City of Sacramento
City Council - 2PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2024-00623 3/12/2024 Discussion Item 3.
Approval of All In Sacramento - Sacramento’s Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness; Authorization to Execute and Submit the Application for the Homeless Housing, Assistance and Prevention Program Round 5 (HHAP-5); and Approval of the HHAP-5 Funding Allocation
File ID: 2024-00623
Location: Citywide
Recommendation: Adopt a Resolution to (1) approve “All In Sacramento - Sacramento’s Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness”, (2) approve the City of Sacramento’s Homeless Housing, Assistance and Prevention Program Round 5 (HHAP-5) Funding Allocation, (3) authorize the City Manager, or the City Manager’s designee, to execute and submit all required documents for the HHAP-5 application to the State of California, (4) authorize the City Manager, or the City Manager’s designee, to execute all necessary grant agreements and related documents to receive the HHAP-5 funding from the State and enter into agreements based on the allocation approval, (5) authorize the City Manager, or the City Manager’s designee, to establish the HHAP-5 Grant Fund Project (G02000990); (6) authorize the City Manager, or the City Manager’s designee to accept the State allocation of $27,053,240.85 in grant funds and to establish the revenue and expenditure budget in G02000990 (Operating Grant Fund, Fund 2702), and (7) authorize the City Manager, or the City Manager’s designee, to perform all other actions related to receiving and fully utilizing the HHAP-5 grant funds.
Contact: Ya-yin Isle, City Housing Manager, (916) 808-1869, [email protected], Office of Innovation & Economic Development; Brian Pedro, Director, (916) 808-7816, [email protected], Department of Community Response Presenter: Ya-yin Isle, City Housing Manager, (916) 808-1869, [email protected], Office of Innovation & Economic Development
Attachments:
1-Description/Analysis
2-Resolution
3- All In Sacramento - Sacramento’s Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness
File ID: 2024-00623 3/12/2024 Discussion Item 3.
Description/Analysis
Issue Detail: The Homeless Housing, Assistance and Prevention Program Round 5 (HHAP-5) is a $1 billion grant program authorized by Section 17 of AB 129, which was signed into law by Governor Gavin Newsom on July 10, 2023. Administered by the California Interagency Council on Homelessness (Cal ICH) this fifth round of funding has been made available for the purpose of organizing and deploying the full array of homelessness programs and resources comprehensively and effectively, and to sustain existing investments towards long-term sustainability of housing and supportive services. To accomplish these goals, the State requires that the HHAP-5 application includes a Regional Coordinated Homelessness Action Plan (RCHAP) that fosters robust regional collaboration and strategic partnership; and a commitment from the applicants to participate in it.
Similar to the previous rounds of HHAP funding, eligible applicants include California’s largest 14 cities, 58 counties, and 44 Continuums of Care with allocations set by Cal ICH based on their proportionate share of the state’s homeless population as reported by the U.S. Department of Housing and Urban Development in the 2022 Point-In-Time (PIT) count. Different from previous rounds of funding, eligible applicants in a region must apply jointly and be a signatory to a Regionally Coordinated Homelessness Action Plan.
The HHAP-5 Notice of Funding Availability was released on September 29, 2023, and the application is due March 27, 2024. Following the State’s 90-day application review period, the initial disbursement of funding (50%) will be released upon the grantee’s completion of a standard contract with the State. To be eligible to receive the remainder 50% of the HHAP-5 allocation, applicants must demonstrate sufficient spend-down of the initial HHAP-5 allocation and submit an updated Regionally Coordinated Action Plan pursuant to HSC section 50235 (h).
The State requires grantees to expend HHAP-5 funds on evidence-based solutions that prevent, reduce, and end homelessness. Grantees may not use HHAP-5 funds to supplant existing local funds for homeless housing, assistance, or prevention; and funds must be expended in compliance with Housing First requirements per California Health and Safety Code section 50220.7(g). In addition, grantees may not use any HHAP-5 funds on any new interim housing solutions unless they are given written permission from Cal ICH. The State also requires HHAP-5 applicants to collaborate and engage in a public stakeholder process in developing the RCHAP, including at least three public meetings, allowing for extensive input from various groups and individuals.
While the eligible uses for HHAP-5 funds remains largely unchanged from previous rounds, AB 129 reorganizes the eligible uses into three main categories: 1) costs that support permanent housing; 2) costs that support interim housing; and 3) costs that support service provision and system support.
Eligible-use categories include:
1. Delivery of Permanent housing and innovative housing solutions.
File ID: 2024-00623 3/12/2024 Discussion Item 3.
2. Rapid rehousing - tenant-based, time limited, permanent housing program, inclusive of wrap around services.
3. Prevention and shelter diversion - costs supporting access to safe alternatives to shelter and/or remain safely housed at their current residence. HHAP-5 changes the eligible population to include “at risk of homelessness”.
4. Operating subsidies for permanent housing - costs to support ongoing operations in new and existing affordable or supportive housing units serving people experiencing homelessness.
5. Interim housing - costs for interim housing, operating subsidies, and improvements to existing interim housing. Includes ongoing operations of existing interim housing (both congregate and non-congregate), renovation and maintenance, and services to people in interim housing.
6. Street outreach - costs including street engagement services, intensive case management services, housing navigation, to assist persons experiencing unsheltered homelessness to access permanent housing and services.
7. Services coordination - costs supporting wrap around services which may include access to workforce, education, and training programs, or other services needed to promote housing stability in supportive housing.
8. Systems support - costs to support homelessness services system infrastructure, regional coordination, and/or improvements to accessibility and outcomes generally.
9. Youth set-aside - grantees must use at least 10% or their allocation for services for homeless youth, defined as unaccompanied youth between ages 12-24 years old experiencing homelessness, including pregnant and parenting youth. Dollars spent under the Youth set- aside can be for any of the above eligible use categories.
10.Administrative costs - costs incurred by the grantee to administer the HHAP program allocation, capped at 7%.
11.Additional HMIS - up to 1% of the HHAP-5 allocation to cover expenses associated with the administration of HMIS to be transferred to the HMIS lead entity to support the functioning, maintenance, and operation of the local HMIS.
All In Sacramento - Sacramento’s Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness
All In Sacramento (Attachment 3) is the regionally coordinated homelessness action plan that is required as part of the HHAP-5 application. It provides the overall strategic framework for a unified approach to addressing homelessness across Sacramento County. It is a comprehensive plan that strives to address the challenges of people experiencing homelessness in the region. This action
File ID: 2024-00623 3/12/2024 Discussion Item 3.
plan builds upon the 2022 Local Homeless Action Plan (LHAP) and reimagines a coordinated and collaborative effort between system leaders, governments, and local service providers to create a transformed system better able to respond to the needs of Sacramento neighbors facing homelessness.
All In Sacramento was developed in partnership between Sacramento Steps Forward, City of Sacramento and Sacramento County and in collaboration with partners across the region, including the Sacramento Housing and Redevelopment Agency, the surrounding cities in Sacramento County, and partners with lived expertise of homelessness.
