Agenda Item No. 11
CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: November 14, 2022 FROM: Matthew Bronson, City Manager
PREPARED BY: Matthew Bronson, City Manager
John Peters, Chief of Police
Greg Ray, Public Works Director/City Engineer
David Hale, City Attorney
SUBJECT: Homelessness Response Update
RECOMMENDATION
Receive an update on the status of the City’s response to homelessness in Grover Beach and actions the City is taking to address this issue, and provide input and direction to staff.
BACKGROUND
This agenda item is an update on the City’s efforts to address homelessness issues in Grover Beach following previous updates provided to the Council on November 8, 2021, February 14, 2022, and May 9, 2022. Homelessness continues to be a significant challenge not only in Grover Beach but throughout the entire county and state. The Council has recognized the importance of addressing this challenge with the selection of Housing and Homelessness as a Major City Goal for FY 2021-23 which states:
Housing and Homelessness. Update City codes and standards to encourage housing construction to meet diverse needs; collaborate with developers and non-profits in efforts to increase overall housing stock with a priority on affordable housing availability; and partner with regional agencies and organizations to address homelessness and related sheltering issues in the city and region.
This issue has strong resonance with the community as evident by frequent resident communication to the City as well as the most recent community survey conducted in October 2021. Homelessness was identified by respondents to the survey as the most important issue facing Grover Beach (cited by 35% of respondents) exceeding the next most cited issues of road and infrastructure improvements (27%), affordable housing (11%), and crime and safety (11%).
When asked if the City should do more to address homelessness, 70% of respondents indicated yes with the most supported activity to address homelessness being temporary or permanent shelter space for homeless individuals (46%) followed by outreach to homeless on accessing services and housing (39%) and clearing encampments and enforcing camping ordinances (28%).
Summary of Previous City Actions
Homelessness response is a key priority for staff given the need expressed by the community and the Major City Goal identified by the Council. The City’s overarching goals in addressing homelessness are to demonstrate compassion in enabling unhoused individuals to obtain needed housing and services while ensuring order with maintenance and cleanliness of public spaces, Staff Report: Homelessness Response Update Page 2
November 14, 2022
including public parks. Homelessness is an issue much larger than the traditional role of cities and while cities did not create homelessness, cities are having to address it and the impacts it creates in our communities. This is truly a regional issue with engagement from each city along with the County in providing social and human services, establishing safe parking areas, and facilitating grant funding opportunities. The County has renewed focus in this area as exemplified by the Board of Supervisors’ recent adoption of a new five-year plan to address homelessness with a goal of reducing homelessness by 50 percent in five years. An overview of the County’s plan was shared with the Council at the May 9th meeting and the City’s actions are consistent with the goals and objectives of this plan which is shown in Attachment 3.
Below is a summary of previous actions taken by the City as shared with the Council in the City with an update on the status of these and other actions provided in the following section:
• The City has secured nearly $1.5 million in Community Development Block Grant (CDBG) funding in recent years for eviction prevention and security deposits administered by the 5Cities Homeless Coalition (5CHC) to prevent homelessness among Grover Beach residents. These funds have also supported the South County winter warming center, provided assistance to homeless individuals including mental health services, and expanded childcare opportunities which supports employment. • The City has supported 5CHC in its work to develop a temporary shelter of 20 “pallet homes” or “cabins” on County property at 1523 Long Branch Avenue. This temporary shelter would be co-located with other public facilities including the County Public Health Clinic and Alcohol and Drug Services along with a Superior Court courthouse. The facility will be managed and monitored 24/7 with 5CHC staff and will have security cameras and privacy fencing installed. Sheltering facilities of this type are in place in locations around the country though this would be the first such location in the county. • On March 14, 2022, the Council approved the acquisition of vacant property at 955 South 4th Street for use as a homeless housing facility. The acquisition cost was $425,000 which was funded through the City’s allocation of American Rescue Plan Act funding. The facility will be developed and managed by 5CHC for non-congregate temporary housing that could serve as bridge housing or an emergency shelter. The Council approved a longterm ground lease with the 5CHC on June 27, 2022 to develop and operate the facility. • The City has taken numerous actions to clean homeless encampments and remove trash and other debris. These actions began in November 2021 to clean areas and remove vegetation along El Camino Real followed by additional cleaning efforts in April and October 2022. The City also took additional action in Ramona Park in February 2022 including cleaning the area around an encampment and removing the gazebo slated for future removal as part of the Ramona Park Master Plan.
Current Status of City’s Homelessness Response
Below is an update on the current status of actions taken by the City and partner agencies since the May 9th Council meeting:
• “Cabins for Change” Temporary Housing Project. The 20-unit cabins project on County property at 1523 Long Branch Avenue is nearing completion. Site development occurred in early summer and the cabins were delivered and assembled in August/September.
Attachment 1 shows pictures of the assembled buildings which also include bathing and Staff Report: Homelessness Response Update Page 3
November 14, 2022
bathroom facilities, administrative offices, communal spaces, and a storage area. The site is not a drop-in shelter but a reservation-based temporary housing facility with mandatory case management services. All 20 units have been reserved for specific homeless individuals and though this is a regional facility serving the South County area, many of those reserving spots are from Grover Beach. The facility was supposed to open in September, but a necessary 600-amp power supply switch to operate the site has not yet been delivered due to supply chain issues. Given that this delivery has been delayed three times, 5CHC is working with the County and PG&E on a solution to provide temporary power to enable the cabins to have heating and lighting. 5CHC will host a community open house for the site prior to operation to demonstrate how the site will be used. • Barca Street Homeless Housing Facility. 5CHC continues to work on designing a housing facility at the City-owned property at 955 South 4th Street. The entrance to the facility will be located on the other side of the property on Barca Street, hence the naming of this project. The specific details of this facility are still undetermined, though in general, the facility would be used for non-congregate temporary housing that would be complementary to the cabins. 5CHC will seek grant funding from various sources to construct and operate this project, such as Project Homekey funds from the State. Both 5CHC and staff have met with the adjacent business owner to provide more information on the project concept and answer questions.
• Winter Warming Center. A significant challenge each year is locating a winter warming center for homeless individuals during inclement weather as no permanent facility exists in South County. Since 2016, six different facilities have served this role on a temporary basis in Grover Beach and Arroyo Grande. For this coming winter, the South County Regional Center in Arroyo Grande will be used for this purpose under an agreement between 5CHC and the South County Chambers of Commerce which operates the facility.
A temporary location in Arroyo Grande was used as a warming center during the storm last week given the use of the regional center for election activities. The City’s CDBG funds have helped support the operation of the warming center and 5CHC continues to work with regional community partners on a permanent site that is suitable for this use. • Homeless Prevention Efforts. Since August, 5CHC has received an exponential increase in requests for homeless prevention assistance, going from 5-10 requests weekly in early summer to more than 30 requests weekly now. Most of these requests are complex involving high rental arears which illustrates the impacts of COVID along with rising rents and increased household costs. Many renters are experiencing standard rental increases of $150 to $300 per month and in some cases properties are being sold and renovated, resulting in significant rental increases. Two cases that 5CHC handled this month involved a 93-year-old tenant of more than 15 years facing a rent increase of $800 per month and an 87-year-old veteran tenant facing a rent increase from $1,100 to $2,100. Additionally, 5CHC anticipates another wave of requests once litigation involving the California Rental Relief Program is resolved as there are many pending cases from the program. Since July, 5CHC has spent more than $250,000 in homeless prevention assistance and over the past week alone has spent approximately $75,000 which was double the amount spent in the entire month of June. Overall, since January 5CHC has fielded 4,900 calls for assistance and 1,800 walk-in visits to their office. Additional information is shown in the October 2022 5CHC program report in Attachment 2. • Encampment Cleaning. As mentioned earlier, the City has carried out three encampment cleaning efforts in the El Camino Real/North 4th Street area over the past year with the Staff Report: Homelessness Response Update Page 4
November 14, 2022
most recent effort occurring in October. A City contractor carried out this work which included removal of trash and storing of personal property consistent with legal requirements including prior noticing. Many tons of trash have been removed during each cleaning effort with City maintenance crews responsible for picking up and storing personal property and Police Officers assisting with safety issues as needed. Each cleaning effort has costed the City approximately $10,000 in direct costs in addition to staff time spent on this response. However, staff believes these efforts are needed periodically to reduce the amount of trash and debris in this open space area. • Access Limitations to Open Space Area. Despite this cleaning work, the City faces significant challenges in continued camping by homeless individuals in the El Camino Real/North 4th Street open space area. These challenges include public safety issues involving both Police and Fire, environmental impacts to vegetation and wildlife, discharge of pollutants into the waterway, and aesthetic concerns about the condition of open space areas. Attachment 3 shows a map of this area which shows the jurisdictional boundary between Grover Beach and Pismo Beach along with property ownership. Staff estimates there are approximately 20 homeless individuals camping within Grover Beach’s jurisdiction with other homeless individuals in Pismo Beach’s jurisdiction with much of this area in Pismo Beach owned by California State Parks. For the open space property within the City’s jurisdiction, staff is working on numerous actions including installation of “no parking” signage along El Camino Real, installation of fencing along El Camino Real and Margarita Avenue to prevent access to the open space area, and enhanced enforcement activity with partner agencies to respond to criminal violations. Staff will share additional information during the Council meeting about these potential actions including cost information to receive further direction from the Council.
