHAP-5 Systems Support funding will support City staff who will coordinate with LA County DMH and DHS to increase the availability of street-based medicine.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Mobile units can reach underserved populations, including racial and ethnic minorities, who may face barriers to accessing traditional health care facilities. Street medicine teams can be trained to provide culturally sensitive care, addressing specific needs and preferences of diverse populations.

Other means of affirming racial and ethnic groups that are overrepresented among PEH: Street medicine teams can focus on areas with high concentrations of racial and ethnic minorities experiencing homelessness, providing targeted interventions that address specific health disparities. These teams can work closely with community organizations to build trust and ensure that services are designed and delivered in ways that affirm and respect the identities and experiences of racial and ethnic minorities.

REGIONAL PLAN KEY ACTION # 81
Pasadena – 5 Key Action
Key Action description: Sustain existing interim housing capacity for all populations including youth. (Pasadena– KA 5)
CA SPM:
1b

How will the Key Action improve this CA SPM?: Providing interim housing, including hotel/motel vouchers, will reduce unsheltered homelessness.
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Lead Entity: City of Pasadena CoC Collaborating entity/ies: City of Pasadena, Union Station Homeless Services, Sycamores, Friends In Deed
Milestones for the Key Action: Obtain at least one (1) new source of funding for interim housing resources to replace expiring grants.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/29 Metric for measuring success: Sustain the number interim housing beds utilizing the Housing Inventory Count report.

Funding Sources
Funding source #1: City of Pasadena HHAP 4, 5, 6 City of Pasadena HHAP funds will support the provision of emergency shelter through motel vouchers, including motel vouchers for youth.

Eligible use category: Motel/Hotel V ouchers, YSA – Motel/Hotel V ouchers
Funding source #2: ERF ERF funds will support motel vouchers. N/A Funding source #3: LA County Measure H/A LA County Measure H/A funds will support motel vouchers. N/A Funding source #4: City of Pasadena General Fund City of Pasadena General Fund will support the operation of the season, congregate Bad Weather Shelter.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Other means of affirming racial and ethnic groups that are overrepresented among PEH: Ensuring that interim housing is available to all populations helps promote racial and gender equity by providing a safety net for those who are most at risk. This includes addressing the unique challenges faced by people of color who often experience higher rates of housing instability.

REGIONAL PLAN KEY ACTION # 82
Pasadena – 6 Key Action
Key Action description: Conduct street outreach throughout the City of Pasadena CoC, staffed by individuals who are racially and ethnically diverse, including those with lived experience of homelessness, and emphasize noncoercive engagement techniques. (Pasadena– KA 6)
CA SPM:
1b and 6
How will the Key Action improve this CA SPM?:

Street outreach teams will connect people experiencing homelessness to essential services including interim housing resources, reducing unsheltered homelessness
Lead Entity: City of Pasadena CoC Collaborating entity/ies: Local Nonprofit Service Providers, Pasadena Public Health Department
Milestones for the Key Action: Obtain at least one new source of funding for street outreach to replace expiring grants in order to sustain existing outreach teams.

Target dates for milestones: 6/30/27 Target date for completion: 6/30/2029 Metric for measuring success: Utilize a by-name list, CES, and/or HMIS data to ensure full street outreach coverage of the CoC’s geography.

Compare successful exits by race and ethnicity to ensure equitable outcomes are being made.

Funding Sources
Funding source #1: City of Pasadena HHAP 3, 5, 6 City of Pasadena HHAP funds will support street outreach teams throughout the CoC.

Eligible use category: Services and Services Coordination for People Experiencing Unsheltered Homelessness
Funding source #2: City of Pasadena General Fund City of Pasadena General Funds will support street outreach liaisons to support the Pasadena Police Department HOPE Team.