All In Sacramento includes a three-year framework with an annual Action Plan and is organized around eight Solutions that are specific to the regional landscape and that align with national evidence-based best practices. Together, the following Solutions create a housing-focused, holistic, and equitable framework:
1. Coordinated Access & Navigation
2. Diversion & Prevention Assistance
3. Outreach & Engagement
4. Emergency Shelter & Interim Housing
5. Rehousing Assistance
6. Permanent Supportive Housing
7. Integrated Services
8. System Capacity Building & Training
The framework is focused on Solutions that will transform local responses, have the greatest impact on reducing the number of people experiencing homelessness in the region, and improve the overall performance and quality of homelessness prevention, crisis response, and permanent housing assistance. While each Solution will support and drive different system goals, all Solutions support the achievement of two primary system-level measures of success:
· Reduce the number of people experiencing unsheltered homelessness by 20% between the 2024 Point-in-Time (PIT) count and the 2026 PIT count.
· Increase the percentage of people exiting to permanent housing to at least 42%.
Through a robust engagement process, multiple opportunities were provided to convene and gather input from various sector partners and community members. This included five public engagement sessions held between December 2023 and January 2024. Over 245 partners and community members attended these sessions.
Gaps Analysis
The 2022 Gaps Analysis Report for the Sacramento Continuum of Care indicates that the estimated
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number of persons experiencing homelessness annually in Sacramento County ranges from 16,500 to 20,000 people. Falling into homelessness is often described by partners with lived expertise as a downward spiral of broken safety nets. In Sacramento, rising rents and limited affordable housing options are a leading driver to homelessness. Other drivers include histories of foster care and domestic/intimate partner violence, as well as mental health and addiction issues that often worsen without stable housing.
The gaps analysis estimates that among people who experience homelessness each year in Sacramento:
· Approximately 15% of individual and family households experience only a brief episode of homelessness and can self-resolve and return to housing with limited assistance. · An additional approximately 38% could avoid homelessness with timely and targeted homelessness prevention assistance or could otherwise be diverted from the homeless response system with one-time or short-term problem-solving, financial assistance, and/or housing navigation services.
· Among the 47% who cannot avoid or quickly exit homelessness, it is estimated that 64% of all households will need individualized short- to medium-term housing navigation and financial assistance.
· 33% will also need ongoing rental assistance and supportive services to quickly resolve their homelessness and remain stably housed.
· Overall, over 90% of all households experiencing literal homelessness also need temporary housing (emergency shelter or interim/transitional housing) while they are working to resolve their homelessness.
The gaps analysis reveals a need for increased investments in and expanded access to prevention, rehousing assistance, and affordable housing, including permanent supportive housing and other forms of ongoing housing and service assistance outside of the homeless response system. When fully scaled and available, such investments can effectively reduce homelessness and the need for more costly crisis responses, including emergency shelter. In the near term, however, until prevention and rehousing resources are fully scaled, more emergency shelter is needed to reduce the harm experienced by people who are unsheltered and to provide safe, stable, and temporary shelter and address other critical health and wellness needs.
A full update to the 2022 gaps analysis will be completed later in 2024 using updated 2024 point-in- time count data.
HHAP-5 Funding Allocation Recommendation
Collectively, the Sacramento region will be receiving a total of approximately $53.2 million in HHAP-5, with allocations to the City of Sacramento, Sacramento County, and the Sacramento Continuum of Care (via SSF). Once the application process is complete, the City of Sacramento will be receiving a total of $27,053,240.85 of HHAP-5 funding in two disbursements.
File ID: 2024-00623 3/12/2024 Discussion Item 3.
Building upon the direction provided with the prior four rounds of HHAP funding, Cal ICH’s priority to sustain existing investments towards long-term sustainability of housing and supportive services, and the Sacramento Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness, staff makes these HHAP-5 funding allocation recommendations for the City’s funding allocation:
City of Sacramento HHAP-5 Funding Allocation
State Eligible Use Amount Activities Supported
Prevention and Shelter Diversion$2,000,000.00 Prevention programming Delivery of Permanent Housing $2,000,000.00 Financing to support development of permanent housing projects
Operating Subsidies - Interim Housing$16,683,658.00 Congregate, non-congregate and motel interim housing program
Operating Subsidies - Interim Housing
Homeless Youth (10% min)
$2,705,324.00 Non-congregate and small shelter
programs for homeless youth
Street Outreach $500,000.00 Street Outreach
System Support $1,000,000.00 Coordinated Access System
Administrative Costs (7% max) $1,893,726.85 Administrative costs HMIS (1% max) $270,532.00 HMIS support to SSF
TOTAL $27,053,240.85
Policy Considerations: The actions in this report are consistent with the City of Sacramento Housing Element of the General Plan, specifically Policy H-7.2 that speaks to Regional Coordination in our response to homelessness. Additionally, per the City’s FY 23/34 Budget Resolution (R2023- 0205), City Council approval is required for the establishment of any operating grants over $250,000.
Economic Impacts: Efforts to reduce and minimize the occurrence of homelessness in our community improves the economic outlook of all community members, including those who are able to avoid homelessness through prevention and diversion, those who are reintegrated into the workforce through local shelter and training options, individuals and families who gain permanent affordable housing and have greater expendable income to take care of their needs and support the local economy, and local businesses with access to a larger job pool and decreased impacts.
Environmental Considerations:
California Environmental Quality Act (CEQA): This resolution is exempt from CEQA pursuant to CEQA Guidelines sections 15061(b)(3) (it can be seen with certainty that no significant effect on the environmental would occur), 15269(c) (relating to specific actions
File ID: 2024-00623 3/12/2024 Discussion Item 3.
necessary to prevent or mitigate an emergency), and 15378(b)(4) (government fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment); and California Government Code sections 8698.4(a)(4) (actions taken by a local agency to lease, convey, or encumber land owned by a city, county, or city and county, or to facilitate the lease, conveyance, or encumbrance of land owned by the local government for, or to provide financial assistance to, a homeless shelter constructed or allowed by the Shelter Crisis Law) and 65660(b) (low barrier navigation centers).
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: The recommendations in this report further local coordination in response to homelessness, complete the necessary requirements for City application of HHAP-5 funding, and continue existing sheltering efforts, while beginning to move city contributions into the homeless response system towards an increased emphasis on prevention and permanent housing, consistent with the recommendations of the system Gaps Analysis, Cal ICH direction, and national best practices in reducing homelessness.
Financial Considerations: This report carries out the necessary steps to apply for and receive HHAP-5 funds and recommends establishing HHAP-5 Grant Fund Project (G02000990) and appropriating the $27,053,240.85 million to the budget allocations outlined in this report for interim sheltering efforts, prevention and shelter diversion, delivery of permanent housing, street outreach, systems support administrative costs and HMIS support.
Local Business Enterprise (LBE): These funding allocations will be used with all local organizations in the provision of shelter, outreach, and prevention services, and will prioritize local organizations in relation to development of permanent housing.
