FIVE-YEAR PLAN
TO REDUCE
HOMELESSNESS
CITY OF
RIVERSIDE
RiversideCA.gov/HomelessSolutions
PLANNING
CONTEXT
In August 2021, the Housing & Homelessness
Committee conceptually approved six objectives
to support the City’s Homeless Initiative (HI) strategies to prevent and combat homelessness in the City.
The State allocated Homeless Housing, Assistance
and Prevention (HHAP) funding for individual cities
to develop plans to address homelessness in their
respective cities, in collaboration with the County
and its contractors.
2 The City of Riverside is the largest city in the County of Riverside, with a population of 328,155. Riverside’s population is expected to grow an estimated
17.8% by 2040, to 386,600 residents. Riverside’s population age 65 and over has grown 6% over the last 30 years indicating an increase in aging population.
Riverside’s population age 18 and under has declined from 29% to 22% over the same 30 years indicating a declining youth population. The predominant racial group in Riverside is Hispanic/Latino at almost 54%.
In the 2022 Riverside County Homeless Point of Time Count the unsheltered homeless count in the City of Riverside was 514.
Youth and adults often come to Riverside and the area seeking safety and self-determination, but lack an adequate support network and end up without housing.
For many years, the City of Riverside has continuously committed funding and staff resources in support of a robust social services program to address the needs of its most vulnerable community members, including outreach, rental assistance, shelter and housing for homeless individuals. The City’s 2021-22 budget included $33.5 million to address homelessness and the creation of affordable housing of which $22.4 million was earmarked to services to address and prevent homelessness. Such funding to address homelessness includes contracted outreach teams staffed by City Net and Step Up on Second. The City also helps City helps fund Riverside Access Center, the Public Safety and Engagement Team (PSET), Rapid Re-Housing, case management, shelter operations, and homeless outreach services.
3 The City is a leader in the region with emergency shelters, outreach, case management, resources and multidisciplinary teams addressing homelessness. The City has taken a proactive approach to addressing homelessness in our community in partnering with a wide-range of non-profit organizations, social service agencies and faith-based institutions.
The City has created a centralized environment to provide short-term emergency shelter coupled with a range of complementary supportive services necessary to assist homeless individuals and families to address their issues and achieve housing stability.
OFFICE OF
HOMELESS SOLUTIONS
• Riverside Access Center:
provides multiple resources
and connections for individuals
at risk of homelessness or those
experiencing homelessness.
Some of the services offered
include linkage to emergency
shelter, kennel usage for pets of
individuals accessing services
at Hulen Campus, monthly life
skills classes, access to computer
lab, hygiene kits, snack packs
and outreach workers who
connect folks to bus passes,
trips back to their place of
origin, support to complete
housing documentation and
street nurse assistance.
• Community Emergency Shelter: Owned and
operated by Path of Life Ministries. The program
provides 90 beds (54 male beds and 36 female
beds) to adults for up to 90 days coupled
with case management to assist clients with
obtaining temporary housing, vital documents,
job readiness, counseling, and various other
forms of social, spiritual, and emotional support.
• Helping Hearts Recuperative Care: Specializes
in mental health treatment for those unable to
care for themselves in an independent living
situation. The program includes a high level of
care -- 24 hours a day, 7 days a week in a home-
like setting that is an alternative to psychiatric
hospitalization or institutional care. The program
has 28 beds and the duration of stay is 90 days.
The components of the homeless service campus environment at the Hulen Place Service Campus include:
QUICK FACTS
ABOUT PEOPLE EXPERIENCING HOMELESSNESS
were counted in the City during the
2022 by Riverside County Homeless
Point-in-Time Count.
Down from 587 in 2020
HOMELESS PEOPLE
514
were counted throughout the
county in the 2022 Homeless
Point-in-Time Count.
1,980
DIVERSE HOUSING STOCK
with affordability covenants
UNITS
3,141
2021-22 BUDGET
in Office of Homeless Solutions
budget to carry out housing and
homeless related activities/
MILLION
$33.5
was allocated to services to
address homelessness.
MILLION
$22
1. Access Center outreach teams consisting of a nurse and outreach workers that are dispatched by the 311 call center and the Office of Homeless Solutions for non-emergency calls to engage people experiencing homelessness and offer shelter options, complete housing applications, offer ID vouchers, and more.
2. Community Behavioral Health Assessment Team (CBAT) consists of police officers and a clinician who support individuals experiencing a mental health crisis; dispatched by 911.
3. Public Safety Engagement Team (PSET) is a multi-departmental team consisting of police officers, code enforcement, and outreach workers dispatched through 311 and the Office of Homeless Solutions for non-emergency calls to engage people experiencing homelessness to offer support services and tag/abate debris throughout the City. Problem Oriented Policing (POP) strives to maintain safe parks and neighborhoods and cultivate relationships with all community members.
4. Urban PSET includes a multidisciplinary team of the Riverside Police Department, Code Enforcement, and City Net Outreach that operates seven days a week during regular business hours. This team provides services to all seven Wards, where they engage individuals experiencing homelessness to offer services and supports. Additionally, encampments are tagged and cleaned, and enforcement is provided as appropriate.
Recently an increase of PSET staffing was approved by City Council to provide encampment clean-up adequately, and outreach services and supports across all Wards, seven days a week including early mornings and late evenings. Increased staffing levels will allow the team to dedicate the necessary time to approach individuals with care and compassion and to collect demographic information, geocode data, complete required documentation and capture other pertinent data.
5. Wildlands PSET will include a multidisciplinary team of the Riverside Police Department, Code Enforcement, and City Net Outreach that will operate seven days a week during the day and evening. The team will focus their efforts within the Santa Ana Riverbottom to engage individuals experiencing homelessness to provide connections to supports, resources, shelter, housing and more. Additionally, encampment clean up and anti-camping enforcement will commence when shelter and housing are available.
Understanding that a one-size-fits-all approach to homelessness is not equitable, the City has collaborated with internal departments and external partners to create teams that address each subpopulation. The following teams are in place:
6 6. The Parks and Neighborhood Specialist (PANS) team began in April 2022 and will focus their efforts in city parks, wilderness trails, and surrounding neighborhoods to help maintain a safe environment for all. Additionally, the presence of PANS will deter encampments and offer additional opportunities for engagement with individuals experiencing homelessness.
City Outreach – The Access Center includes five outreach workers who concentrate their efforts on engaging folks in areas that are considered “hotspots” and by responding to 311 calls. During January 2022 – April 2022 the Access Center outreach team, collectively, had a success rate of 58% and supported 11% of individuals experiencing homelessness exit the street into shelter or another habitable place.
7. Street Nurse Program – The street nurse is contracted through Riverside University Health Systems – Behavioral Health to provide care in the field to vulnerable individuals experiencing homelessness. Linkage to services by a trusted individuals begins open dialogue about the needs of the individuals. During January 2022 – April 2022 the street nurse had a success rate of 85% in connecting individuals to services. Further, the same street nurse supported 12% of their contacts in street exits.