Legal Requirements
Lastly, staff wished to address the legal requirements involved with this issue beyond the requirements regarding storage of personal property mentioned above. The City’s efforts and those of other public agencies are complicated by the Martin vs. City of Boise, 920 F.3d. 584 (2019) case law from the 9th Circuit Court of Appeals (referred to as Boise). The Boise case law prohibits enforcement of camping prohibitions in public spaces by a public agency if there is no designated indoor shelter space sufficient to accommodate the number of estimated homeless individuals in that community or specific public space for these unhoused individuals to go. This case law, in which the U.S. Supreme Court declined to intervene, governs communities throughout the western United States and has a profound impact on the ability of local government to legally address homelessness particularly in areas like South County that do not currently have available shelter space. The City also has not designated specific public spaces for homeless individuals to go to such as public parks. Despite concerns about the scope of this case law, the City must abide by it given its legal implications and the risk of facing legal challenge.
At the October 11th Council meeting, a community member asked whether the opening of the 5CHC cabins project could allow the City to legally enforce its camping prohibitions under Boise.
Staff has reviewed this issue with the City Attorney and the response is that the City will not be able to conduct this enforcement at this time as there will not be enough shelter space for all the City’s homeless individuals at the cabins (which will be the only indoor shelter space in South County) or a designated public space available for these homeless individuals to go. While the cabins are not yet open, 5CHC has reserved all of them with individuals hoping to enter 5CHC’s case management and housing program. Unfortunately, no one in the El Camino Real/North 4th Street open space area has expressed interest in the program yet. However, 5CHC continues to offer services to these individuals and has successfully housed an individual from this area.
Staff Report: Homelessness Response Update Page 5
November 14, 2022
Moving forward, there are policy options for the Council to consider in providing greater legal enforcement capability to enforce the City’s camping prohibitions. The Council could consider directing staff to further research options for amending the City’s code to increase enforcement capabilities such as:
• Prohibiting camping in certain locations such as the El Camino Real area while designating defined permitted camping areas on public property or vacant property that could be purchased for this purpose
• Establishing limited camping hours at certain locations and requiring belongings to be removed outside of the hours
• Restricting belongings and supplies allowed when sleeping in public spaces to tents, blankets, pillows and sleeping bags to help enforce additional case law through the Johnson v. Grants Pass, 50 F.4th 787 (2022) decision.
Council could provide staff with direction to bring a discussion of the options for an ordinance to the Council in early 2023 for consideration and discussion of benefits and impacts from these policy options.
FISCAL IMPACT
Funding for operations of potential homeless facilities and services, including encampment cleaning, has been allocated as part of the City’s ARPA funds appropriated in this year’s operating budget.
ALTERNATIVES
The Council has the following alternatives to consider:
1. Receive an update on the status of the City’s response to homelessness in Grover Beach and actions the City is taking to address this issue, and provide input and direction to staff.; or
2. Provide alternative direction to staff.
PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act and a copy was provided to the 5Cities Homeless Coalition and to individuals who have contacted the City with concerns about homelessness.
Attachments
1. “Cabins for Change” Pictures
2. 5CHC Program Report for October 2022
3. Open Space Jurisdiction and Property Boundaries
4. San Luis Obispo Countywide Plan to Address Homelessness 2022-2027 “Cabins for Change” Pictures
Attachment 1
Case management and financial assistance for deposit, rent and immediate needs for those who are homeless or facing homelessness. Together, these programs prevent loss of housing and aid in rehousing.
Total Number of
Calls:
864
Total Number of
Walk-ins:
244
Households with
Children: 35
Households
without children: 46
Number of Coordinated
Entry Surveys: 81
21 4 2
Single-Parent
Households: Seniors (62+): Disabled:
Youth
(under 25): Veterans:
26 10 15 5 2
Rapid Re-Housing and Homeless Prevention Programs
Information & Coordinated Entry
5Cities Homeless Coalition
October 2022 Program Report
Assistance begins with a Coordinated Entry Intake, a service utilized by Homeless Service Providers throughout the County that provides a standardized assessment to ensure a consistent, streamlined experience for those seeking services. Clients complete a comprehensive needs assessment, identify barriers to employment or housing, and develop an immediate action plan. Those visiting 5CHC’s offices are provided access to computer, internet, phone charging, mailing address, food, and hygiene supplies.
Homeless Youth
Outreach and case management targeting homeless youth age 16-24, providing support for immediate needs, education and job development, and housing assistance. Program is offered in partnership with Dignity Health, Good Samaritan Shelter, and Lucia Mar Unified School District, Police Departments of Arroyo Grande and Grover Beach.
New
Contacts
Made
This
Month
Total # of
Case
Managed
Youth
Youth Who
Gained New
Housing,
Employment,
Benefits, or
Education
Permanently Housed This Month: 13
Rapid Rehousing Year to Date: 136 Families
Average Amount
Spent on Deposit
Year to Date:
$2,230
Average Amount
Spent on Deposit:
$2,176
Average Amount
Spent on Rental
Assistance:
$3,181
Prevented Homelessness (Eviction) This Month: 21
Prevented Homelessness (Eviction) Year to Date: 167
Average Amount
Spent on Rental
Assistance Year
to Date: $1,882
Attachment 2
Individuals Connected to
Resources This Month
Through Outreach
105
Cabins for Change Opening Soon!
New Benefits
Cases
0 New Benefits
Awarded
0 Cases Opened on
Behalf of Medically
Fragile
1 Outreach Efforts:
5CHC staff conducts outreach to ensure the health and safety of individuals and families living in local encampments. 5CHC works with law enforcement, County Public Health, and others to conduct health checks and provide food, hygiene, and access to case management. This month, we targeted Grover Beach extensively.
Immediate Needs:
Assists homeless and low-income families and individuals in the Five Cities area with limited funds to address their immediate needs, and move them to self–sufficiency. Helping families overcome a one-time barrier can enable them to move toward self-sufficiency, stability, and economic improvement. Examples of assistance include gasoline, clothing, employment readiness, detox/sober living, basic needs, etc. Average amount spent per client: $97.39 Benefits Advocacy/Medically Fragile Clients:
5CHC clients are offered guidance in attaining public benefits, including SSI, Cal Fresh, etc. Housing clients are also encouraged to participate in financial literacy and budgeting training. Our work with medically fragile clients is aimed at improving discharge planning and case management with Arroyo Grande Community Hospital. Monthly Averages:
Winter Warming Center
During the winter season, 5CHC operates an overnight warming center to provide a safe, warm, and dry place for homeless adults to find shelter on nights with specific forecasts of inclement weather. The Warming Center 2022 - 2023 Season will begin November 1st, 2022.
News & Happenings
This new temporary emergency housing program in Grover Beach, also referred to as “Cabins for Change,” will use modular cabins at 16th Street and Long Branch Avenue. With 24/7 support, wrap-around case management, and services providing nutrition, recovery and housing stabilization guidance, 5CHC's Cabins for Change program will help homeless individuals achieve long-term housing.
Total Nights
Open
18 Families with
Children
0 Avg. # of
Guests This
Season
7 # of 1st Time
Guests
24 5Cities Homeless Coalition
A 501(c)(3) Nonprofit | Tax ID #27-0413593
(805) 574-1638 | 5CHC.org
P.O. Box 558
Grover Beach, CA 93483-0558
@5citieshomelesscoalition
New Benefits
Cases
1 Grover Beach/Pismo Beach Open Space Properties
Grover Beach
Pismo Beach
Attachment 3
1 Version Approved by HSOC (July 20, 2022)
The San Luis Obispo
Countywide Plan
to Address Homelessness
2022-2027
Adopted by on [date]: Adopted by:
Homeless Services Oversight Council
(HSOC)
on July 20, 2022
[Insert County seal after adoption]
Attachment 1
1 of 44
Attachment 4
2 Preface: Why We Must Address Homelessness
Homelessness burdens our community in ways we can no longer afford. No matter the lens through which you examine this issue, the cost is high.
The toll of homelessness on the individual experiencing homelessness is well established. The average life expectancy for someone experiencing homelessness is approximately 25 years shorter than those with stable housing.1 Homelessness exacerbates existing health problems and causes new ones, both with chronic conditions (such as diabetes) and acute problems (such as infections and injuries). Accumulated trauma from insecure and at times dangerous situations can contribute to an unhoused individual’s behavioral health challenges. It is difficult to manage one’s health and heal when there is no place to rest and recuperate.
Further, high rents, stiff competition for lower-cost units, and the many bureaucratic, legal, and financial hurdles facing unhoused persons can make it hard for them to hold on to hope or envision and plan for a safer, more stable life in housing.
Less obvious is the combined toll on our community's wellbeing. As the numbers of those experiencing homeless in our region continues to rise, our community suffers immeasurable losses to our quality of life, environmental wellbeing, and economic vitality.
We mourn the loss of our parks and open spaces. The accessibility we once had to these community resources continues to diminish as more and more people make these locations their homes. The landscapes of our parks, our trails, our community centers and even our sidewalks have rapidly changed. We have long prided ourselves on a high quality of life here in the County of San Luis Obispo, but this quality is being significantly and rapidly degraded by the growing impact of homelessness.
Apart from the emotional toll on our community, the financial cost of homelessness is staggering and continues to grow. The U.S. Department of Housing and Urban Development (HUD) estimates that each homeless person costs their community more than $40,000 per year2 due to frequent use of public services such as ambulance rides, emergency room visits, hospitals, arrests, jail time and other services. These community costs are exacerbated by the financial impact of homelessness through the loss of a region’s business vitality. Whether in attracting 1 Source: Not One More: Honoring Those Who Died Homeless, NAEH, available at:
https://endhomelessness.org/blog/not-one-more-honoring-those-who-died-homeless/ 2 Source: The Cost of Homelessness, by Veronica Morley, available at https://www.turnto23.com/news/homeless/breaking-down-the-cost-of-homelessness 2 of 44
3 diverse business development or maintaining a reliable workforce, the existence and expanse of homelessness are a deterrent to our economic health.