Resolution No. 2024-
Adopted by the Sacramento City Council on March 12, 2024 Approval of All In Sacramento - Sacramento’s Regionally Coordinated Framework and Action Plan to Prevent and End Homelessness; Authorization To Execute and Submit the Application for the Homeless Housing, Assistance and Prevention Program Round 5 (HHAP-5); and Approval of HHAP-5 Funding Allocation
BACKGROUND:
A. Homelessness is an existential threat to the individuals living without quality housing and to the public health and safety of the residents and businesses in Sacramento. The right to an adequate standard of living for every resident of the City is one that must be protected and advanced by the actions and commitment of all levels of government, including the City of Sacramento. The interconnectedness of homelessness, housing and public health must inform the current and future policy, partnerships, prioritization of work programs, and budget allocations to prevent and reduce the number of people experiencing homelessness.
B. According to the report of the 2022 Point-in-Time Homelessness Count, released by the Sacramento Steps Forward, Sacramento’s Continuum of Care (CoC), the County of Sacramento had a homeless population of 9,278 adults and children, 72% of whom were unsheltered. The 2022 Gaps Analysis Report for the CoC indicates that the estimated number of people experiencing homelessness over a course of a year in Sacramento County ranges from 16,500 to 20,000 people, with a majority occurring in the City of Sacramento. Falling into homelessness is often described by partners with lived expertise as a downward spiral of broken safety nets. In Sacramento, rising rents and limited affordable housing options are a leading community-wide driver of homelessness.
C. Since 2019, housing affordability in the state has worsened with rising rents and limited new construction of affordable and permanent supportive housing. The City Council has declared a Shelter Crisis annually since January 14, 2020, under chapter 7.8 of division 1 of title 2 of the California Government Code. The most recent Shelter Crisis was declared by the City Council on January 23, 2024.
D. The City Council has also acknowledged that in order to reduce the number of people experiencing homelessness, it is necessary to provide resources for homeless prevention, diversion, workforce training and job placement.
E. Since March 2020, when the COVID-19 pandemic was declared a public health emergency in California, the City Council has allocated significant one- time funding to provide shelter and emergency housing. The homelessness response included triage capacity for overnight respite; Safe Ground; motel rooms for City motel vouchering; shelter beds at North Fifth Street, the Meadowview Navigation Center, and the X Street Navigation Center; non-congregate shelter at The Grove for emergency bridge housing for transitional aged youth; and permanent supportive housing projects.
F. The Local Homeless Action Plan was adopted in June 2022 in an effort to provide a systematic and comprehensive approach to address the humanitarian crisis of homelessness. As directed by the City Council, the County Board of Supervisors, and the Continuum of Care Board and Committees, staff from the City, County, SHRA, and Sacramento Steps Forward have collaborated in the implementation of a Coordinated Access System, (a centralized point of access to prevention/diversion programs), and the expansion of shelter and housing options and right-size services.
G. The HHAP-5 funding allocation is an opportunity to both continue existing sheltering, outreach, and Coordinated Access System programs; and expand prevention programming, and funding for permanent housing. Both are consistent with the local gaps analysis and State direction to adjust our system focus onto prevention and permanent housing as a means to reducing the incidence and duration of homelessness in our region.
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:
Section 1. The City Council, with this action, approves the All In Sacramento – Sacramento’s Coordinated Framework and Action Plan to Prevent and End Homelessness (Attachment 3) as an updated regional plan that coordinates local response to homelessness by its participating partners.
Section 2. The City Council approves the City of Sacramento Homeless Housing, Assistance and Prevention Program Round 5 (HHAP-5) Funding Allocation, as follows:
City of Sacramento HHAP-5 Total Allocation $27,053,240.85 Prevention and Shelter Diversion $2,000,000.00
Delivery of Permanent Housing $2,000,000.00
Operating Subsidies – Interim Housing $16,683,658.00
Operating Subsidies – Interim Housing Homeless Youth $2,705,324.00 Street Outreach $500,000.00
System Support $1,000,000.00
Administrative Costs $1,893,726.85
Homeless Management Information System (HMIS) $270,532.00
Section 3. The City Council authorizes the City Manager, or the City Manager’s designee, to execute and submit all necessary documents to the State of California, for the HHAP-5 grant funding application.
Section 4. The City Council authorizes the City Manager, or the City Manager’s designee, to execute all necessary grant agreements and related documents to receive the HHAP-5 funding and enter into agreements based on the funding allocation approval.
Section 5. The City Council authorizes the City Manager, or the City Manager’s designee, to establish the HHAP-5 Grant Fund Project (G02000990).
Section 6. The City Council authorizes the City Manager, or the City Manager’s designee, to accept the state allocation of $27,053,240.85 in HHAP-5 grant funds and to establish the revenue and expenditure budget in G02000990 (Operating Grant Fund, Fund 2702), once received.
Section 7. The City Council authorizes the City Manager, or the City Manager’s designee, to perform all other actions related to receiving and fully utilizing the HHAP-5 grant funds.
Adopted by the City of Sacramento City Council on March 12, 2024, by the following vote:
Ayes:
Noes:
Abstain:
Absent:
Attest:
_____________________________________
Mindy Cuppy, City Clerk
Developed in partnership with:
Sacramento Steps Forward
Sacramento City and County Continuum of Care
Sacramento County
City of Sacramento
Sacramento Housing and Redevelopment Agency
April 2024–
March 2027
FRAMEWORK
& ACTION PLAN
to Prevent and End Homelessness
Sacramento’s Regionally Coordinated
Sacramento City
and County
Continuum of Care
I
n our pursuit of addressing
homelessness within the
Sacramento region, we wish to
acknowledge that Sacramento is the
homeland of the Southern Maidu,
Valley, and Plains Miwok, the Nisenan
people, the Patwin Wintun people,
and members of the Wilton Rancheria
Tribes, who have inhabited this
landscape since time immemorial.
We extend our gratitude to
the ancestors of all California
Native American Tribes and their
descendants, as we recognize that
wherever we are joining from in our
virtual community, we are all on
California Native American land.
We recognize the systemic inequities
created by the negative impacts
of colonization, past and present.
We stand committed to dismantle
ongoing legacies of oppression that
have dispossessed California Native
Americans of their lands and denied
their rights to self-determination.
Written by the Wilton Rancheria Tribe
LAND ACKNOWLEDGEMENT
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
3 TABLE OF CONTENTS
Land Acknowledgement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Introduction & Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Engagement Process & Plan Development ............................ 6 Guiding Principles ............................................... 7 A Transformed System ........................................... 8 State of Homelessness in Sacramento . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 2022 Needs Assessment & Gaps Analysis Key Findings ................ 11 System-Level Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Key Quality & Equity Indicators .................................... 15 All In Sacramento Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Solution 1: Coordinated Access & Navigation ......................... 17 Solution 2: Diversion & Prevention Assistance ........................ 18 Solution 3: Outreach & Engagement ................................ 19 Solution 4: Emergency Shelter & Interim Housing. . . . . . . . . . . . . . . . . . . . . . 20 Solution 5: Rehousing Assistance .................................. 21 Solution 6: Permanent Supportive Housing ........................... 23 Solution 7: Integrated Services .................................... 24 Solution 8: System Capacity Building & Training ....................... 26 All In Sacramento Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Appendix 1: Year One Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Solution 1: Coordinated Access & Navigation ......................... 30 Solution 2: Diversion & Prevention Assistance ........................ 31 Solution 3: Outreach & Engagement ................................ 32 Solution 4: Emergency Shelter & Interim Housing. . . . . . . . . . . . . . . . . . . . . . 33 Solution 5: Rehousing Assistance .................................. 34 Solution 6: Permanent Supportive Housing ........................... 35 Solution 7: Integrated Services .................................... 36 Solution 8: System Capacity Building & Training ....................... 39 Appendix 2: All In Sacramento – A Transformed System . . . . . . . . . . . . . . 41 Appendix 3: Community Standards Implementation & Key Milestones . . . 42 Appendix 4: Program-Level Key Performance Indicators . . . . . . . . . . . . . . 46 Appendix 5: Racial Equity Committee Analysis for Updated Action Plan .48 Appendix 6: Common Terms & Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
4 INTRODUCTION
& BACKGROUND
A
ll In Sacramento provides the overall strategic framework for a unified approach to addressing homelessness across Sacramento County. In 2023, All In Sacramento was introduced as a call to action for the Sacramento region, following adoption of the 2022 Local Homeless Action Plan (LHAP). All In Sacramento now stands as the regionally coordinated framework and action plan to prevent and end homelessness, building on the LHAP and reimagining a coordinated and collaborative effort between system leaders, governments, and local service providers to create a transformed system better able to respond to the needs of Sacramento neighbors facing homelessness.