The social benefit of multidisciplinary partnerships and innovation will positively impact communities by offering a more humane approach to serving and protecting the diverse homeless population in the City of Riverside. We recognize that extenuating circumstances affecting socioeconomically challenged minority groups lead to stigmatization, missed employment opportunities, and disqualification of government aid and housing, potentially hindering progress, but we are committed to removing barriers and working collaboratively to address specific needs.
The City is developing a plan to coordinate the release of individuals experiencing homelessness from the downtown county jail in a responsible way. Our efforts will work toward a warm hand-off during a coordinated release to provide a Trip Home, shelter, and support services, i.e., Riverside University Health Systems – Behavioral Health, ARC and Sobering Center, Adult Protective Services, Veteran Affairs, and other services as appropriate depending on need.
HOME Court is a diversion program for individuals experiencing homelessness and facing low-level criminal prosecution. Partners include Riverside County Superior Court, Riverside University Health Systems – Behavioral Health, District Attorney, Public Defender, Probation Department, Sheriff’s Department, City of Riverside: City Manager’s Office, City Attorney’s Office, Police Department, and Office of Homeless Solutions. This program will provide support and structure to reduce recidivism through rehabilitative programming and dismissal of cases and fines as well as opportunities for expungement. 7 The Housing and Homelessness Committee heard a presentation and recommendation to add to Municipal Code Chapter 9.04 Section 9.04.610 regarding hospital transport to address “patient dumping” around Hulen Place and throughout the City. With the support of the Committee and Council, it will be a violation for a health facility to discharge a patient and transport said individual to a location that is not their residence without prior written consent from the patient. Additionally, drop off at any other health facility within the City of Riverside without coordination between the discharging hospital and the accepting facility without written consent violates said ordinance and is punishable by a fine and probation.
The City operates a Rapid Re-Housing and Tenant-Based Rental Assistance Program to provide from 12 to 24 month of rental assistance to homeless individuals coupled with case management. The City contracts the case management services with City Net.
The City is mandated by the State to produce affordable low to middle- income housing that meets the Regional Housing Needs Assessment (RHNA) requirements of creating 18,457 total housing units. The table below provide a breakdown of these unit requirements.
Income Category (% of County AMI) Number of Units
Extremely Low (30% or less)* 2,431
Very Low (31% to 50%) 2,430
Low (50% to 80%) 3,064
Moderate (81% to 120%) 3,139
Above Moderate (Over 120%) 7,394
Subtotal 18,459
No Net Loss Buffer (17%) 3,185
Total 21,643
AMI = Area Median Income Note: * The City has a RHNA (Regional Housing Needs Assessment) obligation of 4,861 very low-income units (inclusive of extremely low- income units). Pursuant to State law (AB2634), the City must project the number of extremely low-income housing needs based on Census income distribution or assume 50 percent of the very low-income units as extremely low. Assuming an even split, the City’s RHNA allocation of 4,861 very low-income units may be divided into 2,430 very low and 2,431 extremely low-income units. However, for purposes of identifying adequate sites for the RHNA allocation, State law does not mandate the separate accounting for the extremely low-income category The City’s Housing Authority has 689 affordable housing units in the pipeline for development.
8 RATIONALE FOR THE
CITY OF RIVERSIDE
HOMELESS PLAN
In order to ensure the 5-Year Plan reflects the needs of Riverside’s residents, the City held three hybrid community meetings (simultaneously in-person and on Zoom) to inform the community about the 5-Year Plan, obtain feedback on the proposed pillars and the activities within the pillars and prioritize activities for HHAP3 and HOME Investment Partnerships Program-ARP funding. These community meetings featured both Spanish and American Sign Language (ASL) interpretation. The City also hosted three Homeless Task Force meetings via Zoom and invited leaders and front-line staff who work with the homeless population and extremely low to low-income residents to provide input on how to craft a feasible and useful 5-Year Plan.
The three major themes of the community meetings and the task force meetings were:
(1) the need to prioritize vulnerable groups experiencing homelessness; (2) supporting creative housing and low barrier shelter options; and (3) getting all hands-on deck to help with the homelessness crisis.
During the months of March – May 2021, a wide
range of stakeholders were engaged in the planning
process, sharing their experiences, their ideas, and their commitment to help shape the goals presented in this plan.
YOUTH & YOUNG ADULTS
Ten percent (10%) of the HHAP-3 grant must be allocated to serve homeless youth that are under the age of 24 who care economically and/or emotionally detached from their families - and are experiencing homelessnesses or living in unstable or inadequate living situations. Such living situations include sleeping on friends’ couches, staying in shelters, and living under bridges, in abandoned buildings, and on the streets. The homeless youth population includes runaway minors who have left home for one or more nights without permission; expelled youth who are told to leave home, are abandoned or deserted, or are prevented from returning home; and systems youth who have aged out of foster care or been released from juvenile justice or other public systems with nowhere to go.
IMMINENT RISK OF HOMELESSNESS
People at imminent risk of homelessness are often encountered by staff members at the library, parks, and City Hall, and include seniors who have changes to their fixed incomes, people experiencing disruption of their housing, and individuals whose declining health results in a sudden loss of income. The City received Emergency Rental Assistance funds from the US Department of Treasury to help people low income households retain their housing.
CHRONICALLY HOMELESS
Chronically homeless individuals are defined as having a disabling condition, and have been homeless for a year or more, or have had at least four episodes of homelessness in the past three years. These individuals are well known to the City of Riverside Police Department, Sheriff’s personnel, businesses, and other City and County staff members, and often have co-occurring substance use and mental illness. Outreach workers have been successful in engaging many of these individuals, moving 22 people from homelessness to housing during the 2020-2021 social services contract year.
11 GOALS &
ACTION ITEMS
Measurement 1a. Ensure 90% of expiring affordable housing covenants are maintained.
Measurement 1b. 30% increase in affordable housing units inventory.
Measurement 1c. 550 market rate and affordable housing units built per year.
Measurement 1d. 55 for-sale market rate and affordable housing units built per year.
Measurement 1e. 25% increase in number of sites developed from 2018 Housing First Plan.