N/A
Funding source #3: ERF 2 & 4L ERF grant funds will support the Public Health Department’s Pasadena Outreach Response Team.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Diverse, bilingual staff will conduct street outreach to improve the accessibility of services for Hispanic/Latino population experiencing homelessness. 152 of 464

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REGIONAL PLAN KEY ACTION # 83
Pasadena – 7 Key Action
Key Action description: Establish partnerships with other systems that have established and trusted engagement pathways to ensure the City of Pasadena CoC’s Homelessness Prevention programs serve
populations that fall into homelessness at higher rates. (Pasadena– KA 7)
CA SPM:
2 How will the Key Action improve this CA SPM?: Trusted organizations can identify individuals and families at risk of homelessness and connect them to prevention resources before losing their housing.

Lead Entity: City of Pasadena CoC Collaborating entity/ies: Pasadena Unified School District, Pasadena Public Health Department
Milestones for the Key Action: Determine uses of, obligate, and begin expending new LA County Measure H/A Renter Protection and Homelessness Prevention in the City of Pasadena.

Target dates for milestones: 06/30/26 Target date for completion: 6/30/2028 Metric for measuring success: Reduction in inflows into homelessness measured by number of people who had fallen into homelessness in the preceding 12 months in the CoC’s Annual Count.

Funding Sources
Funding source #1: Family Homelessness Challenge Grant FHC grant funds will support homelessness prevention programming for families that accept referrals from the Pasadena Unified School District.

N/A
Funding source #2: LA County Measure H/A LA County Measure H/A funds will homelessness prevention activities including eviction prevention and diversion.

N/A
Funding source #3: ESG ESG funds will support homelessness prevention activities including eviction prevention and housing relocation and stabilization services.

N/A
NEW: For at least one of the four equity improvement areas below, describe how the Key Action will address system performance disparities and ensure racial and gender equity Service Delivery: Partnering with organizations that have established trust within racial and ethnic communities ensures that services are delivered in a culturally competent manner.

Housing Retention: Partnering with trusted community organizations will reduce disparities by better connecting high-risk populations to homelessness prevention resources.

Section 4. HHAP 6 Funding Plans
City of LA
Administrative Entity
Which Administrative Entity is submitting the below
budget?:

City of Los Angeles
Tax ID: 956000735
Primary Contact
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City of LA Funding Plan
First Name: Bindu
Last Name: Kannan
Title: Senior Administrative Analyst II
Email: [email protected]
Phone: (213) 574-4392
Where HHAP 6 check will be mailed
Address: City of Los Angeles
Attn: Edwin Gipson II
Mail Stop 130
200 North Main St Suite 1500
Los Angeles, CA 90012

Administrative Entity City of Los Angeles
Total HHAP 6 Allocation(s) Administering $ 143,640,000
HHAP 6 eligible use
category For youth set aside? Describe the proposed funding activity Identify the total $ HHAP
funding proposed for the
activity
Identify which SPM improvement
Key Action(s) the activity supports
(i.e., Key Action #3)
Rapid Rehousing $1,595,840.4 Encampment resolution efforts to promote quicker housing placements than through PSH, and transfer to PSH later, if needed. Engage with the City of Los Angeles Dept. of Community Investment For Families to address the unique needs of homeless youth. Support the City of LA’s existing youth interim sites to maintain services that move youth to Rapid Rehousing (RRH).

Prioritize those in Interim Housing, including transitional housing, for RRH to promote more housing placements and less exits to homelessness $ 15,958,404

Key Action #5, 9, 11, 51
PH - Operating Subsidies $ 0
PH Services and Services
Coordination - NEW
$ 0
Capital for PH - NEW $ 0
Prevention & Diversion $ 0
Navigation Centers $ 0
Motel/Hotel Vouchers $ 0
IH – Operating Expenses $10,864,929.6 Include services or linkages to services that are provided at interim housing offerings funded by the City of LA. Continue to fund outreach $100,619,820 Key Action #1, 4, 8, 11, 12, 13
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Glendale
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. 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. Continue to fund housing navigation and ensure that housing navigation continues to be a key component of service provider contracts. Maintain existing “A Bridge Home” sites to provide low barrier interim housing options with connections to mainstream services. Engage with the City of Los Angeles Dept. of Community Investment For Families to address the unique needs of homeless youth. Support the City of LA’s existing youth interim sites to maintain services that move youth to RRH. Implement encampment resolution to move people from street to interim and permanent housing Maintain linkages to needed services (psychiatric, substance abuse, and financial benefit) to maintain permanent housing once secured
IH Services and Services
Coordination
Maintain existing “A Bridge Home” sites to provide low barrier interim housing options with connections to mainstream services $3,591,000 Key Action #1, 3, 4, 5, 6, 7, 8, 13, 14,
53, 55
Capital for New IH - NEW $ 0
Improvements to Existing IH $ 0
Services and Services
Coordination for Unsheltered
Homelessness
$1,903,230 Continue funding for outreach and hygiene services for the City of LA’s Homeless Engagement Teams, Multi-disciplinary teams, and other homeless outreach programs. 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. Continue to fund housing navigation and ensure that housing navigation continues to be a key component of service provider contracts. Engage with the City of Los Angeles Dept. of Community Investment For Families to address the unique needs of homeless youth.