All In Sacramento was developed in partnership among Sacramento Steps Forward (SSF), the Sacramento City and County Continuum of Care (CoC), the City of Sacramento, Sacramento County, and the Sacramento Housing and Redevelopment Agency (SHRA) in addition to a wide range of partners and system leaders. It is a comprehensive plan that strives to address the challenges of people experiencing homelessness in the region.
All In Sacramento includes a three-year framework with a first year detailed Action Plan and is organized around eight Solutions that are specific to the regional landscape and align with national evidence-based best practices. Together, the following Solutions create a housing- focused, holistic, and equitable framework for preventing and ending homelessness:
Coordinated Access
& Navigation
Outreach & Engagement
Diversion &
Prevention Assistance
Emergency Shelter
& Interim Housing
1 3
2 4
Rehousing Assistance
Integrated Services
Permanent
Supportive Housing
System Capacity Building
& Training
5 7
6 8
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
5 Permanent
Supportive
Housing
Diversion &
Prevention
Assistance
System Capacity
Building
& Training
Outreach &
Engagement
Emergency
Shelter
& Interim Housing
Integrated
Services
Rehousing
Assistance
1. Coordinated Access
& Navigation
2.8. 3.7.
4. 5.
6. The framework is focused on Solutions that will transform local responses, have the greatest impact on reducing the number of people experiencing homelessness in the region, and improve the overall performance and quality of homelessness prevention, crisis response, and permanent housing assistance. While each Solution will support and drive different system goals, all Solutions support the achievement of two primary system-level measures of success:
Reduce the number of people experiencing unsheltered homelessness by 20% between the 2024 Point-in-Time (PIT) count and the 2026 PIT count .
Increase the percentage of people exiting to permanent housing to at least 42% in 2024 .
While the All In Sacramento framework provides a three-year approach to addressing homelessness, the Year One Action Plan provides a roadmap for key actions in the first 12 months of implementation. The issues surrounding homelessness are constantly evolving and because of that, the accompanying Action Plan will be updated annually.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
6 Engagement Process & Plan Development
All In Sacramento was developed in partnership with SSF, the Sacramento City and County CoC, the City of Sacramento, Sacramento County, and SHRA in collaboration with partners across the region, including all cities in the County and partners with lived expertise of homelessness and housing instability.
Through a robust engagement process, multiple opportunities were provided to convene and gather input from various sector partners and community members on the strategic direction of All In Sacramento and the critical gaps and opportunities in this next iteration of the Action Plan. This included five public engagement sessions held over three days in December 2023 and January 2024. Over 245 partners and community members attended these sessions.
Participants included City and County representatives, department leaders from local jurisdictions, homeless housing and service providers, and people with lived experience of homelessness, among many others. These sessions were published widely through targeted outreach, email listservs, social media, and direct partner outreach.
In addition to the public engagement sessions, several individual partner meetings were held across the Continuum of Care (CoC), City, County and community organizations, including:
The CoC Partners With Lived Expertise
Committee (PWLEC), Racial Equity
Committee (REQC), Systems Performance
Committee, Rehousing Committee,
Youth Action Board (YAB), and Outreach
Capacity and Coordination Committee
County Social Services Agency
Department Directors
County Interagency Homelessness
Leadership Team
County Behavioral Health Services
Department
Hospitals Working Group
Managed Care Plans
Housing and Homeless Incentive Program
(HHIP) Working Group
Housing Families First Collaborative
Sheriff’s Department
County Correctional Health
County Department of Human Assistance
The County Department of Child, Family
and Adult Services
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
7 1See Appendix 6: Common Terms & Acronyms for the definition of homeless response system Guiding Principles
The Sacramento community has consistently relied upon a set of core Guiding Principles to inform and direct the management and operations of the homeless response system1. Throughout the All In Sacramento planning process, community partners have continued to uplift the principles adopted in the 2022 LHAP while elevating important refinements and additions. The following revised Guiding Principles offer a critical set of qualitative measures for success to pair with the quantitative measures outlined in the framework. These Guiding Principles apply across all Solutions in support of a shared vision for a more collaborative, accessible, equitable, and transparent homeless response system. 1 2
5 3
6 4
7 Best Practices
Apply evidence-based practices and innovative strategies to make homelessness in Sacramento rare, brief, and non-recurring.
Person-Centered
Implement a person-centered, trauma-informed county-wide response system, which values personal and community connections and healing.
Lived-Expertise Voice
Create partnerships that value the leadership, experience, voices, and contributions of people with lived expertise in addressing homelessness and housing instability.
Housing First
Promote housing-first policies and practices that incorporate immediate and ongoing supportive service needs (i.e., mental health, substance use, housing retention) Data Driven
Collect and use quality data to inform decisions and continuous improvement for program prioritization, policy development, and resource allocation.
Race Equity
Address racial disparities and advance equity across program- and system-level outcomes.
Collaboration
Facilitate collaborative planning and decision-making across jurisdictions.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
8 A Transformed System
The Sacramento region, defined geographically as Sacramento County and all jurisdictions and entities within Sacramento County, continues to see an annual increase in homelessness. Each of the eight Solutions need to be resourced appropriately to reduce the number of people experiencing homelessness. This is not an easy task, but collectively the region, supported by state and federal resources, has the means to make an impact. Through this All In Sacramento strategic framework, our region envisions a path for a transformed system; one which is rooted in national evidence-based practices and positioned to reduce homelessness locally. A transformed system prioritizes its resources on preventing and ending homelessness while addressing crisis response and immediate needs.
All In Sacramento
moves our community
towards a transformed
system by:
Investing in and
coordinating efforts to
prevent homelessness,
Fundamentally
reorienting our system’s
focus on Rehousing, and
Ensuring consistent
and equitable access to
quality person-centered
care
Prevent
Homelessness
Prevent
Homelessness
End
Homelessness
End
Homelessness
Respond to
Homelessness
Respond to
Homelessness
Business
as Usual
Emphasizes crisis
response once a person
becomes homeless
Leads to increasing need
for shelter and other crisis
responses and less capacity
to prevent or quickly end
homelessness for people.