Increase Housing Production
With a Focus on Affordability
GOAL #1
NEW POLICY AND PROGRAM
DELIVERABLES
• Inclusionary Housing policy
• Crime-Free Multi-housing Program revise
• Pro-housing city designation
• Enhanced Infrastructure Financing District(s)
• Marketing brochure/website for City Housing Element sites • Rental and for-sale housing units - market rate and
affordable, new and existing
ACTIVITIES • Renew existing affordable housing covenants that will expire this decade
• Market Housing Element and City- and Housing Authority- owned sites to developers
• Receive an annual update on 6th Cycle Housing Element • Leverage state and other resources to encourage first-time homeownership
• Research ongoing affordable housing funding streams
PARTNERSHIPS • Developers (market rate and affordable housing) • Non-profits
• State HCD
CITY DEPARTMENT LEADS • Office of Homeless Solutions - Housing Authority • Community Economic Development Department
• Office of Communications
• Successor Agency
LEVERAGED CITY RESOURCES • City, Successor Agency and Housing Authority real estate inventory
• Permanent Local Housing Allocation
• HOME Investment Partnerships Program
TIMELINE • Annual report each May
• Promotion of available sites ongoing
• Report on housing development opportunities by 11/2022 GOAL ALIGNMENTS • Envision Riverside Strategic Plan: Priority 2, Community Well-Being, Goal 2.1
• HOME-ARP Allocation Plan
• HHAP-3, Outcome Goal 1a, 1b, 3, 4, 5, 6
16 LOGIC MODEL
Affordable HousingINPUTS
Inclusionary Housing Program Feasibility Study by 2022
Development of Housing First Plan Sites – OngoingACTIVITIES No. of affordable housing produced
Dollars invested
Reduce homelessness
OUTPUTS
Households access to housing and servicesSHORT-TERM
Households achieve housing stability
Improved ability to obtain employmentINTERMEDIATE
Improved standard of living
Improved health and well-beingLONG-TERM
17 Increase Housing Production with a Focus on Affordability • Specific – Create and/or identify affordable housing for extremely low income (at or below 30% of Area Median Income)) to moderate income (between 81 % to 120% of Area Median Income households for subpopulations with a fast track for families and seniors. Seniors will be matched with Riverside County In-Home Supportive Services Program (IHSS). • Measurable – Utilize Point-in-Time (PIT) Count data to show a decrease in homelessness among families and seniors. Achievable – Utilizing PIT Count data to drive decision making will allow us to target and support those with the highest increase in homelessness. Additionally, leveraging In- Home Supportive Services Program (IHSS) will support efforts in creating a space for seniors to age in place in a dignified way. Housing navigators will identify units that are not only affordable but allow for mobility by selecting units that are accessible and ADA standard design friendly. • Realistic – In working with County partners and leveraging best practices through national shared housing resource center, we will be able to use vetting mechanisms to match people. This support is widely used and has been successful in matching individuals. • Time-Bound – Fall 2022 ongoing through 2027. Will analyze annually to compare positive impacts made leveraging measuring tools.
Affordable Housing
• Specific – Renew affordable housing covenants set to expire, Market Housing Element and City- owned sites to developers, Receive Annual update on 6th Cycle Housing Element, Receive update on Housing First Plan, Leverage state and other resources to encourage first-time home ownership. • Measurable – The Housing Authority tracks all projects and forecasts that 90% of expiring affordable housing covenants will be maintained, 30% increase in affordable units, 550 units built per year, 55 units built per year for-sale housing options, and 25% increase in number of sites development from 2018 Housing First Plan
• Achievable – Invested dollars will support individuals experiencing homelessness or at imminent risk of becoming homeless to secure housing,
• Realistic – The activities proposed will be accomplished through Inclusionary Housing policy, Crime Free Multi-Housing Program revise, Pro-housing city designation, Enhanced Infrastructure Financing District(s), marketing brochure and website for City and Housing Element sites, create rental and for-sale housing units that are market rate and affordable, new and existing. • Time-Bound – Ongoing effort
SMART GOALS
18 Measurement 2a. Increased number of social work interns by 15% annually.
Measurement 2b. Increased in skills to reduce re-traumatized/confidence/job satisfaction for PSET, PANS and Outreach Workers by 45%.
Measurement 2c. Referred 96 individuals to physical medical resources annually.
Measurement 2d. Decreased homelessness amongst those struggling chronically homelessness by 5%.
Measurement 2e. Decreased homelessness amongst those struggling with substance abuse by 5%.
Measurement 2f. Increased the number of people who accepted services from PSET and the street nurse by 25%.
Measurement 2g. Increased the number of people who were successfully placed from street outreach by 25%.
Measurement 2h. Referred 15 individuals annually to the Home Court Program.
Increase the Availability of Services, with
a Focus on Physical and Mental Health
Substance Use Disorder Treatment
GOAL #2
NEW POLICY AND PROGRAM
DELIVERABLES • None - Monitor existing programs
ACTIVITIES • Partner with local universities and colleges to expand the social work intern program
• Provide training to PSET, PANS and Street Outreach teams • Participate in Home Court Program
• Track implementation of State’s CARE Court and advocate for resulting local resources
• Advocate for County, State, and Federal resources
PARTNERSHIPS • Riverside University Health Systems - Behavioral Health • Riverside County Department of Public Health
• Riverside County Home Court Program
• Non-profits
CITY DEPARTMENT LEADS • Office of Homeless Solutions - Homeless Services • City Attorney’s Office
• Riverside Police Department
• PSET
• Street Nurse
• PANS
• Path of Life
• La Sierra University
• California Baptist University
• Loma Linda University
LEVERAGED CITY RESOURCES • Measure Z
• American Rescue Plan Act
TIMELINE • Expand Social Work Intern Program by September 2022 • Complete PSET, PANS and Street Outreach trainings by
November 2022
GOAL ALIGNMENTS • Envision Riverside Strategic Plan: Priority 2, Community Well- Being, Goal 2.2
• HHAP-3, Outcome Goal 1a, 1b, 4, 5, 6
20 LOGIC MODEL
INPUTS
ACTIVITIES
OUTPUTS
SHORT-TERM
INTERMEDIATE
LONG-TERM
Clinical social worker
internship program Street Nurse ProgramIntentional connections to care
Partner with local
universities to provide
internship hours with OHS
for clinical social worker
students
Add additional street
nurse to provide
connections to health
care, screenings, and
in field support as
needed
Work with RUHS – BH
to provide training
to entities serving
individuals experiencing
homelessness
Interns will provide support
in the field and follow up
with individuals interested in
therapy sessions by phone/
in person/or virtually as
needed (up to 5 clients per
student)
Work in tandem with
PSET and outreach to
provide services in the
field and screenings
and health courses at
Access Center
Coordinate Trauma
Informed Care, Harm
Reduction, Motivational
Interviewing training for
all teams working with
the target population
Cultivate relationships
with individuals
experiencing
homelessness
(3 to 6 months)
Create monthly
calendar with drop in
nurse visits and health
course offered
October 2022
Increase the
confidence of staff
working with target
population
By the end of October
2022
Clinical Social Worker
student will build on
sessions and create a
plan with client input to
decide best approach to
exiting homelessness with
tools to address social,
emotional, and trauma
triggers (6 to 9 months)
Identify and offer
wound care/health
connections to
individuals in the field
increase of 10%
July 2023
Staff equipped to reduce
re-traumatization of
target population
By November 2022
Reduce homelessness
among chronically
homeless by (5%) annually
with increase of referrals to
ARC for treatment
Continue to cultivate
relationships
-minimum of 75% of
individuals accepting
services
Annually
Create trust and provide
choice and control byway
of empowerment to
target population leading
to increased number of
people accessing services
annually by 25%