Support the City of LA’s existing youth interim sites to maintain services that move youth to RRH. Implement encampment resolution to move people from street to interim and permanent housing

$19,032,300 Key Action #3, 4, 8, 11, 13, 55, 56
Administrative Costs Review the City of LA’s homeless services procurement process to maintain housing navigation for PEH with behavioral health needs are included in City contracts.
$4,438,476 Key Action #10, 15
HMIS Costs $ 0
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Glendale Funding Plan

Administrative Entity
Which Administrative Entity is submitting the below
budget?:

City of Glendale CoC
Tax ID: 95-6000714
Primary Contact
First Name: Arsine
Last Name: Isayan
Title: Deputy Director- Community Development Department-Housing Division Email: [email protected]
Phone: (818) 550-4474
Where HHAP 6 check will be mailed
Address: 613 E. Broadway, Room 120, Glendale CA 91206
Administrative Entity Glendale CoC
Total HHAP 6 Allocation(s) Administering $213,273.18
HHAP 6 eligible use
category For youth set aside? Describe the proposed funding activity Identify the total $ HHAP
funding proposed for the
activity
Identify which SPM improvement
Key Action(s) the activity supports
(i.e., Key Action #3)
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Long Beach
Rapid Rehousing HHAP-6 will fund short term rental assistance, security deposits, housing placement and stabilization for people experiencing homelessness in Glendale CoC. These activities provide ongoing support toward long-term sustainability of housing and supportive services.
$ 95,366 Key Action #16, 21, 22, 23, 24, 26
PH - Operating Subsidies $ 0
PH Services and Services
Coordination - NEW
$ 0
Capital for PH - NEW $ 0
Prevention & Diversion $21,328 HHAP-6 will fund rental arrears, rental assistance, case management, security deposit, housing navigation for youth and adults at-risk of experiencing homelessness in Glendale CoC.
$77,978.18 Key Action #16, 20
Navigation Centers $ 0
Motel/Hotel Vouchers $ 0
IH – Operating Expenses $ 0
IH Services and Services
Coordination
$ 0
Capital for New IH - NEW $ 0
Improvements to Existing IH $ 0
Services and Services
Coordination for Unsheltered
Homelessness
HHAP-6 will support housing navigation, case management, direct engagement, and document readiness services for adults experiencing unsheltered homelessness in Glendale CoC.
$ 25,000 Key Action #16, 19
Administrative Costs HHAP-6 funding will cover administrative activities to support staff moving forward HHAP-6 work
$ 14,929
HMIS Costs $ 0
Administrative Entity
Which Administrative Entity is submitting the below
budget?:

City of Long Beach and Long Beach CoC
Tax ID: 95-600073
Primary Contact
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Long Beach Funding Plan
Funding Plan
First Name: Tom
Last Name: Modica
Title: City Manager
Email: [email protected]
Phone: (562) 570-5091
Where HHAP 6 check will be mailed
Address: 2525 Grand Avenue, Long Beach, CA 90815
Administrative Entity City of Long Beach Homeless Services Bureau (For City of Long Beach and Long Beach CoC) Total HHAP 6 Allocation(s) Administering $ 12,341,587
HHAP 6 eligible use
category For youth set aside? Describe the proposed funding activity Identify the total $ HHAP
funding proposed for the
activity
Identify which SPM improvement
Key Action(s) the activity supports
(i.e., Key Action #3)
Rapid Rehousing Yes
$918,367 - YSA
Funds will pay for financial assistance and supportive services for the Rapid Rehousing (RRH) program, which is a Housing First, Low Barrier, Harm Reduction, Crisis Response program focused on quickly resolving the crisis of homelessness for eligible participants and assisting them to move into a permanent housing situation. RRH case managers use Progressive Assistance to help program participants rapidly obtain and stabilize in permanent housing in either the private rental market or affordable housing market as available. RRH programs should design service provision based on the core components of RRH:

Housing Identification, Rent & Move-in Assistance, and Case Management & Supportive Services. Financial assistance provided through the RRH program includes costs associated with rental application fees; essential furnishings; rental assistance; security deposits; utility assistance; etc.

RRH/Rental Subsidies includes $918,367 in RRH programming as TAY set-aside, as well as $582,515 for Shallow Subsidy financial assistance and services.

Shallow Subsidy provides fixed-rate monthly rental subsidy (35%-45% of the monthly rent) to participants who have received RRH or Homeless Prevention program assistance. Shallow Subsidy is a Housing First, trauma-informed program designed to serve as a bridge to an affordable unit or voucher program for severely rent-burdened persons who are formerly homeless and/or at-risk of homelessness. By providing rental subsidy and case management services, the Shallow Subsidy assists households in retaining their current housing by establishing or maintaining mainstream benefits and needed community resources, $7,231,902.90 Key Action #32, 36, 42
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responding to and resolving concerns raised by current landlords and assisting with and managing enrollment in LA County-wide affordable housing waitlists.

Enrollment continues until such time that the participant increases their income beyond eligibility, or the participant receives a placement in a permanent affordable housing unit (or voucher subsidy). Financial assistance provided through the Shallow Subsidy program includes costs associated with rental application fees; essential furnishings; rental assistance; security deposits; utility assistance; etc. Financial Assistance will be administered by the City of Long Beach Housing Authority.

PH - Operating Subsidies $ 0
PH Services and Services
Coordination - NEW
$ 0
Capital for PH - NEW $ 0
Prevention & Diversion $ 0
Navigation Centers Yes
$510,204.08 - YSA
As the number of TAY experiencing homelessness increases within the City of Long Beach, so does the need to enhance interim housing solutions while supporting them toward permanent housing goals. The Youth Shelter is designed to address the needs of TAY between the ages of 18 and 24 experiencing homelessness. A low barrier, Housing First TAY -specific shelter is essential to meet the needs of youth experiencing homelessness in Long Beach. Reducing barriers to program entry and program participation and designing and delivering services in accordance with Housing First principles is necessary to ensure that services are as flexible and supportive as is needed by participants of the Youth Shelter. The Youth Shelter will provide services to improve the quality of life for TAY experiencing homelessness by offering access to food, 24 -hour bed availability within a congregate shelter setting, storage for their personal property, personal hygiene and sanitary services, intake and assessment, residential supervision, case management, crisis intervention and conflict resolution, and support with connections to permanent housing options. This model aims to create an environment where TAY can begin addressing their emergent and ba sic needs, while maintaining a temporary, supportive shelter stay where rapport can be built in hopes of engaging in housing and health goals.
$ 510,204.08 Key Action #38, 42
Motel/Hotel Vouchers $ 0
IH – Operating Expenses Funds will be utilized for a property management agreement, to address operations, maintenance, and repair needs for five (5) City owned interim housing facilities, which provide up to 442 beds for adults and TAY experiencing homelessness in the City of Long $3,612,153.06 Key Action #29, 30
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Beach. Costs will address facility needs, including costs for utilities, security, hygiene/sanitation services, as well as general property management expenses. Operating subsidies will support the City of Long Beach in operating and maintaining its interim housing portfolio.