Leads to less people experiencing
homelessness and more people
receiving the help they need to
quickly end their homelessness
and remain housed.
Eliminates or significantly reduces
the need for additional emergency
shelter capacity.
Transformed
System
Emphasizes targeted
prevention, diversion,
rehousing and
permanent housing
assistance, reducing
need for crisis services
RESOURCESRESOURCES
20%
42%
So that we can
realize our vision for:
A person-centered,
trauma-informed
regional response
system where
homelessness is
rare, brief, and
non-recurring
In order to:
Reduce the number of people
experiencing unsheltered
homelessness by 20%, and
Increase the percentage of
people exiting to permanent
housing to at least 42%
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
9 VISION
Homelessness in
Sacramento is rare, brief,
and non-recurring
Person-centered,
trauma-informed regional
response system
SOLUTIONS
Best
Practices
Housing
First
Person-
Centered
Race
Equity
Lived-
Expertise
Voice
Data
Driven
Collaboration
1. Coordinated Access & Navigation
2. Diversion & Prevention Assistance
3. Outreach & Engagement
4. Emergency Shelter & Interim Housing
5. Rehousing Assistance
6. Permanent Supportive Housing
7. Integrated Services
8. System Capacity Building & Training
GUIDING PRINCIPLES
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
10 STATE OF HOMELESSNESS
IN SACRAMENTO
T
he 2022 Gaps Analysis Report for the Sacramento Continuum of Care2, which provided a comprehensive estimate of annual service needs, indicated that the number of people who experience literal homelessness3 annually in Sacramento County ranges from 16,500 to 20,000 people. Falling into homelessness is often described by partners with lived expertise as a downward spiral of broken safety nets. In Sacramento, rising rents and limited affordable housing options are a leading community-wide driver of homelessness. Other drivers at the individual level include histories of foster care and domestic/intimate partner violence, as well as mental health and addiction issues that often worsen without stable housing.
Sacramento’s latest published Point-In-Time
(PIT) count, conducted in February 20224,
revealed a 67% increase in nightly homelessness
(9,278 adults and children) compared to the PIT
count conducted in January 2019 (5,570 adults
and children). The 2022 count recorded the
highest ever estimate of people experiencing
homelessness per capita on a given night, at 59
out of 100,000 residents in Sacramento County.
The 2022 PIT Count also found that 72% of people
experiencing homelessness were unsheltered
on the night of the Count, sleeping outdoors in
tents, vehicles, or other locations not suitable for
human habitation. Overall, there was a marked
increase from the 2019 PIT count in the number
of adults with self-reported severe and persistent
disabling conditions (58% vs. 40%) and increases
in the overall number of people estimated to be
chronically homeless on the night of the count
(48% of all people in 2022 vs. 30% in 2019).
22022 Gaps Analysis, Sacramento Continuum of Care:
https://acrobat.adobe.com/link/track?uri=urn:aaid:scds:US:e6bdb3ad-1425-39b2-922b-96363152373e 3See Appendix 6: Common Terms & Acronyms for definitions of homelessness, literal homelessness, and chronic homelessness. 42022 Sacramento Point-In-Time Count Report: https://sacramentostepsforward.org/wp-content/uploads/2022/06/PIT-Report-2022.pdf
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
11 These trends are consistent with communities statewide that also are grappling with post- pandemic increases in the number of households experiencing homelessness. Additionally, these trends point to the unavoidable connection between health and homelessness, and the imperative to better integrate healthcare and housing responses. 2022 Needs Assessment & Gaps Analysis Key Findings
According to the 2022 Gaps Analysis, among people who experience “literal homelessness” over the course of a year, it is estimated that:
One out of four people (~23%) are adults and children in family households.
Almost half of all people (~45%) are unsheltered (1 or more days) and do not or cannot access shelter.
Two out of three (~66%) access homeless assistance (outreach, shelter, re-housing) but the remainder do not due to insufficient capacity, access, quality of services, or other issues.
Black and African American people are significantly overrepresented among people who experience homelessness: 39% of all people experiencing homelessness compared with 11% of the overall population ofSacramento County.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
12 Additional examination of data showed that 60% of all adults who used prevention and homeless services in 2021 reported having one or more severe and persistent behavioral health conditions:
53% reported having a debilitating mental health issue. 24% reported having a debilitating substance use issue. 18% reported having both mental health AND substance use issues.
The gaps analysis estimated that among people who experience homelessness each year in Sacramento, approximately 15% of individual and family households experience only a brief episode of homelessness and can self-resolve and return to housing with limited assistance, if any. An additional approximately 38% could avoid homelessness with timely and targeted homelessness prevention assistance or could otherwise be diverted from the homeless response system with one-time or short-term problem-solving, financial assistance, and/or housing navigation services.
Among the 47% who cannot avoid or quickly exit homelessness, it is estimated that 64% of all households need individualized short- to medium-term housing navigation and financial assistance, while 33% also need ongoing rental assistance and supportive services to quickly resolve their homelessness and remain stably housed. Overall, more than 90% of all households experiencing literal homelessness also need temporary housing (emergency shelter or interim/transitional housing) while they are working to resolve their homelessness.
The gaps analysis revealed a need for increased investments in and expanded access to prevention, rehousing assistance, and affordable housing, including permanent supportive housing and other forms of ongoing housing and service assistance outside of the homeless response system. When fully scaled and available, such investments can effectively reduce homelessness and the need for more costly crisis responses, including emergency shelter. In the near term, however, until prevention and rehousing resources are fully scaled, the gaps analysis indicates more emergency shelter is needed to reduce the harm experienced by people who are unsheltered and to provide safe, stable, and temporary shelter and address other critical health and wellness needs more readily.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
13 A full update of the gaps analysis will be
completed using updated 2024 Point-in-Time
Count data when those data are available later
in 2024. An interim update to the gaps analysis
was completed as part of the All In Sacramento
plan development to examine current rapid
rehousing and street outreach capacity and
opportunities. Initial results showed an adjusted
current rapid rehousing system capacity able
to serve approximately 2,200 households
annually or 1,100 households (“cases”) at
any point in time. This leaves an overall gap
of approximately 1,900 rapid rehousing case
slots to serve an estimated 3,800 households
annually. To address this gap, the homeless
response system requires an estimated 87
additional full-time equivalent rapid rehousing
caseworkers, along with temporary financial
assistance for move-in costs and short-term
rental assistance needs.
Examination of funded street outreach
programs is continuing to determine the
extent of current county-wide coverage and
access to street outreach assistance, as well
as to examine the capacity of street outreach
programs to assist unsheltered clients with
individualized housing search, placement, and
stabilization services. This analysis will be
completed as part of year one implementation
activities under the Outreach Solution
described later in this plan.
According to the 2022 Gaps
Analysis, among people
who experience “literal
homelessness”:
One out of four people
(~23%) are adults
and children in family
households.
Almost half of all people
(~45%) are unsheltered
(1 or more days) and do not
or cannot access shelter.