21 INPUTS
ACTIVITIES
OUTPUTS
SHORT-TERM
INTERMEDIATE
LONG-TERM
HOME Court Program Urban PSETPANS
Collaboration between
City and County to
provide housing/
treatment/life skills/peer
support
Addition of 2 teams
to more fully cover
service area
Addition of Non-sworn
Parks and Neighborhood
Specialist
Diversion or alternative
sentencing for those with
low-level crimes
Respond to 311
and follow monthly
calendar to focus
on engagement
and debris/trash
abatement
Dedicated to parks and
surrounding areas
15 City referrals made
-Identification of interest
and eligibility determined
by Court and
RUHS-BH
Continue engagement,
enforcement efforts,
and collect data, and
cultivate relationships
Reduction in 911
calls in response to
homelessness in parks
and ¼ radius by 30%
December 2022
Individual participates
in program to avoid jail
time
Fielding two
additional shifts (day
and evening) to
monitor hotspots and
deter encampments
Ongoing
Increase in feelings of
safety in neighborhoods
Quality of Life Survey
2023
Opportunity for
expungement, termination
of probation, and dismissed
or reduced fines
Ongoing
Approximately
800 people will be
contacted each
month with an
increase of services
accepted by at least
40%
Camping among
individuals experiencing
homelessness will be
reduced by 20%
PIT 2023
22 LOGIC MODEL
Wildlands PSET Access Center OutreachINPUTS
Santa Ana River bottom (SAR)
team that operates 7 days a
week - days and evenings
Five outreach workers cover
City hotspot areas to provide
connections to care
Monday - Friday
ACTIVITIES
Enforce the anti-camping
ordinance and provide
resources, housing supports,
and encampment clean-up
Respond to 311 SR’s, hotspot
areas, and follow monthly
calendar to provide coverage
for Access Center walk-ins
OUTPUTS
Strengthen SAR heatmaps,
engage folks and better
understand their needs,
cultivate relationships, and
collect data
Collaborate with 311 to develop
service request more efficiently
and provide engagement within
30 minutes
August 2022
SHORT-TERM
Deter encampments within
the SAR by the presence of
the new team and provide
engagement
Ongoing
Cultivate relationships, provide
resources and referrals to
partners/BH/street nurse, and
support Access Center walk-ins
Ongoing
INTERMEDIATE
Make connections to housing
for folks and enforce anti-
camping ordinance with
25% of individuals accepting
services
2023 - Ongoing
25% Increase in outreach
placements
August 2023
LONG-TERM
23 Clinical Social Worker Internship Program
• Specific – Partner with local universities
to provide internship hours with Office
of Homeless Solutions for clinical social
worker students. Interns will support
in the field and create rapport with
individuals to begin setting a plan to exit
homelessness utilizing tools to address
social, emotional, and trauma triggers
with the end goal of a street exit and/
or treatment.
• Measurable – Utilize street exit numbers
collected by interns and cross
reference with Access Center street
exit numbers. Reduce homelessness
among chronically homeless
experiencing substance use disorder by
5%. Additionally, referrals to ARC will be
collected beginning at the inception
of the program to track participation
and outcomes.
• Achievable – Interns will gain a rapport
with clients overtime and through built
trust assist clients in creating a plan to
exit homelessness and participate in
programming to support their path to
self-sufficiency.
• Realistic – Contracting a Licensed
Clinical Social Worker to offer
supervision leveraging (what funds).
• Time-Bound – Fall 2022 ongoing through
2027.
Intentional Connections to Care
• Specific – Partner with RUHS-BH
or other entity to provide training
to PSET, Access Center outreach
teams, and contracted partners
who work directly with individuals
experiencing homelessness to provide
training in Trauma Informed Care,
Harm Reduction, and Motivational
Interviewing.
SMART GOALS
Street Nurse Program
• Specific – Add an additional street nurse to provide
connections to health care, screenings, and in field
support as needed.
• Measurable – The street nurse logs all interactions and provides daily data to Access Center staff for tracking.
The Access Center captures this data and generates
monthly reports to measure nurse interactions in
total engagements, street exits by referral, services
accepted, and wellness checks/wound care/linkage
to health care.
• Achievable – The nurse is in the field with PSET and
Access Center outreach teams Monday – Friday.
Through multiple engagements in the field, the nurse
will have the ability to not only increase wellness
opportunities but also continue to provide a safe
space where individuals feel comfortable accepting
services.
• Realistic – The street nurse has done great work in
cultivating relationships and overtime sees hard to
reach individuals share more and accept services.
The approach from a health care provider appears to
secure the trust of those being engaged. The data is
already strong and working toward wellness will be an
added goal for this position.
• Measurable – Pre and post-test for all participants
before and after training to measure their confidence
and competency in offering support to the target
population using methods to avoid re-traumatization
and to empower the individual to make healthy
choices for themselves.
• Achievable – By creating a training calendar, teams
will be able to coordinate schedules to participate in
this professional development.
• Realistic – There are several options for in person and self-paced virtual trainings tailored for staff to enhance their knowledge around best practices in approaching
and engaging individuals experiencing homelessness.
• Time-Bound – By January 2023.
24 HOME Court Program
• Specific – Collaboration between City and
County providers to offer opportunities
for alternative sentencing or diversion for
individuals with low-level misdemeanor
offenses with linkages to housing, behavioral
health treatment, life skills courses, and peer
supports.
• Measurable – Riverside Police Department will
refer repeat offenders to HOME Court. Data will
be collected by the court system and RUHS-BH
to identify eligible individuals and follow their
progress and completion of programming.
• Achievable – Through a multidisciplinary effort,
the City and County collaboration will provide
opportunities for those facing jail time for
misdemeanor offenses. Through programming,
housing, and support services, individuals have
the opportunity to avoid jail time. Additionally,
some folks will be eligible for expungements,
early termination of probation, and reduced
fines.
• Realistic – Opportunity for a second chance
and support is essential in becoming self-
sufficient. With access to HOME Court services,
individuals will have more positive results in
applications for employment, housing, and
federal aid.
• Timebound – HOME Court will begin in early fall
with ongoing programming.
• Measurable- By utilizing 911 and 311 data,
we will be able to track calls related to
homelessness within ¼ mile radius. Through
foot and bike patrol, PANS teams will engage
with folks and show a decrease of camping
in parks by 20% as captured in the 2023
PIT Count. The 2023 Quality of Life Survey
will capture increased feelings of safety
among community members in surrounding
neighborhoods by 2023.
• Achievable- The teams are trained by
Riverside Police Department and have
participated in training to prepare them to
address homelessness.
• Realistic- With the support of RPD, OHS, and
other partners, the PANS team is well equipped
to provide referrals to individuals experiencing
homelessness. Further, the team understands
the importance of keeping parks safe for
children and all stakeholders that wish to use
these public spaces.
• Timebound- The team has added several PANS
representatives and will continue to build;
this effort is ongoing until all open positions
are filled. By May of 2023 data will capture a
decrease in 911 calls by 30%. PIT Count data
will be available in June of 2023 to show a
decrease in camping in parks. The Quality of
Life Survey will be available to residents in the
summer of 2023 to capture quantitative data
around feelings of safety.
• Time-Bound – By October of 2022 the nurse will
offer drop in nurse visits for those experiencing
homelessness, by July of 2023 there will be
an increase of health wellness services, those
accepting services will remain steady with at
least 75% accepting services.