While it is complicated to calculate the total individual and community costs of homelessness, it is even more complicated to understand its root causes. There is not one simple answer to the question of how people become unhoused. There is confusion as to why homelessness grows so rapidly despite expensive efforts to confront it. There is a waning belief, perhaps even a loss of hope, that this problem can ever be prevented from growing and permanently blemishing the texture of the society we leave to our children. While the cause of each instance of homelessness may be unique, there is one thing every case has in common: Once a person is homeless, it becomes increasingly more difficult for them to regain housing and stability as time goes on. Our whole community witnesses the daily suffering and tragedy that our unhoused neighbors experience. In the end, we all are affected.
There is no simple answer to addressing homelessness, but we can all agree that our approach needs to change. This strategy does not pretend to offer an end to homelessness in a community where rent is high, and wages are not. Instead, this strategy offers a bold, systematic, and integrated sequence of actions designed to make the goal of substantially reducing homelessness achievable, so that our children can come to know a region with the values and humanity that have long made our Nation and the County of San Luis Obispo a wonderful place to live. 3 of 44
4 Table of Contents
PREFACE: WHY WE MUST ADDRESS HOMELESSNESS.................................................................2 TABLE OF CONTENTS..............................................................................................................4 EXECUTIVE SUMMARY.............................................................................................................5 STATE OF HOMELESSNESS IN THE COUNTY OF SAN LUIS OBISPO ................................................6 ENDING HOMELESSNESS ........................................................................................................8 SUMMARY TIMELINE...............................................................................................................9 LINES OF EFFORT ................................................................................................................ 11 Lines of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations. ...............................11 Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts. .............17 Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen data-driven operational guidance and strategic oversight. ............................................................................................................23 Line of Effort 4: Create, identify, and streamline funding and resources. ..................25 Line of Effort 5: Strengthen Regional Collaboration......................................................29 Line of Effort 6: Build public engagement through information-sharing and partnership. .......................................................................................................................31 SUMMARY OF REQUESTED JURISDICTIONAL COMMITMENTS..................................................... 33 APPENDICES ....................................................................................................................... 34 APPENDIX A: HOUSING GOAL METHODOLOGY...................................................................... 34 APPENDIX B: REGIONAL HOUSING NEED ALLOCATION (2019)................................................ 38 APPENDIX C: PLAN DEVELOPMENT ....................................................................................... 39 APPENDIX D: GLOSSARY...................................................................................................... 40 4 of 44
5 Executive Summary
Despite the expansion of homeless shelters and parking villages in the County of San Luis Obispo over the last several years, we have the capacity to shelter only 20-30% of our homeless citizens on any given night. Our community is rowing upstream against forces that have evolved over decades and are national in scope: high housing costs, low vacancy rates, chronic impacts of trauma, and behavioral healthcare challenges.
Making incremental increases in uncoordinated efforts to reduce homelessness is no longer an option for our region. This plan outlines a bold, housing-centric strategy to reduce the number of people experiencing homelessness to 50% of the current level within five years. Achieving this goal will require a whole-of-community effort that includes increasing the availability of non-congregate shelters; reexamining and diversifying funding sources; strengthening regional partnerships; and modernizing the data systems and structures that address homelessness.
Achieving this goal in a high-demand/low-supply local housing market requires a mix of housing approaches that vary by how they affect housing supply, the level of services they require, and the time and cost it takes to build them. The plan includes strategies to build or secure housing solutions for 2,050 additional people over five years.
The plan is organized into six Lines of Effort (LOE). Each Line of Effort represents a series of related events, actions or projects that combine to achieve a specific objective linked to the strategic goal of reducing homeless. This is a roadmap; details will be added as each area is addressed over time, using a data-based approach to inform decisions. While each LOE addresses a distinct aspect of the challenge, none stands alone. For example, LOE1 (the main effort) focuses on increasing the amount and types of housing and shelter available, while LOE2 is focused on preventing homelessness and supporting housing stability.
This plan recognizes that increased access to housing is necessary but insufficient.
While reducing homelessness is the goal, solely building housing is not. Reducing homelessness requires not just a physical increase in housing, but also the services needed to support people in securing and retaining that housing.
Reducing homelessness must also address specific barriers such as trauma, mental illness, addiction, and medical challenges, with attention on the needs that may differ by culture, language, family type, age, and an individual’s specific experience with trauma. Furthermore, this plan recognizes that a structured approach to regional collaboration is needed to implement and oversee these efforts, supported by new data capabilities and expanded efforts in communications and public engagement. 5 of 44
6 State of Homelessness in the County of San Luis Obispo How many people are experiencing homelessness in the County of San Luis Obispo?
• 1483 people were observed as
homeless throughout SLO
County in the 2019 Point-InTime Count. 2022 results are pending at the time of this
plan’s release. To see data from
the most recent local homeless
Point-In-Time Count, please
refer to [LINK].
• On average, each year since
2018, homeless system of care
inflow has exceeded outflow by
196 people.
• In 2020, among communities categorized as “largely suburban” nation-wide, the County of San Luis Obispo had the 3rd largest percentage of unsheltered homelessness nationwide—82.4% of the homeless population was unsheltered. San Luis Obispo also made the top 5 list for unsheltered youth, unsheltered veterans and unsheltered individuals.
Who is experiencing homelessness in the County of San Luis Obispo? • Programs to house families have been better funded than those that house individuals, so individuals are less likely to be receiving housing and service resources. Families make up 15% of the Point-In-Time Count census but 39% of the people served by the system of care. In contrast, individuals make up 85% of the Point-In-Time Count but only 61% of those served by the homeless system of care.
• Most people who access services for homelessness in the County of San Luis Obispo are from the County of San Luis Obispo. 92.9% of people who accessed homeless services in 2020 in the County of San Luis Obispo had not accessed services in any other community in California.
We know housing ends homelessness—what about housing?
• The County of San Luis Obispo is the second least affordable small metro area in the entire nation. The County’s cost of housing is about 51.7% higher What is the homeless system of
care?
The homeless system of care consists of all
the various community partners that provide
or support housing, shelter, services, and
resources for people who are experiencing
homelessness or who have recently
experienced homelessness in our community.
These include, among others, CAP-SLO, ECHO,
5 Cities Homeless Coalition, Lumina Alliance,
Transitions Mental Health Association, the
Salvation Army, HASLO, and County
departments.
6 of 44
7 than the national average, ranking it as a small metro area with the fourthhighest housing cost in the United States.3 • As of February 2022, rent in this County averaged at $2,347 per month – $719 more than the national average.4
• The apartment vacancy rate as of fourth quarter of 2020 was 3%, which is approximately half of the national rate 5.6%.
• Rapidly rising rents (13.5% increase from 2020 to 2021and 46% since 2016) have increased the financial burdens on low-income people.5 • The median rental household in the County spends 38% of its income on housing, meaning that over half of all rental households in the County are at increased risk of homelessness due to the burden that housing costs place on family budgets.
6 How has the homeless system of care been able to respond to these challenges?
• Since 2019, year-round emergency shelter capacity increased by 115 beds (73%) and maximum total capacity has doubled with the addition of 110 safe parking spaces. Despite these increases, on any given night we have the capacity to shelter only 20-30% of the number of people observed as homeless in 2019 (Point-In-Time Count)
• Federal efforts such as the CARES Act and ARP and state equivalent such as HHAP have resulted in several one-time grants that have launched new efforts.
As those close, challenges continue.
• At the same time, housing and service providers struggle to hire and maintain enough adequately trained staff. For example, in April 2022, the County Behavioral Health department had over 20 open positions. Similarly, the Atascadero Winter Shelter closed 6 weeks early due to lack of staffing.
What would be better?
• This community plan calls for strategic coordination across the region to create more housing and shelter, to improve system efficiencies and efficacy, and to support services that stabilize people in housing. • The substantial expansion in capacity for shelter and housing outlined in this plan – with the staffing needed for success – will save lives, reduce suffering, restore people to productive lives, improve the environment, and set all communities in the County on a path to improve how public spaces are shared.
3 Source: SLO County second least affordable small metro in America, San Luis Obispo Tribute, March 21, 2022. 4 Source: https://www.rentcafe.com/average-rent-market-trends/us/ca/san-luis-obispo/ 5 Source: Analysis of HUD Fair Market Rents, available at: https://www.huduser.gov/portal/datasets/fmr.html 6 Source: https://www.huduser.gov/portal/datasets/cp.html#2006-2017 7 of 44
8 Ending Homelessness
Vision
The San Luis Obispo region will reduce homelessness by
ensuring that people at risk of losing housing can retain it, and those experiencing homelessness can equitably secure safe housing with appropriate supports, minimizing trauma to the individual, the community, and the environment.
Goals of this Plan:
1. Reduce the number of people experiencing
homelessness to 50% of the current level
within five years.
2. Reduce unsheltered homelessness to 50% of
the current level within five years.
Six Lines of Effort:
1. Create affordable and appropriately
designed housing opportunities and
shelter options for underserved
populations.
2. Focus efforts on housing stability for
those experiencing homelessness or at risk
of homelessness, including expanding
prevention/diversion, supportive services,
and housing navigation efforts.
3. Improve and expand data management
efforts through HMIS and Coordinated
Entry to strengthen data-driven
operational guidance and strategic
oversite.
4. Create, identify, and streamline funding
and resources.
5. Strengthen regional collaboration.
6. Build public engagement through
information-sharing and partnership.