2022 GAPS ANALYSIS 1
2022 Gaps Analysis
Sacramento Continuum of Care
December 2022
Prepared by: Tom Albanese Consulting
Tom Albanese, LSW
Mark Silverbush
2022 Gaps Analysis,
Sacramento Continuum of Care
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
14 SYSTEM-LEVEL
PERFORMANCE MEASURES
A
ll In Sacramento continues the work of the 2022 Local Homeless Action Plan, which is designed to improve the following system-level measures that track how well the overall homeless response system is doing with regard to key performance goals:
Reduce the number
of people experiencing
homelessness
Reduce the number
of persons who return
to homelessness after
housing placement
Reduce the number of
people who become
homeless for the first time
Reduce the number
of people experiencing
unsheltered homelessness
Increase successful
placements from
street outreach
Reduce the length
of time persons
remain homeless
Increase the number
of people exiting
homelessness into
permanent housing
A priority focus and specific targets have been set for two of the system-level measures:
Reduce the number of people experiencing unsheltered homelessness by 20% between the 2024 Point-in-Time (PIT) count and the 2026 PIT count.
Increase the percentage of people exiting to permanent housing to at least 42% in 2024.
Key performance indicators have been set for each type of prevention and homeless assistance program in the local homeless response system, as outlined in Appendix 4. Program and system performance goals or targets for all measures will be developed as part of the implementation of All In Sacramento, as reflected in Solution 8 (System Capacity Building & Training).
Performance targets will be informed by current and historical analysis of performance trends to drive overall system performance toward system performance targets over time.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
15 Key Quality & Equity Indicators
In addition to system-level performance measures and program- level Key Performance Indicators (KPIs), a commitment to continuous improvement of our homelessness response system requires ongoing monitoring of service quality and equity. The CoC’s new Community Standards5 are focused on ensuring
high-quality and equitable services. The Standards are designed to increase the consistency of services across access points and within programs, and are based on national, state, and local evidence-based practices. When implemented with fidelity, as outlined in the Community Standards Implementation Plan in Appendix 3, the Community Standards will help drive performance improvements, as well as improve the experience of people using homeless services, people working within the system, system partners (e.g. landlords and other systems), and the broader public perception of homelessness.
It is critical to review quantitative and qualitative data related to service access, quality, and outcomes with an equity lens to understand the impact assistance has on different subpopulations experiencing homelessness and where adjustments are
needed. System monitoring should include ongoing and direct engagement with people with current and past lived experience, as well as a comparison of each system-level performance measure disaggregated at a minimum by race, ethnicity, gender identity, and disability status. Analysis of 2022 Point-in-Time Count and calendar year 2022 data completed for the All In Sacramento planning process revealed several inequities across these key measures, as detailed in Appendix 5. The CoC Racial Equity Committee will use these data to inform an updated Racial Equity Action Plan to be published later in 2024.6
5Sacramento Community Standards: Sacramento Continuum of Care 6Racial Equity – Sacramento Steps Forward
SACRAMENTO CONTINUUM OF CARE (COC)
ACTION
PLAN:
SUMMER 2021
Findings &
Recommendations
from the CoC Racial
Equity Committee
Sacramento Community Standards
Sacramento Continuum of Care
Version 1.0
December 13, 2023
CoC’s new Sacramento
Community Standards
CoC’s Racial Equity Action Plan
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
16 ALL IN SACRAMENTO
SOLUTIONS
T
he following eight Solutions are each critical to realizing the vision of a person-centered, trauma-informed regional response system where homelessness is rare, brief, and non- recurring. These Solutions set the priorities and direction for All In Sacramento’s three- year timeframe. Actions for each Solution are outlined in the Year One Action Plan in Appendix 1.
Coordinated Access
& Navigation
Outreach &
Engagement
Diversion &
Prevention Assistance
Emergency Shelter
& Interim Housing
1 3
2 4
Rehousing Assistance
Integrated Services
Permanent
Supportive Housing
System Capacity
Building & Training
5 7
6 8
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
17 Implementation Lead: Sacramento Steps Forward (SSF)
Sub-Solution 1.a: Increase and improve participation of homeless assistance service providers and community access points in the Coordinated Access System (CAS).
Sub-Solution 1.b: Grow and embed problem-solving/diversion in all system access sites, safe grounds, respite centers, and emergency shelters.
System-Level Performance Measures:
Reduce the number of people experiencing homelessness (sheltered and unsheltered) Increase the number of people exiting homelessness into permanent housing Reduce the length of time people remain homeless
Key Solution Highlights:
The Sacramento Coordinated Access System (CAS) was launched in December 2022 to connect unsheltered and imminently at-risk households equitably and efficiently with shelter and other crisis resources.7 Once fully developed, CAS will match people experiencing a housing crisis with currently available crisis response, housing, and service options, including street outreach and system navigation services, housing problem-solving and homelessness prevention services, emergency shelter, rehousing services, and permanent supportive housing.
CAS allows the community to prioritize limited crisis and rehousing resources so people with the highest vulnerability can be connected to available support as quickly as possible.
This Solution continues to focus on CAS implementation and continuous improvement (under the leadership of the CAS Core Team), as well as continued onboarding of crisis response and rehousing programs. It also focuses on the continued expansion of the CAS, including increasing physical access points to improve real-time access to shelter and other crisis response services, as well as improving system navigation support, including additional peer support in systems navigation and employing Partners with Lived Expertise.
Implementation of system-wide case conferencing and By Name List (BNL) management will lead to improved access to real-time understanding of who is experiencing homelessness as well as client status and progress towards housing. Lastly, these Sub-Solutions also increase training for assessors and aim to improve the 2-1-1 system and accessibility.
Coordinated Access
& Navigation1
SOLUTION
7https://sacramentostepsforward.org/coordinated-access-system/ ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
18 Implementation Lead: Sacramento Steps Forward (SSF)
Sub-Solution 2.a: Establish and continue to scale a community-wide coordinated prevention system model to identify and assist people who are housing insecure, including people imminently at-risk of literal homelessness.
System-Level Performance Measures:
Reduce the number of people who become homeless for the first time Reduce the number of people who return to homelessness after housing placement Key Solution Highlights:
Homelessness diversion and prevention are crucial cornerstones in the homelessness response system and go beyond providing temporary relief; these strategies focus on addressing the immediate causes of each person’s current housing crisis by implementing person-centered, strengths-based assistance strategies. Investments in prevention and diversion, in addition to permanent housing solutions, will directly reduce the number of people experiencing homelessness, the time people spend homeless, and the likelihood that someone will return to homelessness after securing housing. When funded, developed, and operated consistently, these responses can reduce and ultimately eliminate the need for additional emergency shelter capacity.
To support the planning and early implementation of a coordinated, community-wide prevention system, this Solution focuses on securing resources to establish and support a Coordinated Prevention Core Team. Following examples from other communities, the Core Team will work to examine current needs and resources and design and initiate a prevention model consistent with emerging national best practices. This includes use of housing problem-solving and flexible financial assistance to support timely, urgent, and unique prevention needs. This Solution also includes targeted strategies to expand partnerships and increase Access Points at community locations most affected by housing insecurity.
Diversion &
Prevention Assistance2
SOLUTION
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
19 Outreach & Engagement3
Implementation Lead: City and County of Sacramento
Sub-Solution 3.a: Provide comprehensive, coordinated, county-wide street outreach that supports a successful resolution of unsheltered homelessness.