PANS
• Specific- Addition of 20 non-sworn Parks
and Neighborhood Specialist (PANS) to
provide safety and monitoring of parks and
surrounding neighborhoods to lessen the
burden on Riverside Police Department in non-
emergency response calls.
Urban PSET
• Specific – Add two teams to provide both
evening and early morning coverage across
the City of Riverside. The team will respond
to 311 service requests and follow a monthly
calendar that focuses on hotspot areas to
engage those experiencing homelessness in
encampments to offer services and supports,
to tag items for debris and trash abatement,
and provide enforcement as appropriate.
• Measurable – PSET captures daily locations
visited, contacts, services accepted, arrests,
citations, parking citations, vehicles towed,
and debris/trash abatement. Monthly reports
will show an increase of services accepted
annually.
• Achievable – With Increased staffing levels the
team will be able to dedicate the necessary
time to approach individuals with care and
compassion and to collect demographic
information, geocode data, complete
required documentation and capture other
pertinent data.
• Realistic – With additional teams, enforcement
to address issues of unlawful panhandling,
camping, abandoned personal belongings
and vagrancy will increase. Clean-up
and mitigation of sites prone to homeless
encampments including weed abatement,
camp clean-ups, preventative maintenance
of primary locations, and more will increase.
Additional time for engagement will allow a
more personable approach as well as the
proper wrap-around services and warm hand-
offs to identified agencies.
• Time-bound- T hrough the addition of two
new teams, approximately 800 people will
be contacted monthly with an increase of
people accepting services by 40% annually.
Access Center Outreach
• Specific – F ive outreach workers cover the
City of Riverside hotspot areas and respond
to 311 service requests to engage individuals
experiencing homelessness Monday – Friday.
There is also a representative from the team
available at the Access Center to support
walk-ins.
• Measurable – Team members track data
collected in the field. The data is shared with
staff to contribute to monthly statistics. The
team tracks total engagements, street exits by
referral, services accepted, and Vulnerability
Index – Service Prioritization Decision Assistance
Prescreen Tool (VI-SPDATS) completed.
There will be an increase of 25% in outreach
placements by August 2023.
• Achievable- The team has a structure that
allows them to reach as many people as
possible through 311, visiting hotspot areas, and
receiving other requests. Through cultivating
relationships and being aware of available
shelter beds, the Access Center outreach team
will be successful in outreach placements.
• Realistic- This is an ambitious goal, but with
the addition of shelter beds and the opening
of Mercy House, the team will be able to offer
more options to individuals in the field to move
into emergency shelter and bridge/interim
housing. Additionally, the team assists people
in completing rental applications and touring
possible housing options and works closely with
housing navigators to place individuals.
• Timebound-A 25% increase in outreach
placements will take place by August 2023.
Wildlands PSET
• Specific – The team will operate days and
evenings, Monday – Sunday. The focus will
be on the Santa Ana Riverbottom (SAR).
Wildlands PSET will engage those experiencing
homelessness to offer services and supports,
to tag items for debris and trash abatement,
provide enforcement as appropriate and
enforce the anti-camping ordinance to ensure
safety for all.
• Measurable – The team will capture locations
visited, contacts, services accepted, arrests,
citations, parking citations, vehicles towed,
and debris/trash abatement. Monthly reports
will show that this program will increase
acceptance of services by 25% annually.
• Achievable- With a team dedicated to the
SAR there will be more opportunity to engage
people that have been hard to reach. The
team will have the Urban PSET model to follow
for seamless implementation.
• Realistic – Of course because this is a different
space, there will be areas where shifts are
needed that lead to a more efficient approach
to SAR individuals.
• Time-bound- Once the team begins, they will
have the tools needed to be successful with
25% of individuals accepting services.
Measurement 3a. 86% rental assistance programs retention rate.
Measurement 3b. 82% increase in unduplicated number of households assisted through rental assistance programs.
Measurement 3c. Referred 75 households annually to an employment assistance program.
Measurement 3d. 5% decrease in homelessness amongst those who are justice involved.
Measurement 3e. 5% of seniors assisted through the Office of Homeless Solutions referred to Riverside County In-Home Supportive Services (IHSS).
Measurement 3f. Enrolled six individuals through the Shared Housing Program annually.
Prevent Homelessness
GOAL #3
NEW POLICY AND PROGRAM
DELIVERABLES
• Shared Housing Program
• Presley Detention Center In-Reach Program
ACTIVITIES • Establish in-reach services with Presley Detention Center to connect individuals experiencing homelessness to family, shelter, transitional housing, and/or other resources
• Partner with Riverside County Housing &Workforce Solutions and Goodwill Industries and advertise their employment
programs
• Create a collaboration of service providers to provide ongoing resources and support for families with children in the Riverside and Alvord Unified School Districts and Riverside County of Education (RCOE) and reporting
mechanism for referrals
• Advertise the IHSS Program and connect seniors to this resource
• Create a shared housing program for people who want
or need to share their homes for financial, security or companionship
• Advertise HomeConnect, a county-wide response system
for those in a housing crisis
PARTNERSHIPS • Riverside County Department of Public Social • Services
• Riverside County Housing & Workforce Development
• Riverside and Alvord Unified School Districts
• Riverside County Office of Education
• Riverside County Sheriff’s Department
CITY DEPARTMENT LEADS • Office of Homeless Solutions - Homeless Services and Housing Authority
• Office of Communications
LEVERAGED CITY RESOURCES • HHAP-3
• Emergency Solutions Grant (ESG)
• Measure Z
TIMELINE • Provide annual report to the Housing &
• Homelessness Committee in September
• Implement Shared Housing Program by January 2023
GOAL ALIGNMENTS • Envision Riverside Strategic Plan: Priority 2, Community Well- Being, Goal 2.2
• HHAP-3 Outcome Goal #1a, 1b, 2, 3, 4, 5, 6
28 LOGIC MODEL
INPUTSACTIVITIESOUTPUTSSHORT-TERMINTERMEDIATELONG-TERM
School Connections
Identification
of At-Risk
Households
Fast Track to
HousingJail In-Reach
Ensure that resources
for threatened (at-
risk) families are
accessible and
known
Partnership with
Goodwill, AJCC
and County
Workforce
Development
Create and/or
identify affordable
housing for
extremely low
income to middle
income households
for subpopulations
In reach services at
local jail to connect
individuals experiencing
homelessness to shelter
and transitional housing
and other resources
Develop materials for
distribution to Alvord
and Riverside Unified
School Districts
Job readiness
workshops
Job training
voucher
up to $8,000 /
person
Participate in a
shared housing
program with an
option for Riverside
County In-Home
Supportive Services
Program IHSS for
seniors
Develop release plan with
resources for a warm hand
off
Distribute resource
materials in
August 2022
Connect 50
individuals to
industry recognized
sectors that align
with their interests
January 2023
Identify 50 families
and 20 seniors 65+
to participate in
fast-track program
(3 to 6 months)
Apply with Volunteer and
Religious Services to gain
access to Robert Presley
Detention Center in June
2022
Bring County and
CBO’S together
for presentation to
Pupil Services in
September 2022
Course
completion
of industry
recognized
certification
February 2023 to
February 2024
Identify accessible
units allowing for
autonomy and care
to age in place in a
dignified way
(6 to 9 months)
OHS to complete training
and background to gain
access to Robert Presley
Detention Center
July 2022 to December 2022
Meet Pupil Services
quarterly to ensure
students and families
are connected to
resources to decrease
unsheltered child (≤17)
homelessness by 50%
Increased
employability
(Through
February 2025)
Critical Time
Intervention
support for families
and seniors
experiencing
homelessness
(9 to 24 months)
Meet with individuals
once per week to create
release plan. Reducing
homelessness among
justice-involved by 5%
annually
29 School Connections
• Specific – Ensure that City of Riverside School
Districts (Alvord and Riverside) are aware of
resources available to at risk families. By de -
veloping and distributing materials, bringing
the County and CBO’s together for presen -
tations before the beginning of each school
year, Pupil Services and Counselors will be
equipped with up-to-date information to
share with students and families to make con-
nections to prevent new episodes of home -
lessness.