IH Services and Services
Coordination
$ 0
Capital for New IH - NEW $ 0
Improvements to Existing IH $ 0
Services and Services
Coordination for Unsheltered
Homelessness
$ 0
Administrative Costs Funds will be used in support of the project administrative costs related to the planning and execution of HHAP activities. Eligible administrative costs include costs of overall program management, coordination, monitoring, and evaluation; preparing program budgets and schedules, and amendments to those budgets and schedules; developing systems for assuring compliance with program requirements; developing agreements with subcontractors to carry out program activities; preparing reports to and other documents directly related to the program for submission to HUD, State, County of Los Angeles, and City of Long Beach; and for administrative services including legal services, accounting services, and audit services; other costs for goods and services required for administration of the program, including rent or purchase of equipment, insurance, utilities, office supplies, and rent/maintenance of office space.
$ 863,911.09 Key Action #33
HMIS Costs HHAP-6 funding for HMIS directly enables the coordination, implementation, training, and partnership of all participating homeless services agencies to eliminate duplication of services, expedite participants’ 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, health care 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 experiencing homelessness. The system implemented in LB HMIS is Clarity Human Services by Bitfocus, a web-based software system that uses a single $ 123,415.87 Key Action #27
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LAHSA
LAHSA Funding Plan
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.

Administrative Entity
Which Administrative Entity is submitting the below
budget?:

LAHSA
Tax ID: 95-3134049
Primary Contact
First Name: Rachel
Last Name: Johnson
Title: Chief of Staff
Email: [email protected]
Phone: (213) 518-2170
Where HHAP 6 check will be mailed
Address: 707 Wilshire Blvd, 10th Floor, Los Angeles, CA 90017 Administrative Entity LAHSA
Total HHAP 6 Allocation(s) Administering $ 86,772,936.22 HHAP 6 eligible use
category For youth set aside? Describe the proposed funding activity Identify the total $ HHAP
funding proposed for the
activity
Identify which SPM improvement
Key Action(s) the activity supports
(i.e., Key Action #3)
Rapid Rehousing $5,773,616 LAHSA’s Time Limited Subsidy (TLS) 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 $ 46,535,445.68 Key Action #9, 49, 51, 52, 54
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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- 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 1,600 slots under the time limited subsidy program.

Prevention & Diversion $2,275,000 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 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. HHAP funding will continue to provide 920 slots and 90 problem solving provider staff under the program. $12,027,444 Key Action #42, 45
IH – Operating Expenses $3,768,260 LAHSA’s Interim Housing budget supports a temporary housing solution for individuals experiencing homelessness. This emergency shelter program provides a safe space for participants as they undergo assessment, work toward housing goals, and connect with permanent and supportive housing resources. As part of the assessment process, participants are connected to the Los Angeles Coordinated Entry System (CES), which helps prioritize individuals with the highest need. All programs within the CES system operate under a Housing First, Harm Reduction, Low Barrier, and Trauma- Informed Care approach, ensuring that participants are matched to appropriate interventions that will quickly end their homelessness. Resource referrals and case management are core interventions available to all participants during their stay.

This funding will support 240 existing interim housing beds in Los Angeles County.
$13,895,915 Key Action #9, 43, 51, 52
Services and Services
Coordination for Unsheltered
Homelessness
$1,594,127 Access Centers 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 $8,240,026 Key Action #44
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LA County
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 program (such as RRH (Rapid Rehousing), 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 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. HHAP funding will continue to support 31 Access Centers in Los Angeles County.

Administrative Costs No The administrative funds support LAHSA staff who carry out essential functions to effectively and efficiently plan, develop, implement, administer, manage, support, oversee, and analyze the HHAP program, ensuring compliance with all grant requirements. These functions encompass a range of key areas, including executive management, human resources, communications, finance, equity, data management, contracts and procurement, monitoring and compliance, information technology, systems development, and planning.