System-Level Performance Measures:
Increase successful placements from street outreach
Reduce the number of people experiencing unsheltered homelessness Increase the number of people exiting homelessness into permanent housing Reduce the length of time people remain homeless
Key Solution Highlights:
The 2022 Gaps Analysis estimated that two out of three (~66%) people who experience literal homelessness choose and are able to use homeless assistance (outreach, shelter, re-housing, etc.), but the remainder do not due to insufficient capacity, access, quality of services, or other issues. Additionally, the analysis revealed that the number of adults who experience homelessness and who are also severely and persistently disabled has grown significantly.
Further analysis is needed to determine the rehousing capacity and coverage of existing street outreach programs.
Comprehensive and coordinated outreach is a critical tool to close the gap in engaging people experiencing homelessness and creating a path to rehousing. Effective engagement is not only critical to connecting people with rehousing opportunities but improves access to other services and supports that address the immediate health and safety needs of people experiencing unsheltered homelessness. The Outreach & Engagement Solution includes an intentional and continuous effort to align outreach efforts across all jurisdictions in the region and an explicit focus on rehousing strategies to facilitate permanent housing placements from unsheltered locations. Year one activities include further examination of outreach capacity and opportunities for improved coordination and access to housing through increased mobile case-carrying capacity of street outreach and navigation and piloting of Street to Housing approaches.
SOLUTION
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
20 Implementation Lead: City and County of Sacramento
Sub-Solution 4.a: Increase emergency shelter and interim housing capacity to meet the current needs of people experiencing unsheltered homelessness.
Sub-Solution 4.b: Ensure emergency shelter, interim housing, and transitional housing programs are high quality and effective in resolving homelessness.
System-Level Performance Measures:
Reduce the number of people experiencing homelessness (sheltered and unsheltered) Increase the number of people exiting homelessness into permanent housing Reduce the length of time people remain homeless
Key Solution Highlights:
The 2022 PIT Count showed a significant increase in the number of people experiencing homelessness on a single night in Sacramento. An estimated 9,278 individuals experienced homelessness on the night of the count and 72%8 (6680 unique individuals) were sleeping outdoors in tents, vehicles, or other locations not suitable for human habitation.
While the 2020 Coronavirus pandemic exacerbated unsheltered homelessness when traditional safety nets were unavailable, the trend continues upward as more people are priced out of housing by current market conditions. However, according to projections included in the 2022 Gaps Analysis, closing gaps in prevention, diversion, and permanent housing assistance will directly reduce the need for additional emergency shelter, interim housing, and transitional housing beds. For families, it is estimated that such investments will reduce the need for shelter and other temporary housing to roughly the existing system capacity, while for single adults additional system sheltering capacity will likely still be needed in addition to investments in prevention and housing solutions.
This Solution highlights actions that improve the capacity and quality of shelter and interim housing, especially with regard to people with acute medical needs. Solution actions also focus on improvements to increase direct pathways to permanent housing from emergency shelter for all clients that result in shorter stays, increased exits to housing, fewer returns, and more bed turnover and availability for people who are unhoused.
Emergency Shelter
& Interim Housing4
SOLUTION
82022 PIT Report – https://sacramentostepsforward.org/wp-content/uploads/2022/06/PIT-Report-2022.pdf ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
21 Rehousing Assistance5
Implementation Lead: Sacramento Steps Forward (SSF)
Sub-Solution 5.a: Increase and improve rehousing assistance to improve permanent housing outcomes.
Sub-Solution 5.b: Expand access to existing and new non-homeless dedicated housing units in market and subsidized programs.
System-Level Performance Measures:
Reduce the number of people experiencing homelessness (sheltered and unsheltered) Increase the number of people exiting homelessness into permanent housing Reduce the length of time people remain homeless
Key Solution Highlights:
A comprehensive rehousing strategy has been shown to be effective in communities across the U.S. and California at reducing homelessness and preventing returns to homelessness.
Such strategies are built on Rapid Rehousing approaches that are now well established and provide individualized housing search and placement assistance, financial help for initial move- in expenses and short or medium-term rental assistance needs, as well as post-placement housing stability services for tenants and landlords.
Based on the 2022 Gaps Analysis, among the 47% of households experiencing homelessness who cannot avoid or quickly exit homelessness, it is estimated that 64% of all households will need individualized short- to medium-term housing navigation and financial assistance, while 33% will also need ongoing rental assistance and supportive services to quickly resolve their homelessness and remain stably housed. The County’s homeless response system optimally needs 2,800 to 3,400 short- to medium-term rehousing service slots for individuals and 250 to 320 service slots for families. Updated analysis of the community’s rapid rehousing capacity shows a revised rapid rehousing gap of 87 additional full-time housing-focused case management staff needed to assist an estimated 3,800 households annually.
This Solution seeks to close this gap over the next three years, beginning with establishing a multi-year plan to coordinate existing rapid rehousing resources and otherwise identify
SOLUTION
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
22 opportunities to secure or reallocate funding to close rapid rehousing gaps.This Solution establishes efforts to develop an Integrated Services package combined with time-limited and ongoing rental assistance, as well as development of additional flexible financial assistance.
Actions are also planned to address needed improvements to rehousing and rental assistance processes (including client and landlord experience), as well as strategies to increase engagement and collaboration with landlords by building on existing County-led efforts.
In addition, this Solution focuses on improvements to by-name list management, case conferencing and progressive approaches to accelerate housing placement, increasing both the speed and success of our collective rehousing efforts. This “housing accelerator” approach may also complement and be tested as part of the street to housing efforts included in the Outreach & Engagement Solution.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
23 Permanent
Supportive Housing6
Implementation Lead: City of Sacramento, County of Sacramento and SHRA Sub-Solution 6.a: Increase the stock of homeless-dedicated9 permanent supportive housing units and other homeless-dedicated affordable housing subsidies/units with ongoing services.
System-Level Performance Measures:
Reduce the number of people experiencing homelessness
Increase the number of people exiting homelessness into permanent housing Reduce the length of time people remain homeless
Reduce the number of people who return to homelessness after housing placement Key Solution Highlights:
An estimated additional 2,700 to 3,000 permanent supportive housing units are needed to meet the current demand in Sacramento County. There is also a need for a diversified mix of housing options for families, aging adults, and those who need medically-supported housing and services. There are opportunities to think beyond the current mix of permanent supportive housing units and ensure that the housing stock is meeting the needs of the most vulnerable households. Work is still needed to better understand the full extent of supportive services and medically enriched housing across the region, including assisted living, service-enriched housing with medical supports, and skilled nursing facilities.
Newly constructed permanent supportive housing takes time and significant funding to develop. Given immediate needs, this Solution includes development of both newly constructed permanent supportive housing, as well as increased use of housing subsidies as part of a cohesive rehousing assistance and landlord engagement strategy, as mentioned in previous Solutions, to allow for immediate housing placements.
This Solution also focuses on improving voucher utilization for households who do receive a voucher (for example, by pairing with rapid rehousing services), as well as ensuring there are opportunities for households in permanent supportive housing who are ready and interested to move on to housing that is not specifically dedicated to individuals exiting homelessness.