Our Guiding Principles:
• We must use a rapid cycle
implementation strategy to add capacity
in housing, shelter, and homelessness
prevention.
• We will build the train as it travels:
Strategic planning, action planning, and
implementation will be occurring
simultaneously.
• Innovation is needed to create lower cost
housing and shelter options.
• We will actively engage persons with
lived experience of homelessness in the
development, refinement, and execution
of plans.
• We must work together across
jurisdictional boundaries and across
sectors so that we can move forward with
strategically coordinated action.
• We will build community awareness of
the impacts of homelessness on our
community and support for countywide
initiatives.
8 of 44
9 Summary Timeline
• First 12 Months: Rapid-Cycle Expansion of Interim Housing Capacity • Rapid-cycle implementation of non-congregate sheltering/interim housing capacity.
• Expand landlord partnership through incentive program and incentive/mitigation fund.
• Through launch of Homeless Action Committee, lay groundwork for a Regional Compact on homelessness to expand affordable and homelessdedicated housing regionally, including deeper analysis of needs and resources focused on populations that are medically vulnerable/age 65+, have behavioral health conditions, are chronically homeless, or are families with children.
• Increase diversion and prevention capacity.
• Expand staffing levels to meet needs in interim housing capacity and provide services for people with behavioral health conditions.
• Improve and expand HMIS and Coordinated Entry for data-driven strategic oversight capabilities and operational guidance.
• Actively engage persons with lived experience of homelessness into all phases of planning.
• Launch community education and media plan.
• Years 2-3: Regional Compact for Housing Development and Expanded Service Capacity
• Jurisdictions will develop a Regional Homelessness Compact to develop and align supportive housing goals, reducing barriers to housing and aligning resources to create and support housing.
• Expand supportive services available to ensure people are able to access and maintain housing, especially outreach, skills training, medical care and behavioral health services.
2022-2023
• Build Interim
Housing
Capacity
• Prevention
• Data
2023-2025
• Expanded
Service
Capacity
• Regional
Compact
2025-2027
• Increased
Housing
Capacity
• Data-driven
refinements
9 of 44
10 • Create community standards for services and housing and expand training and other staff supports to ensure all resources support strategic plan goals and use of best practices.
• Improve data analytics and systematic reporting. Expand data connections and coordination with criminal legal system, hospitals, residential care and supported housing to offer more effective and efficient services, while respecting individual privacy rights.
• Review and learn from rapid cycle expansion of non-congregate sheltering/interim housing capacity and prevention and diversion capacity to fill in gaps and make improvements
• Years 4-5: Increase Housing Capacity
• Complete more affordable and supportive housing projects, both traditional and non-traditional, and meet Regional Housing Needs Allocation (RHNA) targets in all jurisdictions
• Develop housing solutions with consideration of water and other infrastructure needs
• Systematically speed up the path from homelessness to housing • Solidify gains with sustainable ongoing funding
• Implement incentives as needed to ensure implementation of the Regional Compact
• Enhance community partnerships to support system effectiveness 10 of 44
11 Lines of Effort
Line of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations. 11 of 44
12 Focus: Increase the number of interim and permanent housing opportunities for prioritized beneficiary groups experiencing homelessness, to clear the backlog of households without appropriate housing options due to specific housing barriers and increase the overall effectiveness and efficiency of the homeless system of care.
Metric: Create 2050 new housing opportunities for persons experiencing homelessness or at-risk of homelessness over a 5-year period across the County Summary of Timing:
• Year 1:
o Find locations and start building non-traditional interim supportive housing with the goal of creating 300 units within 3 years o Develop better data on how many people need what type of housing and supports, and where they need it, so that we can develop clear, datainformed, housing targets for specific populations.
Beneficiary groups have been identified
based on data analysis of community need.
These groups may change over time as
homelessness is addressed and community
needs change.
The following beneficiary groups have been
identified as this plan begins:
• Older Adults/Medically vulnerable
• People with Behavioral Health
Conditions
• Chronically Homeless
• Families
What do we mean by “creating housing opportunities”?
Creating housing opportunities includes any strategy to increasing housing access, including but not limited to:
• Constructing, acquiring, rehabilitating, or renovating housing units • Master leasing
• Funding housing subsidies for households to access apartments in the community • Non-traditional housing or shelter options, like tiny homes, pallet shelters, board & care facilities, shared housing, or other designs.
12 of 44
13 • Years 2-3:
o Prioritize and accelerate development of permanent housing projects to meet the mix of needs in the community, including permanent supportive housing (PSH) dedicated to homeless households. o Keep building interim supportive housing.
• Years 4-5:
o Ensure the creation of permanent supportive housing and low income/very low-income housing, including small Accessory Dwelling Units (ADUs) to meet Regional Housing Needs Assessment (RHNA) targets in all jurisdictions.
See Appendix A for housing model definitions, targets, expected number of persons housed, and turnover assumptions.
A. Rapidly create and support low-cost, non-traditional interim supportive housing solutions.
1. Use rapid-cycle implementation to increase noncongregate sheltering/interim housing capacity through projects such as pallet shelters, cabins, tiny
homes, sober living homes, room and board settings,
and parking villages. Target one project in each City
and Supervisor District for a total of 300 new units
countywide within 3 years.
2. Ensure that these new interim housing projects countywide form a continuum of safe, accessible, low-barrier interim housing/shelter options for individuals and for families that include wet or damp shelters, which allow for people with substance use needs to have housing while beginning to address recovery, and options that allow partners and pets.
3. Expand the Oklahoma Avenue Parking Village and replicate on a smaller scale in additional locations, with housing navigation support.
4. Provide housing-focused services to address needs of specific populations, including chronically homeless, unsheltered, families, and elderly/medically vulnerable. (See also, LOE 2.C)
5. Develop community standards for temporary non-traditional supportive housing to ensure that people served in these settings exit to permanent housing.
6. Complete a quarterly analysis of existing projects to determine the utilization and need for interim housing based on geography, climate, and Housing Unit: A housing
unit serves one
household, which may
consist of one person.
13 of 44
14 population and outcomes of various models. Align and expand shelter resources based on analysis.
B. Remove barriers to building new units for homeless populations throughout the region, especially in cities.
1. Cities and County will adopt least restrictive interpretation of “low-barrier navigation centers” (based on state zoning requirements) into zoning codes.
2. Cities and County will consider deferring or waiving permit fees for new infrastructure related to homelessness (or commit permit and/or impacts fees to support building costs).
3. Complete a regional inventory of city- and county-owned properties (based on compilation of city housing inventories within each Housing Element).
4. Codify best practices and facilitate adoption of streamlined development of homeless housing through a Regional Homelessness Compact. (See also, LOE
5.A.)
C. Create and sustain permanent supportive housing for homeless households.
1. Work with healthcare partners to expand access to supportive housing environments appropriate for medically vulnerable individuals, chronically homeless persons and seniors. (See also, LOE 2.J.)
2. Commit to ongoing funding needed to sustain the operations and supportive services for existing permanent supportive housing projects.
3. Reduce the development cost of permanent supportive housing by removing fees and by aligning local land use policies to reduce barriers to siting.
4. Advocate at the state level for changes to housing development policies that would streamline the development of permanent supportive housing.
5. Accelerate project implementation to build 500 additional units of permanent supportive housing for homeless persons
within 5 years.
6. Prioritize production of a mix of project
sizes to serve different needs, including projects
of fewer that 12 units, projects for persons with
chronic mental illness, and larger projects using
tax credit financing to accommodate families
and seniors.
7. Ensure all housing created accounts for
water and other infrastructure needs.
Non- traditional supportive
housing options can include
the following:
• Pallet shelters
• Tiny Homes
• Board & Care
• Single Room
Occupancy (SRO)
• Sober living homes
14 of 44
15 8. Use clear prioritization and systematic tracking to ensure that medically vulnerable and chronically homeless individuals needing permanent supportive housing exit from stabilizing environments such as interim housing/shelter solutions into permanent supportive housing with sufficient clinical and other service supports.
D. Increase use of existing vouchers and rapid rehousing funds through a region-wide landlord incentive and outreach program to maximize available units with private landlords.
1. Bring the Housing Authority of City of San Luis Obispo’s (HASLO) Emergency Housing Voucher landlord incentive program to scale in all communities to increase the number of participating landlords by 15% over the next 5 years.
2. Create a countywide landlord incentive/mitigation fund and adjust available funding based on analysis of access, utilization, and outcome of current landlord engagement efforts.
3. Sustain current levels of vouchers and rapid rehousing. Add resources sufficient for an additional 160 persons to find housing.
4. Expand the Housing Now program by 5 additional persons each year.
E. Increase access to seasonal and weather-dependent shelter throughout the region.
1. Maximize opportunities for winter sheltering across the County. Start with identifying locations, then where possible, expand for less severe weather conditions and more days of service.
2. Consider cooling centers in each region (North, Central and South) to be available on days expected to exceed 100 degrees, to support both unhoused persons and vulnerable housed people without air conditioning.
F. Support achievement of Regional Housing Needs Assessment (RHNA) goals for affordable housing targeting low- and very low-income households in every jurisdiction.
1. Introduce policies and strategies to accelerate completion of affordable housing projects, including traditional housing and small accessory dwelling units or permanent tiny homes, to meet RHNA targets in all jurisdictions (one-half of 6th cycle RHNA targets for low-income and very low-income units within 5 years), to achieve 1667 units of low/very low-income housing and 500 supportive units dedicated to homeless persons or preventing homelessness (see also, LOE #1 C.4).
15 of 44
16 2. Create a public dashboard to demonstrate progress toward affordable housing goals.
3. Provide incentives to builders and developers of affordable housing to increase development, including increasing local matching funds to help make strategic local projects competitive for tax-credit financing.