LAHSA staff are responsible for awarding contracts each year for RRH, crisis housing, and supportive services. They also manage over 100 provider relationships, which involve administering funding for various homeless programs and services. By leveraging multiple funding sources (local, state, and federal), LAHSA staff develop integrated programs and care systems that align with the HEARTH Act, ensuring the LA Continuum of Care remains compliant with federal guidelines. Additionally, they review, and process payment requests submitted by service providers to ensure timely and accurate disbursement of funds.
$6,074,105.54 n/a
$
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LA County Funding Plan
Administrative Entity
Which Administrative Entity is submitting the below
budget?:

County of Los Angeles
Tax ID: 95-6000927
Primary Contact
First Name: Rachael
Last Name: Simon
Title: Manager
Email: [email protected]
Phone: (323) 447-6402
Where HHAP 6 check will be mailed
Address: 500 W Temple St., Ste 493, Los Angeles, CA 90012 Administrative Entity County of Los Angeles
Total HHAP 6 Allocation(s) Administering $85,120,000.00 HHAP 6 eligible use
category For youth set aside? Describe the proposed funding activity Identify the total $ HHAP
funding proposed for the
activity
Identify which SPM improvement
Key Action(s) the activity supports
(i.e., Key Action #3)
Rapid Rehousing $ 0 N/A
PH - Operating Subsidies $ 0 N/A
PH Services and Services
Coordination - NEW
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. $76,608,000 Key Action #63
Capital for PH - NEW $ 0 N/A
Prevention & Diversion $ 0 N/A
Navigation Centers $ 0 N/A
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Pasadena
Motel/Hotel Vouchers $ 0 N/A
IH – Operating Expenses $ 0 N/A
IH Services and Services
Coordination
YES – 10%
$8,512,000
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, health care, and mental health care. $ 8,512,000 Key Action #46, 51, 53
Capital for New IH - NEW $ 0 N/A
Improvements to Existing IH $ 0 N/A
Services and Services
Coordination for Unsheltered
Homelessness
$ 0 N/A
Administrative Costs $ 0 N/A
HMIS Costs $ 0 N/A
Administrative Entity
Which Administrative Entity is submitting the below
budget?:

Pasadena CoC
Tax ID: 956000759
Primary Contact
First Name: Jennifer
Last Name: O’Reilly-Jones
Title: Homeless Programs Coordinator Management Analyst II Email: [email protected]
Phone: (626) 744-8305
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Pasadena Funding Plan

Where HHAP 6 check will be mailed
Address: City of Pasadena 100 N. Garfield Avenue S348, Attn: Treasury, Pasadena, CA 91109 Administrative Entity City of Pasadena
Total HHAP 6 Allocation(s) Administering $ $677,599.37
HHAP 6 eligible use
category For youth set aside? Describe the proposed funding activity Identify the total $ HHAP
funding proposed for the
activity
Identify which SPM improvement
Key Action(s) the activity supports
(i.e., Key Action #3)
Rapid Rehousing No HHAP-6 fund will support rental subsidies, move-in expenses, and supportive services.

$ 214,674.28 Key Action #77
PH - Operating Subsidies $ 0 N/A
PH Services and Services
Coordination - NEW
$ 0 N/A
Capital for PH - NEW $ 0 N/A
Prevention & Diversion $ 0 N/A
Navigation Centers $ 0 N/A
Motel/Hotel Vouchers Yes- $67,759.94 HHAP-6 funds will support motel vouchers for adults, families, and youth experiencing unsheltered homelessness.
$222,006.48 (includes YSA) Key Action #81
IH – Operating Expenses $0 N/A
IH Services and Services
Coordination
$ 0 N/A
Capital for New IH - NEW $ 0 N/A
Improvements to Existing IH $ 0 N/A
Services and Services
Coordination for Unsheltered
Homelessness
No HHAP-6 funds will support services for people experiencing unsheltered homelessness to help them transition to interim and permanent housing with services attached, housing navigation, and harm reduction services. $ 193,486.65

Key Action #82
Administrative Costs No HHAP-6 funds will support grant administration. $ 47,431.96

N/A
HMIS Costs $ 0 N/A
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4.b. Sustainability of the Region's Interim Housing Portfolio Guidance
Pursuant to HSC Section 50243(c), all applicants must demonstrate they have dedicated sufficient resources to sustain their region’s existing and proposed portfolio of interim housing within the grant term (FY24/25-FY28/29).