• Measurable – Leverage School District and
PIT Count data to identify the number of fam-
ilies experiencing homelessness from previous
years compared to subsequent years begin -
ning in 2023.
• Achievable – In communicating with School
District Pupil Services and County and Com -
munity Based Organizations/Non-profits up-
to-date information is easily accessible to dis-
seminate to families through schools providing
families with information to make informed
decisions before experiencing homelessness.
• Realistic – Schools have the capacity to send
information home in Friday folders and/or
through email blasts to all parents of enrolled
students throughout the City of Riverside.
• Time-Bound – Fall 2022 ongoing through 2027.
Identify at Risk Households
• Specific – Refer at-risk households to one agen -
cy for assistance, which would be United Lift,. Case
managers will assist applicants with creating a plan
on achieving housing stability and self-sufficiency.
Case managers will create individual services plans
that may result in referrals to mainstream benefits,
and to Goodwill, County Workforce Development,
and America’s Job Centers of California (AJCC) for
job readiness workshops, mock interviews, resume
writing workshops, and job training vouchers up to
$8,000.00 per person. Industry recognized sectors and
certifications that align with an individual’s interest will be identified. Workforce Innovation and Oppor -
tunity Act (WIOA) funds will support eligible teens and adults to subsidize employment opportunities for on
the job-training. Other opportunities like paid appren- ticeships and internships are also available in specific sectors.
• Measurable – Identify the number of households that
take advantage of this training and are connected to
employment through the listed agencies. Determine
how many of these households complete training
and are connected to employment while retaining
their housing. CalJOBS generated reports for referred
individuals. Further, with a Data Sharing Agreement,
CalJOBS and HMIS should be accessible by both par-
ties to update employment outcomes.
• Achievable – Identification of individuals who take advantage of United Lift and City of Riverside Rental
Relief programs through a referral process to work -
force development programs is achievable through
partnerships with Goodwill, AJCC, and County Work -
force Development.
• Realistic – Individuals will be required to complete
Workforce Innovation and Opportunity Act (WIOA)
applications and create a CalJOBS account with
AJCC staff to begin their employment and training
search.
• Time-Bound – Spring 2023 ongoing through 2027
Jail In-Reach
• Specific – Apply with Religious Services to gain
access to Robert Presley Detention Center to
connect with individuals who self-identify as
homeless. By connecting with justice-involved
individuals, we have an opportunity to cre -
ate a release plan with the individual which
will support them upon release empowering
the individual to leverage available resources
and shelter options decreasing homelessness
among justice-involved individuals. Individu -
als from other regions will be identified and
connected to Riverside Inmate Destination
Endeavor (RIDE) to take advantage of trans-
portation back to their place of origin upon
release.
• Measurable – Jail and PIT Count data specific
to the City of Riverside will be used to track
success of this program. This data will be new
so we will have a full picture after at least two
years of comparable data.
SMART GOALS
• Achievable – With proper background and training
through Religious Services, City teams will gain access with an escort or non-escort status to meet with jus -
tice-involved individuals.
• Realistic – Offering resources and programming to
justice-involved individuals creates a safer commu -
nity, saves money on incarceration, and ultimately
breaks the cycle of recidivism.
• Time Bound – Spring 2023 ongoing through 2027
30 Measurement 4a. Increased the number of emergency shelter beds by 48%.
Measurement 4b. Increased the number of people exiting from emergency shelter to housing by 20%.
Measurement 4c. Decreased the number of unsheltered people by 10%.
Measurement 4d. Increased the number of people accepting shelter from PSET and Outreach teams by 25%.
Increase Availability and
Effectiveness of Emergency Shelter
GOAL #4
NEW POLICY AND PROGRAM
DELIVERABLES
• Anti-Camping Ordinance for Wildlands
• New Emergency Shelter Program
• Storage Program for homeless individuals
• Wildlands Public Safety & Engagement Team (PSET)
Program
ACTIVITIES • Release Request for Proposals (RFP) for Non-Congregate Shelter at 670 Iowa and present selected vendor to
Housing & Homelessness (H & H) Committee
• Identify vacant sites and buildings for an additional emergency shelter to be presented to the H & H
Committee
• Create a new storage program for PSET and homeless
individuals entering programs
• Hire team members for Wildlands PSET Team and purchase required equipment
• Propose anti-camping ordinance for Wildlands
PARTNERSHIPS • Non-profits
CITY DEPARTMENT LEADS • Office of Homeless Solutions - Homeless Services • City Attorney’s Office
• Riverside Police Department
• Fire Department
• Community & Economic Development Department
• General Services
• Public Works
LEVERAGED CITY RESOURCES • Measure Z
• HHAP-3
TIMELINE • Release RFP in June 2022
• Identify vacant sites and buildings for an emergency
shelter by July 2022
• Anti-camping ordinance for Wetlands presented to City Council by September 2022
• Identify site for the Storage Program by August 2022
GOAL ALIGNMENTS • Envision Riverside Strategic Plan: Priority #2, Community Well-Being, Goal 2.2 and Priority #5, High Performing
Government, Goal 5.3
• HHAP-3, Outcome Goal 1a, 1b, 4, 6
32 LOGIC MODEL
Storage Program Non-Congregate Emergency ShelterINPUTS
Identify storage space,
purchase 200 bins/
lockers, create policies
and procedures for use
Provide low barrier shelter
to individuals experiencing
homelessness
ACTIVITIES
Safe space to store items
– Individuals will accept
shelter more willingly
Request for Proposals for alternative
emergency housing non-congregate
shelter with approximately 115 units to
expand diversity of shelter types and
provide wrap-around services
OUTPUTS
Identify storage space
and units
September 2022
Identify option that aligns with PIT
Count numbers to stay in compliance
with shelter bed requirements and anti-
camping enforcement
June 2022
SHORT-TERM
Install storage units with
easy accessibility to
borrower
April 2023
Leverage the Housing First Model
through Permanent Supportive
Housing with Critical Time Intervention
to support individuals participating in
emergency shelter by increasing the
number of shelter beds - Release a
Request for Proposal – June 2022
INTERMEDIATE
10% decrease in
number of unsheltered
people
Annually PIT Count
Connect folks to clinical social worker
interns, workforce development,
housing, and other resources as
needed with an increase of people
exiting homelessness into permanent
housing by 20% annually
LONG-TERM
33 Storage Program
• Specific- Storage will be identified and provided for individuals experiencing homelessness and seeking shelter services. This will allow people to store their items that sometimes prevent them from accepting shelter services as they are limited in the number of items allowed into the shelter. With more people ac- cepting shelter services, there will be a 10% decrease in the unsheltered population. Further, more peo- ple will have access to services and case managers to assist with housing applications and placement. • Measurable- Point-in-Time Count data will highlight the decrease in unsheltered homelessness. • Achievable- Funding will allow us to purchase lockers or bins for storage. With the option to store per - sonal belongings in a safe place, more individuals will accept shelter as they do not have to give up or trash their items to accept emergency shelter.