4. Preserve existing affordable housing, such as mobile home parks and the Anderson building.
5. Support smaller homes of all kinds such as tiny homes, tiny homes on wheels and ADUs.
6. Support all levels of affordable housing (including deed restricted housing, moderate affordable units, affordable by design approaches) to provide housing for those exiting successfully from homeless-dedicated housing and stabilize moderate- and low-income households, including workforce.
7. Encourage development of workforce housing countywide to support staff who are currently working or moving to the area to work in this field.
8. Review City and County resources including Community Development Block Grant (CDBG) funding to increase the efficiency and timeliness of allocation and utilization. For example, consider combining funds to get projects qualified for tax-credit financing more quickly.
9. Through the HSOC Housing Committee, consider and encourage exploration of alternative housing finance models.
16 of 44
17 Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts.
Focus: Strengthen supportive services across subpopulations to effectively assist people who are experiencing homelessness in obtaining and maintaining housing.
Metrics:
• System-wide, reduce the average length of time people experience homelessness by 10% each year.
• Increase the number of people being served in shelters or by outreach staff that access permanent housing by 10% each year.
• Increase the number of people exiting homelessness by at least 2050 over five years, compared with current level of effort.
Summary of Timing:
• Year 1: Prevention & Diversion; services sufficient to support new interim housing
• Years 2-3: Develop services, training and coordination, especially outreach, skill development, and behavioral health.
• Years 4-5: Maintain services, with ongoing assessments and refinements to maximize effectiveness
A. Implement housing-focused case management and services across the region.
1. Increase staff to meet the growing challenge of emerging needs (with increased efforts in coordinated entry, outreach, housing case management); utilizing best-practices to define appropriate client to staff caseload ratios and to hire individuals who are gender- and culturally diverse, including multilingual staff.
2. Recruit and support development of new staff, which may include outreach to and partnerships with high schools and colleges; and provide support for continued education for current staff.
3. Increase and create peer support positions including developing qualifications, providing training, and leveraging support from the Department of Rehabilitation and Department of Health Care Services. 17 of 44
18 4. Increase compensation and benefits to reduce turnover, standardize pay scales across providers, and provide livable wages for those working in the services sector.
B. Support program staff in delivering effective services
1. Develop and implement community standards and best practices for each service area (including outreach, case management, coordinated entry) with a universal focus on housing navigation.
2. Create a uniform, digital library, and schedule of trainings for supportive services (including housing first, motivational interviewing, harm reduction, trauma-informed care, vocational training, resource availability, and diversity/equity/inclusion competency).
3. Ensure that coordinated entry system is used as the foundation for service assessment across the continuum.
4. Develop a resource knowledge base and referral system to maximize community resources (including housing programs such as HASLO vouchers, HUD-VASH and other specialty vouchers, affordable/tax credit housing and legal resources).
5. Expand access to interpretation services for all providers.
6. Expand technology toolkit to ensure coordinated entry assessment can be done in real time in the field, with virtual client signatures.
7. Coordinate services and resources with public health and social service agencies to effectively respond to any emergencies, disaster events, and/or communicable diseases (including COVID).
8. Leverage the expertise and success of existing models with proven outcomes to inform new and expanding programs.
C. Structure services based on population need and geographical coverage.
1. Revamp the coordinated entry system to prioritize services based on need (including diversion, permanent supportive housing for higher threshold chronically homeless, rapid re-housing for lower threshold) throughout the geographic region.
2. Coordinate outreach strategies across multiple agencies to allocate and prioritize resources geographically and across populations and to improve information-sharing.
3. Coordinate efforts with first responders, including law enforcement and fire department agencies, to improve health and safety.
18 of 44
19 4. Integrate services with jail, juvenile justice, probation and other criminal justice entities.
5. Include people experiencing homelessness in service design and implementation, and at the program and system level.
6. Target program services to address the specific needs of subpopulations, including people who are aging, youth, and people who have a physical, mental health and/or substance use disorder. Ensure services are culturally appropriate to the target populations and the household makeup (including families, singles, and couples) and that supports vary as needed (specifically, time-limited versus static ongoing services) to allow for growth, independence, self-reliance, and recovery.
7. Create multidisciplinary outreach teams, including either medical staff certified and trained to provide care for physical, mental health, and substance use disorders, including mobile medications, or, at minimum, telemedicine access.
8. Pilot a site-based Regional Homeless Operations Center to support housing navigation services at the Oklahoma Parking Village.
9. Assess the need and location for expanded mobile hygiene services to increase engagement with unsheltered population.
10.Create and expand job development opportunities for unhoused and newly housed individuals by partnering with job creation and support agencies in the community, including America’s Job Center of California, Vocational Rehabilitation, and others.
D. Prevent homelessness through expanded diversion efforts (also known as housing problem solving or family reunification) and homeless prevention capacity.
1. Find housing for an
additional 50 people each
year through expanded
diversion and homeless
prevention efforts.
2. Expand diversion efforts
through coordinated entry
system (including by adding
staff; improving program
outcomes and training;
increasing flexible funding for relocation, etc.). Ensure that frontline staff are trained in diversion and progressive engagement.
What is diversion or housing problem solving?
Diversion resolves an immediate housing crisis by
problem-solving to find an alternative solution to
entering the homelessness system, which may include
family reunification. Diversion programs may include
financial assistance, mediation, or connection to
resources. In one community, the average cost per
person in the homeless system was $3,700, whereas
per person cost for diversion was only $1,550.
19 of 44
20 3. Expand community partnerships to help identify households at-risk of homelessness (for example, through schools, family resource centers, SAFE System of Care, food pantries).
4. Help households stabilize their housing through temporary financial support (rent, unpaid utility bills).
E. Implement culturally, linguistically, affirmative, and responsive programs and services to serve all individuals throughout the County in all regions.
1. Build community understanding of diversity, equity, and inclusion to ensure equitable access to culturally appropriate and responsive services throughout the homeless system of care.
2. Improve access to services for people with limited English proficiency.
3. Develop policies and programs to identify and address structural inequalities.
4. Regularly train staff throughout the homeless system of care to be responsive to a growing diverse population.
5. Create opportunities for formerly homeless persons to participate in creating mutually supportive neighborhoods and build connections to community resources for personal, social, and economic growth.
6. Develop and implement communication strategies to improve service access that are culturally and linguistically appropriate.
F. Expand mental health and substance abuse disorder services.
1. Increase capacity and training for behavioral health outreach in the field with ties to ongoing treatment, by adding behavioral health peers, case managers, and providers who are field-based and can connect individuals through technology (telehealth) to professional services. Ensure training related to harm reduction and trauma-informed services for professional and allied staff.
2. Create integrated service strategies to address chronic substance use and co-occurring disorders, such as creating sobering centers and residential treatment centers. Ensure that the outreach workers are trained to recognize and provide interventions, referrals, and care for both mental health and substance use disorders.
3. Provide additional services for individuals who are coming out of homelessness into housing to assist with the psychological impacts, development or renewal of daily living skills, and other post housing transitions including integration into the community.
20 of 44
21 G. Support efforts of first responders to address high system utilizers
1. Design and develop a countywide intervention strategy to identify, engage and serve high system utilizers.
2. Expand and systematize the
interface with the jail to
reduce of frequency of postincarceration homelessness.
Expand jail in-reach to plan
for re-entry and prevent recidivism through jail-to-community bridge services.
3. Create 24/7 response systems with supportive services and transportation.
G. Structure services based on medical need of aging population
1. Develop and increase appropriate housing and home healthcare services to support housing retention among medically vulnerable and high need behavioral health populations.
2. Develop Medi-Cal-accepting nursing homes, assisted living facilities, and Supplemental Security Income/Social Security Administration (SSI/SSA) accepting licensed board and care homes across the aging spectrum.
3. Cultivate active partnerships with Dignity, Tenet, Community Health Centers, other healthcare providers and CenCal Health to better support people with complex needs.
4. Create respite care project for people exiting medical facilities, with support for ensuring housing access.
H. Expand services and housing targeted to Transitional-Age Youth (age 16- 25)
1. Strengthen the safety net to identify, assess and connect youth experiencing a housing crisis, ensure highest-risk youth receive priority for services.
2. Provide an immediate path to help youth access services for safety due to the consequences of homelessness, through enhanced outreach and mobile response.
3. Expand a continuum of age-appropriate, stable housing options to meet the diverse needs of youth (for example, host homes, master lease, and permanent supportive housing).
4. Provide a network of trauma-informed supportive services to help young people maintain stable housing, learn life skills (including parenting supports) High system utilizers are individuals that
disproportionately use emergency departments and
inpatient services. Often, obtaining stable housing
reduces system use in the first year of tenancy.
21 of 44
22 and to achieve and sustain higher measures of success (including education and employment services).
5. Improve youth access and utilization of medical, behavioral, and dental care services.
6. Improve youth access and utilization of public benefits (for example, CalFresh).
22 of 44
23 Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen data-driven operational guidance and strategic oversight.
Focus: Improve homeless system data quality and reporting, increase data sharing, and analyze and share data to drive improvements in homeless system performance.
Metrics:
• HMIS access provided to all participating agencies for shared clients to the extent allowed by federal and state laws governing HMIS and privacy. • Law enforcement, healthcare organizations, government agencies and nonprofit organizations may make referrals to coordinated entry. • Mechanism exists to analyze aggregate data when individualized data cannot be shared due to privacy laws, regulations, or guidance.