The stakeholder engagement required in advance of regional application development should also be used to help inform the requirements related to documenting the Sustainability of the Region’s Interim Housing Portfolio.

Region's Interim Housing Portfolio
Number of Existing Interim Beds (beds) within the Region. 23,496
(If Applicable) Number of Interim Beds Proposed to be added within the grant term (FY24/25-28/29). 1,397
Total Estimated Capital and Operating Cost for the Existing and Proposed Beds during the grant term. $4,195,067,587.62
Funding Sources Realizing and Sustaining the Estimated Capital and Operating Costs for Beds in the Region within the Grant Term (FY24/25-FY28/29).

Guidance
The funding amounts in this table, when added, must equal the estimated total capital and operating cost for the existing and proposed beds during the grant term.

If a gap remains, the region must identify other sources to address the gap. This may include, but is not limited to, use of HHAP funding, local dedicated funding, Behavioral Health Services Act funds, long-term capitalized operating reserves, or any other local, state, or federal funding source from the list within the Systems Performance Measures Improvement plan section (IV.A.3.b.ii.) of the HHAP 6 NOFA.

Funding Source Amount Dedicated
BHCIP - Emergency Stabilization Beds (ESB) Grant $ 33,241,866.00 City of LA Alliance Reimbursement $ 78,130,808.96 City of LA General Fund $ 548,183,598.03
City of LA Roadmap $ 68,878,513.00
City of Pasadena General Fund $ 2,415,860.38 County General Fund/NCC $ 433,801,251.00
DPSS (HSP TANF non-WtW / WtW) $ 73,165,888.00 Emergency Solutions Grant $ 13,320,700.94
Encampment Resolution Funding $ 24,846,096.00 Homekey $ 23,726,332.00
Homeless Housing, Assistance and Prevention (HHAP) – 1 $ 2,783,504.09 Homeless Housing, Assistance and Prevention (HHAP) – 2 $ 2,920,172.00 Homeless Housing, Assistance and Prevention (HHAP) – 3 $ 27,262,991.02 167 of 464

126
Homeless Housing, Assistance and Prevention (HHAP) – 4 $ 76,793,775.37 Homeless Housing, Assistance and Prevention (HHAP) – 5 $ 155,890,591.91 Homeless Housing, Assistance and Prevention (HHAP) – 6 $ 142,556,559.14 City of Long Beach Local jurisdictional funding (City &/or County) $ 66,051.00 Measure A $ 2,052,664,269.03
Measure H $ 432,918,759.75
Measure S (City of Glendale) $ 1,500,000.00

4.c. Sustainability of the Region’s Permanent Housing Portfolio Guidance
Regions proposing to use HHAP 6 to fund New Interim Housing Solutions (aside from those designated for the Youth Set Aside) and/or Non-Housing Solutions must complete this section.

If a region demonstrates it can sustain its existing and proposed interim and permanent housing portfolio, then it may be permitted to use HHAP 6 funds on New Interim Housing solutions (beyond New Interim Housing for youth populations) and/or Non-Housing Solutions; however, applicants will still be required to budget and spend at least 50 percent of their HHAP 6 allocation on Housing Solutions, defined as HSC 50243(e)(1),(2),and (3)(A-I).

Region's Existing Permanent Affordable Housing Portfolio Total permanent affordable housing developments and units (developments) in the region. 59,230
Total estimated capital and operating cost for existing developments. $2,925,511,572.73
Funding Sources Realizing and Sustaining the Region's Existing Developments within the Grant Term (FY24/25-FY28/29).

Guidance
The funding amounts in this table, when added, should equal the estimated total capital and operating cost for existing developments in the region.

If a gap remains, the region must identify other sources to address the gap. This may include, but is not limited to, use of HHAP funding, local dedicated funding, Behavioral Health Services Act funds, long- term capitalized operating reserves, or any other local, state, or federal funding source from the list within the Systems Performance Measures Improvement plan section (IV.A.3.b.ii.)of the HHAP 6 NOFA.