• Realistic- Storage is a need as reported by end-users. This request is reasonable and will be covered by funding available.
• Timebound - By April 2023
SMART GOALS
Non-congregate Emergency Shelter
• Specific – Provide low barrier shelter to
individuals experiencing homelessness.
Request for proposals for alternative
emergency housing non-congregate
shelter to expand diversity of shelter
types and provide wrap-around
services leveraging best practices.
• Measurable – The capacity of shelter
beds utilized and the consistency in
beds utilized monthly and annually at
90% or more will be evaluated as well
as individuals exited into permanent
housing. The ideal rate of exits into
permanent housing monthly is a
minimum of 3%.
• Achievable – The request for proposal
will identify a local Riverside company
to support the Cities efforts in creating
a new emergency shelter option while
creating jobs.
• Realistic – Leveraging experience in
identifying space to provide shelter
and services to the target population
is an area where the City has expertise.
• Time-Bound – Ongoing – Fall 2023
Fast Track to Housing
• Specific- The Housing Authority is working on several affordable housing projects and housing navigators
are hard at work locating housing opportunities for
individuals experiencing homelessness or at imminent
risk of becoming homeless. The team will identify 20
families and 50 seniors to place. Critical Time Inter - vention will be leveraged as well as In-Home Support-
ive Services (IHSS) for seniors and a shared housing
model for those interested.
• Measure – The number of participants will be collect- ed and logged internally with a system the City will
create.
• Achievable –In identifying people seeking support in
rent and utilities, we will be able to provide these ser- vices to vulnerable populations.
• Realistic- Those experiencing homelessness and ex -
treme poverty will benefit from opportunities in place- ment and support. This program will rely on funding
received and budgeted to support people to exit
homelessness and prevention.
• Time-bound- Identification of eligible participants will begin September 2022 – March 2023, Identification
of units will take place from March 2023 – June 2023,
and placement and CTI will begin in June 2023 –
September 2024
34 Measurement 5a. Increased 311 calls related to homeless activities by 25%
Measurement 5b. 50% increase in traffic to the Office of Homeless Solutions web page.
Expand Public Awareness
GOAL #5
NEW POLICY AND PROGRAM
DELIVERABLES • Homeless Awareness Campaign
ACTIVITIES • Present at community and stakeholder meetings • Update “who to call” flyer for residents and businesses needing assistance with homeless related activities
• Update data dashboard on Office of Homeless Solutions • Share stories, highlights and statistics on success
• Create Office of Homeless Solutions Newsletter
PARTNERSHIPS • Non-profits
CITY DEPARTMENT LEADS • Office of Homeless Solutions - Homeless Services and Housing Authority
• Office of Communications
LEVERAGED CITY RESOURCES • Measure Z
TIMELINE • Complete “Who to call” flyer by September 2022 • Create Office of Homeless Solutions Newsletter by
September 2022.
GOAL ALIGNMENTS • Envision Riverside Strategic Plan: Priority 2, Community Well-Being, Goal 2.2 and 2.3
36 LOGIC MODEL
INPUTS
ACTIVITIES
OUTPUTS
SHORT-TERM
INTERMEDIATE
LONG-TERM
Quarterly Newsletter
Homelessness
Awareness
Campaign
Presentations
Create OHS Newsletter
with Marketing and share
on OHS landing page,
email blasts, and social
media
Secure funding
for dedicated
journalist/artist to
bring vision to life
Attend community and
stakeholder meetings to
share OHS updates
Keep community aware
of progress toward
goals, share success
stories, share Housing &
Homelessness Committee
and Council meeting
information
Identify individuals
experiencing
homelessness who
want to share their
story
Speak to projects
throughout the City and
respond to questions/
concerns
Transparency around 5
Year Plan and what the
City is currently doing
Q1 - September 2022
Build powerful
stories with photos
to capture humanity
and awareness -
Homelessness Does
Not Discriminate
Awareness around City
projects
Community will stay
apprised of City
commitment and keep
us accountable while
working through goals
Q2 - December 2022
Q3 - March 2023
Q4 - June 2023
Create beautiful
stories that
resonate with
community
members and
disseminate
throughout the
City and on social
media
Community is aware of
where to find pertinent data
and information
Awareness of City
programs, successes, and
gaps. Community will feel
informed and continue to
be part of the conversation.
50% increase in OHS
webpage traffic – Annually
Community
understanding
of trauma,
discrimination and
barriers leading to
homelessness
25% Increase in 311
utilization related to
homelessness – 20%
increase in Quality-of-
Life Survey results re: City
response to homelessness
37 SMART GOALS
Homelessness Awareness Campaign
• Specific- Identify individual experiencing homelessness who are interested in sharing their story to build a powerful campaign and highlight that homelessness does not discriminate. • Measurement- 50% increase in traffic to the OHS webpage identified by leveraging web data. • Achievable- The campaign will pique the interest of community members, end-users, and business owners.
Those who want to learn more, will visit the OHS webpage. • Realistic- Grant funding will be identified to secure a dedicated person who will work toward the campaign vision of bringing awareness to the traumas, discrimination, and barriers faced that lead to homelessness.
Quarterly Newsletter
• Specific – Create the Office of Homeless Solutions
quarterly newsletter to share with the public to
provide progress toward goals, share success
stories, share Housing & Homelessness Committee
and Council meetings information to keep the
community informed and allowing all to be part of
the conversation
• Measurable – The increase of individuals commenting
on social media, number of visits to the OHS landing
page, attending City meetings, and participating in
the City survey to speak to their awareness of OHS
will show that the quarterly newsletter is keeping folks informed.
• Achievable – With the support of the marketing
team, a nicely crafted newsletter is achievable.
• Realistic – This goal will keep us transparent and
accountable to the public; we will have the
opportunity to share data that everyone is interested
in.
• Time-Bound – Quarterly beginning in September,
December, March, and June (ongoing)
Presentation
• Specific- Attend community and stake-
holder meetings to share Office of Home-
less Solutions updates and respond to
community questions and concerns.
• Measurable- By leveraging 311 call center
data we will see a 25% increase related to
utilization of 311 to report homeless issues.
We will also be able to use Quality-of-Life
Survey results to determine the satisfac-
tion of community members with the City
of Riverside homelessness response.