Summary of Timing:
• Year 1: Create single HMIS database, data analysis and reporting to the community
• Years 2-3: Establish analytics and systematic reporting • Years 4-5: Data driven refinements in strategy and services A. Create a coordinated entry system that is open and accessible to all partner agencies to make referrals into the coordinated entry system and access data.
1. Establish one unified data system for the coordinated entry system and the Homeless Management Information System (HMIS). Acquire and implement software platform/vendor that meets community needs.
2. Create a streamlined and automated referral process and allow referrals from law enforcement, healthcare agencies, government agencies, and not-forprofit organizations.
3. Provide open access for HMIS participating agencies, consistent with client consent and relevant federal and state privacy laws.
23 of 44
24 B. Expand access and usage of data in service coordination and decisionmaking.
1. Monitor participation from HMIS participating agencies to ensure compliance with HMIS policies and procedures.
2. Create and sustain HMIS technical support positions in proportion to number of users.
3. Streamline data processes to eliminate duplicate data entry and improve understanding of need across the community.
4. Design and implement a data quality improvement plan within HMIS for all program types.
5. Create a data analyst position to analyze performance and produce reports needed for data-driven management.
6. Community Action Teams, mobile outreach and engagement teams, and Mobile Crisis Units will have access to and utilize HMIS data to coordinate and maximize service provision.
7. Integrate GIS data and HMIS data so that street outreach teams have access to and can utilize real-time information to better assist homeless persons.
8. Expand data sharing and coordination with hospitals and managed care organizations to identify populations with greater medical and behavioral health needs and increase coordination of services.
9. Improve use of justice department, jail, police data (including TEMP data) and reports to improve services to people with criminal legal system involvement. Share aggregate data with criminal legal system.
10.Develop a dashboard and schedule of analytical reports that can be used to assess program effectiveness, identify and quantify trends in the mix of needs, and fine-tune recommendations for resource generation and allocation.
11.Provide reports on performance measures to the HSOC bimonthly.
12.Expand analysis of Stella, Homeless Data Integration System, Point-In-Time Count, Coordinated Entry, and HMIS and HUD System Performance Measures to provide a more comprehensive picture of homelessness.
13.Update data system to ensure timely monitoring of Release of Information authorizations.
14.Create data tracking and reporting mechanism to measure housing and shelter (including alternative housing models) production against Five-Year Plan development goals.
24 of 44
25 Line of Effort 4: Create, identify, and streamline funding and resources.
Focus: Increase funding and resources through new federal, state and private grant opportunities, restructure County funding to support this strategy, and align all funding available to address homelessness with community needs and priorities.
Metrics:
• Identify and earmark existing and known projected incoming grant monies toward new efforts that specifically accomplish objectives set by this strategy. • Identify and analyze all current yet uncoordinated homelessnessdirected funding streams across multiple government departments and community projects and synchronize them for greater impact. • Increase grant-writing/grant-management capacity to improve our understanding and involvement with state, federal and other funding sources, improve accountability and contract performance through enhanced grant management, and achieve an optimal return on investment into this strategy.
• Improve understanding and communication between County, City, nonprofit and private entities regarding funding opportunities, processes, and accountability procedures through training and focused interaction.
Summary of Timing:
• Year 1:
o Earmark the Homeless Housing, Assistance and Prevention (HHAP) Program Rounds 2 and 3 funding and selected American Rescue Plan Act (ARPA) monies toward efforts to improve data processes, improve the coordinated entry system, bolster homeless prevention efforts, and build multiple non-congregate shelter operations throughout the region to accommodate 100-150 individuals.
o Quantify shortfalls in affordable special needs housing and service capacities and link existing and potential funding strategies to close these gaps in the next 4 years.
o Launch effort to streamline uncoordinated homelessness funding and efforts, including coordination with key external partners such as CenCal Health.
• Years 2-3:
o Continue to identify and steer funding in non-congregate shelter operations while shifting funding priorities to maximize service capacity 25 of 44
26 and permanent supportive/special needs/ very low-income housing construction efforts.
o Formalize budgeting processes and funding strategies between County and City departments in accordance with a Regional Compact. These efforts might include Bond Measure and working with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects (currently $40k/unit).
o Work with CenCal Health to integrate new Cal AIM and Housing and Homelessness Incentive Program services with existing homeless services for maximum efficiency and impact.
o Evaluate progress towards plan goals and earmark HHAP Round 4 funding to activities with the greatest impact.
• Years 4-5:
o Shift investment priority from expanding non-congregate shelter operations to sustaining service capacity and traditional housing efforts.
A. Optimize the use of current funding streams and identify and obtain new resources
1. Collectively, community-wide and cross-jurisdictions, identify funding opportunities that are most likely to be profitable and pursue them collectively and strategically.
2. Develop a cross-jurisdictional team supported by local experts to drive an ongoing effort to connect the most urgent needs with ever-changing opportunities for funding, including orchestrating funding blending and coordination.
3. Establish clear priorities for grant programs for County- and city-controlled funding that align with the goals of the strategic plan.
4. Implement a new project review / housing program creation work group to review applications for new funding opportunities to ensure alignment with the strategic plan.
B. Advocate for state and federal funding.
1. Align efforts with state and federal plans to ensure that local efforts are prepared to seize funding and resource opportunities when presented.
2. Advocate for ongoing state funding for homeless services operations to sustain capabilities expanded with one-time funding.
3. Advocate for new federal and state funding for supportive services in permanent supportive housing.
26 of 44
27 4. Advocate for federal and state funding to provide short-term housing stabilization services for residents of Affordable Housing and Housing Choice Voucher recipients, particularly persons in need of short-term mental health interventions.
5. Create priorities for new state funding opportunities to ensure alignment with the strategic plan.
6. Work with local, state, and other regulators to reduce barriers to creative interventions and increase funding sources.
7. Ensure governmental legislative platforms align to effectively advocate for resources and service reforms.
8. Work with jurisdictions to achieve local match to maximize other funding such as priority tax credit projects funded (currently approximately $40k/unit).
C. Strengthen and increase private philanthropic funding and health care funding for homelessness.
1. Partner with CenCal and local Healthcare Systems and organizations to identify opportunities to use CalAIM, Housing and Homeless Incentive Program (HHIP) and other initiatives to increase services and resources aligned with the strategic plan.
2. Strengthen and align local funders to support projects aligned with strategic plan.
3. Develop stronger relationships with the faith community to provide financial support services and funding.
4. Encourage local bankers and lenders to make it easy for homeowners to finance the building of Accessory Dwelling Units (ADUs) under 750 square feet for long-term rental use, since these units can also benefit from statemandated fee waivers and expedited processing.
D. Align local city and County resources to support strategic plan.
1. Publish annual combined plan and budget for homelessness across all jurisdictions.
2. Incentivize achievement of RHNA goals.
3. Consider pooling CDBG funding between communities to speed housing development.
4. Ask cities and County to consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers.
27 of 44
28 5. Seek pilot project status for the County and CoC to get more grant funding and more flexibility.
6. Develop additional resources to prevent and address homelessness due to domestic violence.
7. Seek County funding to/for:
• Fill in funding gaps to sustain operations and services • Data systems and analytics to leverage state funding and support continued data management
• Seed money for low-cost housing strategies
• Grant applications and management support including identifying new grant opportunities
• Local support for priority funding permanent housing projects considers pooling with the cities
• Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.).
8. Seek city and County funding for:
• Local support for priority permanent housing projects serving low-income and very low-income households
• Outreach services specific to the community
• Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community • Exploring other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.). 28 of 44
29 Line of Effort 5: Strengthen Regional Collaboration.
Focus: Create regional, coordinated response to homelessness to minimize duplication of effort and improve system effectiveness to reduce homelessness.
Metric: Create and maintain a Homeless Action Committee for the plan duration.
Summary of Timing:
• Year 1: Homeless Action Committee created, meets regularly; Citizens Oversight body formed; quarterly discussion sessions begin for those with lived experience
• Years 2-3: Regional Homeless Compact adopted
• Years 4-5: Data-driven management
A. Create a mechanism to visualize, describe, unify, and equitably direct regional efforts to address homelessness.
1. Develop data-driven management: Through HSOC and its committees, conduct bimonthly data-driven oversight of the status of plan implementation and the extent to which desired outcomes are being achieved. Recommend action steps to the Board of Supervisors, the Homeless Action Committee and other stakeholder groups represented on HSOC as needed. Conduct periodic reviews of programs and services to identify activities that need to be initiated, terminated, sustained. Consider and communicate issues and opportunities initially vetted in HSOC committees.
2. For rapid implementation management, create a Homeless Action Committee, consisting of the County Principal Administrative Analyst on Homelessness (and select County staff as required) and all City Mangers (and select City Staff as required) that meets regularly (for example, biweekly) to promote a regional, strategically coordinated approach to addressing homelessness, including developing regional housing and shelter goals and plans. Each member will report back to their respective governing agencies and consult with people with lived experience, nonprofit organizations, law enforcement, fire departments, and other community-based entities, as relevant. Staff will receive strategic guidance for this implementation work from HSOC, and coordinate with HSOC and its committees on multidisciplinary matters and policy issues.
3. Building from the Homeless Action Committee, complete a Regional Homelessness Compact with principles and jurisdiction-specific targets, 29 of 44
30 overall and for special needs populations, and positive and negative incentives for compliance.
4. Secure approval of the Regional Homelessness Compact by all seven cities and the County Board of Supervisors.
5. Establish a Citizen’s Oversight body to meet once or twice yearly to review progress on implementation steps and outcomes achieved and to provide community feedback to HSOC and the Board of Supervisors.
6. Pursue reorganization within the County to consolidate and empower homeless-related staffing, create more stability and predictability in funding and program structure, reduce duplication, allow for more meaningful midterm and long-term planning, and braid together a significant amount of spending.