Funding Source Amount Supporting
CDBG $ 3,500,000.00
City of Pasadena - all sources $ 5,245,015.00 Continuum of Care Housing Assistance $ 599,602,877.49 County of Los Angeles - all sources $ 1,000,000.00 168 of 464

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Deferred Developer Fee $ 3,392,848.00
Federal - Congressional Grant $ 500,000.00 Ground Lease $ 13,250,000.00
Historic Tax Credit Equity $ 1,910,535.00
HOME $ 59,142,548.00
Housing Authority Land Loan $ 12,400,000.00
LMIHAF $ 2,000,000.00
Measure S, PLHA & LMIHAF Fund $ 13,715,372.00 Mod Rehabilitation/SRO Housing Assistance $ 18,921,961.77 Permanent Loan $ 17,298,913.00
PLHA $ 6,500,000.00
Project Based Vouchers $ 1,805,435,393.47
Public Housing $ 295,364,582.00
State of California/HCD - all sources $ 29,037,580.00 Tax Credit Equity $ 37,293,947.00
At-Risk Permanent Affordable Housing within the Region
Number of developments at risk of expiring affordability restrictions during the grant term (FY24/25-FY28/29). 20 Total estimated capital and operating cost for at-risk developments. $9,630,000

Funding Sources Realizing and Sustaining the Region's At-Risk Developments within the Grant Term (FY24/25-FY28/29) Guidance
The funding amounts in this table, when added, should equal the estimated total capital and operating cost for the region's at-risk developments.

If a gap remains, the region must identify other sources to address the gap. This may include, but is not limited to, use of HHAP funding, local dedicated funding, Behavioral Health Services Act funds, long- term capitalized operating reserves, or any other local, state, or federal funding source from the list within the Systems Performance Measures Improvement plan section (IV.A.3.b.ii.) of the HHAP 6 NOFA.

Funding source Amount Supporting
Affordable Housing Trust Funds $9,630,000
Proposed Permanent Affordable Housing within the Region Total number of developments proposed which still have a financing or supportive services and operations funding gap (proposed developments) during the grant term (FY24/25-FY28/29). 29 Total Estimated Funding Gap (capital and operating costs) for the proposed developments during the grant term (FY24/25-FY28/29). $468,898,531
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Funding Sources Realizing and Sustaining the Region's Proposed Developments within the Grant Term (FY24/25- FY28/29) Guidance
The funding amounts in this table, when added, should equal the estimated total capital and operating cost for the region's proposed developments.

If a gap remains, the applicant must identify other sources to address the gap. This may include, but is not limited to, use of HHAP funding, local dedicated funding, Behavioral Health Services Act funds, long- term capitalized operating reserves, or any other local, state, or federal funding source from the list within the Systems Performance Measures Improvement plan section (IV.A.3.b.ii.) of the HHAP 6 NOFA.

Funding source Amount Supporting
Affordable Housing Trust Funds $ 69,000,000.00 County of Los Angeles - all sources $ 8,215,000.00 Deferred Developer Fee $ 4,850,375.00
Developer Loan $ 16,000,000.00
Developer Capital Stack $ 372,000,000.00
Developer Fee Contribution $ 13,279,419.00
HCD LHTF $ 4,750,000.00
HOME $ 22,456,073.00
HOME-ARP $ 2,181,500.00
Land Loan $ 12,400,000.00
Land Value $ 14,490,000.00
Measure S, PLHA & LMIHAF Fund $ 11,900,000.00
Permanent Loan $ 29,351,367.00
PLHA $ 3,500,000.00
Project Based Vouchers $ 203,681,874.25
Tax Credit Equity $ 98,203,009.00

4.d. Documentation of Youth Set Aside Requirement
Guidance
At least 10 percent of each HHAP 6 allocation must be spent on services for homeless youth (HSC 50241(e)), and there are no prohibitions on spending a greater percentage on the Youth Set Aside.

Documenting Sustainability of the Region’s Permanent Housing Portfolio is not required for New Interim Housing Solutions for homeless youth.

By checking the box below, I certify that at least 10 percent of each HHAP 6 allocation is set-aside for youth (defined in HSC 50216(l)), as required by HSC 50241(e). ☒ 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. 170 of 464