• Achievable- The OHS is available to pres-
ent to community and stakeholder meet-
ings.
• Realistic- Wiith the addition of two staff,
the OHS will have the ability to designate
individuals to participate in meetings City-
wide.
• Time-bound – Immediately - Ongoing
38 Measurement 6a. Maintained 50 Cold Weather Shelter Program beds.
Measurement 6b. Attended 25 Continuum of Care and committee meetings annually.
Measurement 6c. Increased number of emergency shelter beds throughout Riverside County by 10%.
Coordinated Regional
Infrastructure
GOAL #6
NEW POLICY AND PROGRAM
DELIVERABLES
• Riverside County Cold Weather Shelter Program at new
location
• Directory of affordable housing and homeless program
operators for each city
• Implement Memorandum of Understanding (MOU)
with Riverside County on Coordinated Response to
Homelessness
ACTIVITIES • Work with Riverside County to identify a new location for the Cold Weather Shelter Program
• Participate in the Riverside County
• Continuum of Care and committee meetings
• Export data from the Riverside Outreach Grid system to the Riverside County’s Homeless
• Management Information System (HMIS)
• Train new City staff in HMIS
• Execute the MOU on Coordinated Response to
Homelessness
PARTNERSHIPS • Nonprofits
• Riverside County Housing & Workforce Solutions
• Riverside County Continuum of Care
• Neighboring cities in Riverside County
• District 2 Homelessness Collaborative
• Riverside County Executive Office
CITY DEPARTMENT LEADS • City Manager’s Office
• Office of Homeless Solutions - Homeless Services
LEVERAGED CITY RESOURCES • None
TIMELINE • Directory of affordable housing and homeless program operators for each city by September 2022
• Execute MOU on Coordinated Response to Homelessness
by July 2022
• Export data from Outreach Grid to HMIS by November
2022
• Train new City staff in HMIS - ongoing
• Identify with County Cold Weather Shelter
• Program new location by August 2022
GOAL ALIGNMENTS • Envision Riverside Strategic Plan: Priority #2, Community Well-Being, Goal 2.2
• HHAP-3, Outcome Goal 1a, 1b, 4, 6
40 LOGIC MODEL
INPUTS
ACTIVITIES
OUTPUTS
SHORT-TERM
INTERMEDIATE
LONG-TERM
Homeless Management
Information System Winter ShelterCoC Participation
Access to HMIS with an
opportunity for Outreach
Grid to export and import
data for streamlined and
efficient reporting
Collaborate with
County CoC to
identify 2022
Winter shelter
location
Attend 10 CoC meetings
as well as sub-
committee meetings
to represent City of
Riverside need
Outreach Grid IT will work
with County HMIS lead to
develop access
Maintain 50 cold
weather shelter
beds
Update Housing and
Homelessness Committee
on CoC action items/
activities and track number
of meetings attended
Train OHS staff and
partners to interact with
new tools and import/
export data – July 2022
Begin
conversations
with partners to
determine role and
responsibilities –
Immediately
Identify roles and
responsibilities of each
partner with milestone
goals – Immediately
Data specific to the City
of Riverside extracted for
reporting – September
2022
Determine possible
location and action
plan for successful
implementation
– October 2022
Advocate for target
population by coordinating
with all regions to create
connections to services
and resources for all with
agreement to increase
shelter beds throughout the
County by 10%
– 3-6 months
Efficient reporting with
a focus on the City by
eliminating multiple
platforms with convoluted
data – Ongoing
Location identified
with equitable
access –
December 2022
Work collaboratively
with regions to share best
practices and support one
another to build a strong
streamlined approach to
eradicating homelessness
– Ongoing
41 SMART GOALS
Homeless Management Information System
• Specific- Work with County lead on agreement
between HMIS and Outreach Grid (OG) to allow
data to be imported and exported seamlessly. This
will support the entire county in their ability to gain access to individuals that are served in the City of
Riverside by move to a different region.
• Measurable- City teams will spend less time input-
ting data into two separate platforms and allow
for more time in the field. Outreach workers will
spend 5 hours for case noting rather than 10 hours
per week.
• Achievable- A meeting between HMIS lead, OG
tech support, and OHS is set to take place in June
2022.
• Realistic- OG has a similar agreement with HMIS
and an out of state client.
• Time-bound- By July 2022 staff will be trained in
how to import and export data. By September
of 2022, the City of Riverside will be able to easily
generate reports.
CoC Participation
• Specific- Attend 10 CoC meetings as well
as sub-committee meetings to stay up to
date with projects and action items from
other regions as well as share out success
and gaps within our City.
• Measurable- OHS will track the number of
meetings attended.
• Achievable- Michelle Davis is the CoC
Vice Chair and will be in attendance for all
meetings, in the case of her absence, Dr.
Lorissa Villarreal will be present.
• Realistic- The OHS already attends and
participates in CoC and sub-committee
meetings.
• Timebound-Immediately - Ongoing
Winter Shelter
• Specific-Collaborate with the County to ensure that there is a location for the 2022 Winter Shelter. With a 10% increase in new shelter beds created throughout the County of Riverside • Measurable-The CoC Homeless Action Plan (Strategy 19) states that it will increase its winter shelter bed capacity. The OHS will leverage their data to track progress. • Achievable-Early conversations will allow for ample time to identify site locations. • Realistic-The partnership between the County and City will allow for a coordinated effort to achieve this goal.
• Timebound-Begin conversations immediately, narrow search to a few options with an action plan by October 2022, location and opening date set by December 2022. 42 RECENT
ADDITIONS
INPUTS
ACTIVITIES
OUTPUTS
SHORT-TERM
INTERMEDIATE
LONG-TERM
PANS Wildlands PSET Urban PSET
Addition of 20 individuals
to make up Parks and
Neighborhood Specialist
Santa Ana
Riverbottom (SAR)
team that operates 7
days a week - days
and evenings
Addition of 2 teams to
more fully cover service
area
Dedicated to SAR, parks
and surrounding areas
Enforce the anti-
camping ordinance
and provide
resources, housing
supports, and
encampment clean-
up
Respond to 311. Follow
calendar to focus on
engagement and debris/
trash abatement
Reduction in 911
calls in response
to homelessness in
parks and surrounding
neighborhoods by 30%
Strengthen SAR
heatmaps, engage
folks and better
understand their
needs, cultivate
relationships, and
collect data
Continue engagement,
enforcement efforts, and
collect data, and cultivate
relationships
Teams will make areas
safer, more family-
oriented, and maintain
peace and order
Deter encampments
within the SAR by the
presence of the new
team and provide
engagement
Ongoing
Fielding two shifts per
day and evening to
monitor hotspots and
deter encampments
within the City with
additional team
enforcement
Camping among
individuals experiencing
homelessness will be
reduced by 20%
Make connections
to housing for folks
and enforce anti-
camping ordinance.
2023 - Ongoing
Approximately 800
people will be contacted
each month with an
increase of services
accepted by at least 40%
LOGIC MODEL
44 RiversideCA.gov/HomelessSolutions