B. Elevate the voice of people experiencing homelessness to reduce stigma and marginalization of the homeless population.
1. Engage people with lived experience of homelessness to understand challenges faced by people experiencing homelessness in this community and highlight successes.
2. Ensure representation from people of lived experience on all committees or work groups focused on homeless issues.
3. Expand input from Spanish-speaking population and from all people with limited English proficiency throughout the homeless system.
4. Hold quarterly community discussion groups on homeless issues with content developed in partnership with people of lived experience. Refer insights, requests and recommendations to HSOC committees and the Homeless Action Committee for consideration and action. 30 of 44
31 Line of Effort 6: Build public engagement through information-sharing and partnership.
Focus: Sufficiently define the core homelessness issues and communicate the need to the community for these issues to be addressed. Educate and communicate with community members about the strategic plan, outcomes of plan efforts, and specific needs to improve community support for efforts to end and reduce homelessness.
Metric: Increase funding from the general public by 10% each year.
Summary of Timing:
• Year 1: Community education, media plan and “How can I help?” resources • Years 2-3: Establish accessible dashboards to report results to the community • Years 4-5: Enhance community partnerships to strengthen the effectiveness of individual projects and collective efforts to restore people more quickly and securely into housing.
A. Create a community education strategy to inform community leaders and citizens.
1. Develop and maintain a web-based information-sharing center about ongoing activities, plans, and structures responding to homelessness locally to improve communications.
2. Develop community-wide dashboards to share progress on addressing homelessness and developing affordable housing.
3. Circulate HSOC result reports to multiple constituencies. Develop talking points for report to distribute to cities, service providers, etc.
4. Ensure all communication is accessible to the full population (such as translations in Spanish, cultural appropriateness, readability, vision or hearing impaired, etc.)
5. Create a centralized resource to help answer the “How can I help” question and help link potential volunteers, donors and advocates with established organizations and each other
6. Create an online resource for individuals and families who are unhoused to share information about what is happening in the community, and for individuals experiencing homelessness to have a way to share their experiences with HSOC.
31 of 44
32 7. Enhance engagement with front-line community groups and volunteers working with underserved homeless populations to build community ties and trust with the unhoused community.
8. Build community support for creating homelessness funding mechanisms (including both public and private funding).
B. Create a media plan for communication including professional and social media
1. Hire a public relations firm to create media plan to share information about homelessness and the system of care and more effectively engage the community in supportive action, using already-allocated funds.
2. Distribute shared talking points to city communications staff. 32 of 44
33 Summary of Requested Jurisdictional Commitments
To support this plan, each jurisdiction will be encouraged to:
• Participate in Homeless Action Committee and development of Regional Homeless Compact
• Adopt least restrictive interpretation of “low-barrier navigation centers” (based on state zoning requirements) into zoning codes
• Consider waiver of permit fees (or commit permit and/or impact fees to project) for new infrastructure related to homelessness
• Introduce policies and strategies to help accelerate completion of affordable housing projects, both traditional and non-traditional, to meet RHNA targets. • Consider pooling CDBG funding to speed housing development • Consider dedicating the year-over-year increase in transient occupancy taxes to supporting housing that is affordable to service sector workers • Align funding decisions with strategic plan priorities • Provide funding to:
o Local support for priority Low-Income/Extremely Low-Income permanent housing projects
o Outreach services specific to the community
o Financial and operational support in partnership with other sources for interim housing and shelter projects benefiting the community o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.) • Create at least one non-congregate sheltering/interim housing project In addition, the County will:
• Consider reorganization within the County to consolidate and empower homeless-related staffing
• Provide funding to/for:
o Fill in funding gaps to sustain operations and services o Data systems and analytics to leverage state funding and support continued data management
o Seed money for low-cost housing strategies
o Grant applications and management support including identifying new grant opportunities
o Local support for priority funding permanent housing projects considers pooling with the cities
o Explore other revenue generating opportunities to fund strategic plan activities (for example, bond measures, permit fees, etc.). 33 of 44
34 Appendices
Appendix A: Housing Goal Methodology
Housing Goal: 2050 additional housing placements
over 5 years
Why 2050?
• Our overall plan goal is to reduce the number of people experiencing homelessness to 50% of the current level within five years. So, if 2100 people are homeless now, we plan to house at least 1050 people homeless countywide before plan completion. • HMIS data from the past three years shows an average of approximately 200 more people coming into the system of care each year compared to those to exit, so we can estimate that roughly an additional 1000 people will become homeless during the plan implementation period.
• As a result, we plan to house 2050 (1050 + 1000) more people in housing over this 5-year period above and beyond the current level of effort.
How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight
1. Homelessness Prevention and Diversion
Homelessness prevention and
diversion programs both use
problem solving techniques, which
may include funding (for example,
utility arrears, transportation
support), services, and support to
either prevent or quickly end a
household’s homelessness. Both
efforts work from each households
existing relationships and
resources to avoid homelessness.
Target: 250 additional
direct placements
(50/year)
• New diversion
specialists
• Training across
system
• Funding to sustain
current level of
homelessness
prevention
• Data mechanism to
track, report
diversion
HSOC
Services
Committee
34 of 44
35 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight
2. Rapid Rehousing (RRH)/Vouchers
Rapid rehousing (RRH) is a housing
intervention that provides financial
support, including short to
medium term rental assistance,
and services to support
households to stabilize in housing.
The goal is that households will
transition in place and take over
their full rent payment when they
exit the program.
Target: House an
additional 160 people
in existing units
through a combination
of RRH and new
housing vouchers.
Assumptions: Assume
20% turnover and 1.5
persons per unit.
Additional use of this
strategy is constrained
by the tight housing
market.
• Landlord support
and liaison(s)
• Landlord mitigation
and incentive
funding
• Funding for
vouchers and
move-in costs
• Case management
• Behavioral health
staffing
HSOC
Services
Committee
3. Housing NOW
A program of intensive mental
health and case management
support for high-vulnerability
persons with extensive support
needs, in master-leased or owned
units.
Target: House an
additional 25 people (5
additional persons per
year)
Assumption:
Additional use of this
strategy is constrained
by the tight housing
market.
• Additional masterleased or owned
units
• Case management
• Behavioral health
staffing (TMHA)
HSOC
Services
Committee
4. Non-Congregate Interim Housing & Sheltering Capacity Interim housing and sheltering
capacity can take many forms,
including tiny homes, cabins, pallet
shelters, safe parking, sober living,
and other creative approaches. A
mix of "wet, dry and damp"
environments will be needed. Case
management and diversion
techniques will be needed to
support households to move to
more stable housing, which may
include subsidized (for example,
rapid rehousing) or supportive
housing (for example, permanent
supportive housing).
Target: Build 300 units
within 3 years (90-120-
90; roughly 10 sites
with average of 30 units
per site (range 15-60
units)). With turnover,
will shelter 500 people.
Assumption: 25%
annual turnover to
start.
• Focused effort on
permits and
construction
• Operating oversight
with community
volunteers and
donors
• Case management,
behavioral health
services, and
housing-focused
services
HSOC
Housing
Committee
35 of 44
36 How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight
5. Low and Very Low-Income Housing per RHNA
Ensure the construction of deedrestricted housing for low-income (LI) and very low-income (VLI)
households, plus ADUs
Target: House 500
additional homeless or
at-risk people by
building 1667 units.
(When added to the
500 units of PSH in #6,
this equals 1/2 of 10-
year RHNA targets
countywide).
Assumptions: 30%
yield: 10% homeless
set-aside plus another
20% ultimately
resulting in someone
avoiding homelessness.
• Match unit mix to
needs (more 1 BR
or studios)
• Local matching
funds (County and
City)
• Case management
to stabilize people
in housing
HSOC
Housing
Committee
6. Permanent Supportive Housing (PSH)
Permanent supportive housing
(PSH) is housing for formerly
homeless people with disabilities
that is not time-limited and
includes services to sustain
housing. The plan calls for units to
be created in new construction or
other structures.
Target: Build 500 new
units (by year,
50,50,80,160,160). With
turnover, house 580
people.
Assumption:
Continuation of current
14% average turnover
rate to house 600
people in 5 years. This
includes persons with
complex health
challenges.
• Local matching
funds (County and
City)
• Extensive
partnership with
healthcare
organizations
• Case management
and behavioral
health services
required to
stabilize housing
HSOC
Housing
Committee
36 of 44
37 Existing New
Definitions:
PSH+ Permanent Supportive Housing + options for high-needs persons (for example, nursing home beds) Low Income Affordable Housing for Low Income and Very Low Income households, including ADUs Non-Traditional Non-traditional interim housing/shelter options, eg tiny home villages, cabins, sober homes NOW Housing NOW
RRH/V Rapid Re-Housing and new Vouchers
HP/Divert Homeless Prevention (HP) and Diversion services RHNA:
Level of Services Needed
Five-Year Targets by Housing Type
(accounting for turnover and percentage dedicated to homeless households)
Housing Stock Utilized
High Low
PSH+
600
500
Low-Income
500
1667x30%
NOW
25 HP / Divert
RRH/V 250
150
75 NonTraditional
525
300
37 of 44
38 Appendix B: Regional Housing Need Allocation (2019)
Jurisdiction Total
Allocation
Very Low
24.6%
Low
15.5%
Moderate
17.9%
Above
Moderate
42.0%
Arroyo Grande 692 170 107 124 291
Atascadero 843 207 131 151 354
Grover Beach 369 91 57 66 155
Morro Bay 391 96 60 70 164
Paso Robles 1,446 356 224 259 607
Pismo Beach 459 113 71 82 193
San Luis Obispo
City
3,354 825 520 603 1,406
County of San
Luis Obispo
(unincorporated)
3,256 801 505 585 1,365
Total for County
of San Luis
Obispo
10,810 2,660 1,675 1,940 4,535
Data Source: Housing Element Implementation and APR Data Dashboard, Regional Housing Needs Allocation (RHNA) Overview for 6th Cycle (12/31/20-12/31/2028) (slide 9), available at:
https://www.hcd.ca.gov/apr-data-dashboard-and-downloads 38 of 44
39 Appendix C: Plan Development
This plan was developed between September 2021 and July 2022. The plan was led by a cross-community steering committee that included:
Anne Robin, County of San Luis Obispo Health Agency
Brenda Mack, Community Member
Elaine Archer, Housing Authority of San Luis Obispo
Janna Nichols, 5Cities Homeless Coalition
John Peters, Grover Beach Police Department
Kelsey Nocket, City of San Luis Obispo
Scott Collins, City of Morro Bay
Susan Funk, Councilmember from City of Atascadero (Chair) The committee was supported by Laurel Weir and other staff from the County of San Luis Obispo Department of Social Services Homeless Services Unit and Joseph Dzvonik, County of San Luis Obispo. Homebase/The Center for Common Concerns, Inc. provided technical support.
The committee reviewed data analyses from the following sources to inform the plan’s creation:
• Homelessness Management Information System (HMIS) data for the period from January 2018 to November 15, 2021
• Survey responses from 170 stakeholders
• Survey responses from 55 providers
• Eight stakeholder interviews
• One provider focus group
• One lived experience focus group
• Data provided or obtained by steering committee members The committee was unable to review the results of the 2022 Point-in-Time Count and coordinated entry data in the development of this plan. The committee desires additional reliable quantitative data to inform housing and service priorities and allocation, including from the coordinated entry system, which informed the creation of Line of Effort 3.
39 of 44
40 Appendix D: Glossary
Accessory Dwelling Units (ADUs) are permanent units that exist besides, near, or in conjunction with a larger, pre-existing home.
At risk of homelessness is a status given to individuals and their families who have unstable housing and inadequate income and resources.7
Behavioral health describes the connection between a person's behaviors and the health and well-being of the body and mind.8
Case management includes assessment, planning, facilitation, care coordination, evaluation and advocacy with people experiencing homelessness. Staff work with individuals and families to address their comprehensive needs to help them exit homelessness and stay housed.
Chronically Homeless is when a person has been homeless for at least a year, either 12 months consecutively or over the course of at least 4 separate occasions in the past 3 years. To be chronically homeless, the individual or head of household must also have a disability.
Coordinated Entry (CE) System is a system for accessing homeless housing and services that prioritizes the highest need, most vulnerable households in the community and that ensures the housing and supportive services in the system are used as efficiently and effectively as possible.
Community Development Block Grant (CDBG) is a flexible program run by HUD that provides communities with resources to address a wide range of unique community development needs.
Continuum of Care (CoC) is the group organized to carry out the responsibilities prescribed in the CoC Program Interim Rule9 for a defined geographic area.
Responsibilities of a CoC include operating the CoC, designating and operating an HMIS, planning for the CoC (including coordinating the implementation of a housing and service system within its geographic area that meets the needs of the individuals and families who experience homelessness there), and designing and implementing the process associated with applying for CoC Program funds. 7 See 24 C.F.R. § 576.2 for complete definition of “at risk of homelessness” under the Emergency Solutions Grant Program. 8 CDC, The Critical Need for a Population Health Approach: Addressing the Nation’s Behavioral Health During the COVID-19 Pandemic and Beyond. Available at: https://www.cdc.gov/pcd/issues/2020/20_0261.htm 9 CoC Interim Rule, https://www.hudexchange.info/resource/2033/hearth-coc-program-interim-rule/ 40 of 44
41 CoC Program is designed to promote communitywide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and state and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effect utilization of mainstream programs by homeless individuals and families; and optimize self-sufficiency among individuals and families experiencing homelessness.
Diversion is a strategy that prevents homelessness for people seeking shelter by helping them identify immediate alternate housing arrangements and, if necessary, connecting them with supportive services and financial assistance to help them return to permanent housing.
Emergency Shelter is any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for homeless people.
Shelter may include year-round emergency shelters, winter and warming shelters, navigation centers and transitional housing. These types of shelter have varying hours, lengths of stay, food service, and support services.
Flexible funds have increasingly been permitted and encouraged as an allowable expense by federal, state, and County funders. Flexible funds can be used for a variety of purposes that will result in an immediate solution to a housing crisis. For example, flexible funding can be used to purchase grocery cards, gas cards, certificates or licenses to work, car repair, furniture, pest extermination, storage, essential minor repairs to make living space more habitable, transportation vouchers/passes, costs for birth certificates or other documents, bus or train tickets, moving costs, housing application fees, credit checks, rental deposits, past due rent, one-month rent on new units, utility deposit, and/or utility payments.
Homeless is defined by HUD in four categories:
(1) individuals and families who lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who resided in an emergency shelter or a place not meant for human habitation and who is exiting an institution where he or she temporarily resided; (2) individuals and families who will imminently lose their primary nighttime residence;
(3) unaccompanied youth and families with children and youth who are defined as homeless under other federal statutes who do not otherwise qualify as homeless under this definition; and
41 of 44
42 (4) individuals and families who are fleeing, or are attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member.
Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.
Homeless system of care is another way of describing the Continuum of Care (CoC) and the network of partners who come together to work to support people experiencing homelessness or at risk of homelessness.
Housing and Urban Development (HUD), U.S. Department of, is the federal agency responsible for national policy and programs that address housing needs, improve and develop communities, and enforce fair housing laws.
Housing Choice Vouchers (HCVs), formerly known as the Section 8 program, are long-term rental subsidies funded by HUD and administered by Public Housing Authorities that can be used to help pay for rent.
Housing First is a well-accepted, national, evidenced-based best practice that eliminates barriers to housing, such as sobriety, treatment or service participation requirements, to ensure individuals and families can exit homelessness as quickly and successfully as possible. Supportive services are offered (on a voluntary basis) to maximize housing stability and prevent returns to homelessness as opposed to addressing predetermined treatment goals prior to permanent housing entry.10
Housing Inventory Count (HIC) is conducted annually to collect information about how many units of housing in the region are active and reserved for people experiencing homelessness. This includes Emergency Shelter, Transitional Housing, Rapid Re-Housing, and Permanent Supportive Housing. To be included in the HIC count, the units must be reserved for people experiencing homelessness. In addition, to be included on the HIC, any Rapid Re-Housing units must have been actively in use by a particular client on the night of the count – subsidies that are available but are not currently being used to pay rental assistance on a particular apartment are not included in the count.
Landlord incentive programs provide education and incentives to landlords to make it more likely they will rent to people experiencing homelessness. They can 10 What Housing First Really Means, National Alliance to End Homelessness (NAEH). 42 of 44
43 provide funding to support risk mitigation (compensating landlords if tenants harm their premises) and financial incentives that make landlords more likely to rent to people transitioning out of homelessness.
Low-barrier shelters are emergency shelters that have removed most requirements/obstacles for entry into the program so that households are more likely go indoors to connect to services rather than stay on the street. For example, unhoused residents are allowed to bring their pets and possessions, to live with their partners, and do not have to exit the shelter each morning. They are not expected to abstain from using alcohol or other drugs, so long as they do not engage in these activities in common areas of the shelter and are respectful of other residents and staff.
Motivational Interviewing is a client-centered, evidence-based approach used by direct service providers working with people experiencing homelessness. It allows individuals to direct their own path toward the change they seek, rather than trying to convince them of what they need to do. The provider builds trust, listens, and then acts as a guide to help the client to identify their own personal next steps.
Non-congregate shelters provide overnight sleeping accommodations with individual quarters, such as hotels, motels, and dormitories.
People with lived experience are people who have lived through the experience of homelessness and have first-hand knowledge of what it is like to live unsheltered and/or to move through the homeless system of care.
Point-in-Time (PIT) Count is an annual process required of CoCs by HUD to count the number of people experiencing homelessness on a single night in January. The PIT count provides a snapshot of data available on the size and characteristics of the homeless population in a CoC over time.
Permanent Supportive Housing (PSH) provides long-term housing with intensive supportive services to persons with disabilities. These programs typically target people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support.
Prevention is a strategy that targets financial resources and supportive services to people who are at imminent risk of homelessness (whereas Diversion usually targets people as they are initially trying to gain entry into shelter).
Rapid Rehousing (RRH) provides people experiencing homelessness with rental housing subsidies and tailored supportive services for up to 24 months, with the goal of helping people to transition during that time period to more permanent housing.
43 of 44
44 Street outreach involves multi-disciplinary teams who work on the streets or in encampments to engage with people experiencing homelessness who may be disconnected or alienated from services and supports that are offered at an agency.
Supportive services include assistance applying for benefits, mental health and substance use services, outpatient health services, information and referral services, child care, education, life skills training, employment assistance and job training, housing search and counseling services, legal services, outreach services, transportation, food assistance, risk assessment and safety planning (particularly for individuals and families experiencing domestic violence), and case management services such as counseling, finding and coordinating services, and monitoring and evaluating progress in a program.
Trauma-informed care is a practice that focuses on understanding and compassion, especially in response to trauma. The practice utilizes tools that empower people to work toward stability. It recognizes a wide range of trauma that can impact people experiencing homelessness; physical, psychological, social, and emotional trauma. It emphasizes the safety of both clients and providers. 44 of 44