SOLUTION
9See Appendix 6: Common Terms & Acronyms for the definition of homeless-dedicated housing ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
24 Implementation Lead: County of Sacramento
Sub-Solution 7.a: Improve and increase timely and direct access to behavioral health care supports for individuals experiencing homelessness both in locations where they are staying and at service locations; including timely and direct access to prevention and homeless services for individuals accessing behavioral health services.
Sub-Solution 7.b: Implement a cross-systems pilot to engage the most vulnerable, unhoused, and most frequently served individuals across County/City and public systems into housing and wrap-around services.
Sub-Solution 7.c: Ensure comprehensive and coordinated discharge planning from hospitals, jails, and other institutional settings to prevent people from becoming homeless upon discharge.
Sub-Solution 7.d: Increase coordination with Sacramento County Sheriff’s Office (including Main Jail and Rio Cosumnes Correctional Center), Correctional Health Services, and Sacramento County Probation departments to formalize partnerships and ensure unhoused justice-involved individuals connect to housing and services.
Sub-Solution 7.e: Increase access to public benefits and employment opportunities.
System-Level Performance Measures:
Increase successful placements from street outreach
Increase the number of people exiting homelessness to Permanent Housing Reduce the number of people who return to homelessness after housing placement Reduce the length of time people remain homeless
Key Solution Highlights:
Cross-systems collaboration is critical to address the multifaceted needs of people experiencing homelessness. The homeless response system cannot work in a silo and must be connected to the work of other systems that are serving the same population. The Behavioral Health System (BHS) is a critical partner in working with people experiencing Integrated Services7
SOLUTION
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
25 homelessness and the All In Sacramento framework continues to build on the relationship and connection points that were outlined in the LHAP.
The Year One Action plan highlights actions that center around aligning data and language so that cross-systems partners can effectively collaborate in a meaningful way. This foundational work will enable system leaders to understand what is possible and to develop strategies that increase efficiency when a person experiencing homelessness is engaged with multiple systems.
This Solution focuses on developing more intentional partnerships and understanding between systems, improving access to resources for people experiencing homelessness, and testing strategies that will quickly identify and support people who are high utilizers of more than one public system. The Cross-Systems Pilot will prioritize the most vulnerable and most frequently identified individuals across County/City and public systems for coordinated, direct connections to housing and services. The pilot focuses on data integration, alignment of resources, and the development of a coordinated structure between the homeless response system and behavioral health, jails, hospitals, etc. It will test methods for identifying the highest system utilizers and quickly coordinating service approaches to meet their individual needs.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
26 Implementation Lead: Sacramento Steps Forward (SSF)
Sub-Solution 8.a: Strengthen and expand system planning and data capacity.
Sub-Solution 8.b: Create an inclusive and supportive working environment to recruit and retain a diverse and inclusive workforce representative of the staffing capacity needed system-wide.
Sub-Solution 8.c: Further develop system-wide training opportunities and related training infrastructure to support staff development and improve system and program performance.
Sub-Solution 8.d: Increase community support for countywide homelessness activities through increased and improved engagement.
System-Level Performance Measures:
Reduce the number of people experiencing homelessness (sheltered and unsheltered) Reduce the number of people who become homeless for the first time Increase the number of people exiting homelessness into permanent housing Reduce the length of time people remain homeless
Reduce the number of people who return to homelessness after housing placement Increase successful placements in housing from outreach Key Solution Highlights:
Successful implementation of All In Sacramento requires a comprehensive assessment of current system capacity and an intentional focus on increasing the capabilities of all system partners and components. The entire system must have the tools, resources, and competencies needed to decidedly move forward with the activities outlined in the Year One Action Plan. An honest accounting of system needs is necessary for attaining adequate system and project-level staffing to meet community expectations for system planning and management, as well as achievement of system performance, quality, and equity goals.
This Solution prioritizes the development of system capacity to manage planning, coordination, data collection, evaluation, training and technical assistance on system standards, and related System Capacity
Building & Training8
SOLUTION
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
27 system-level functions. It also includes intentional collaboration and investment in broader system workforce and program capacity by offering effective tools and resources to promote equitable and consistent quality service delivery. A comprehensive, person-centered training portfolio across the sector is needed to promote continuous learning and improvement in program and system performance. Training components must be informed by partners with lived expertise and include:
Alignment and compliance with service and performance standards Orientation to the homelessness response system, including CAS, for all system partners Diversity, Equity, Inclusion and Belonging, including Implicit Bias Rehousing best practices and support in addressing gaps in services ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
28 ALL IN SACRAMENTO
IMPLEMENTATION
A
ll in Sacramento is designed to be actionable and requires regional partners to routinely collaborate on both specific actions and operations, as well as to ensure the underlying actions supporting the Solutions are closely coordinated during implementation. To ensure execution and accountability, each Solution has an identified Solution Implementation Lead in the Year One Action Plan responsible for overall progress related to the Solution and supported by a Solution-level Implementation Team.
The Solution Implementation Lead is the key convener and holder of the Solution vision. The Solution Implementation Lead is responsible for bringing together relevant parties and ensuring the work is moving forward consistent with the All In Sacramento framework and action plan.
They work alongside the Solution Implementation Team to ensure each action has an established work plan, assignments, and measurable indicators to track forward progress for each action.
Implementation Leads are also responsible for meeting logistics, including setting meetings, developing agendas, tracking notes, follow-up, and for providing summary updates for All In Sacramento quarterly progress reports.
The Solution Implementation Team serves as the working body responsible for the implementation of each of the actions in the Year One Action Plan. The Implementation Team tracks and monitors the overall progress for each Sub-Solution and action while providing critical input and expertise to inform effective implementation. The Implementation Team supports the development of detailed work plans for actions and ensures coordination across actions. Teams also identify and seek to resolve barriers, including recommendations related to system funding, CoC standards updates, and/or other investment, partnership, or improvement needs. Solution Implementation Teams meet at least once per quarter and may also develop ad hoc or time- limited workgroups to work on specific topics. The Implementation Leads will be responsible for assembling the Implementation Team based on existing working groups. Sacramento Steps Forward will provide quarterly reports for All In Sacramento implementation to partners and the general public with key information on plan implementation and progress relative to overall system performance goals and the measurable targets set for each Solution. Quarterly reports will also include a public-facing data dashboard.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
29 Appendix 1:
Year One Action Plan
The All In Sacramento Year One Action Plan outlines the activities prioritized within the first 12 months of implementation of the All In Sacramento framework and associated measurable targets. The activities identified in the Action Plan represent the most important and feasible near-term actions being taken to advance the system- and program-level performance, quality and equity goal described in the All In Sacramento framework.
The Solutions and Sub-Solutions of the framework are reflective of the long-term vision for the Sacramento community and a comprehensive path forward to prevent and resolve homelessness over the next three years and beyond. The Year One Action Plan identifies the top level actions needed to achieve measurable progress in each Solution in the first year.
Each Solution has an Implementation Lead listed at the beginning of the Solution who will convene the Collaborating Partners to build out the “Implementation Team”. The Implementation Leads and Collaborating Partners will identify additional partners to implement the work necessary to accomplish each Action. In the instances where there are specific actions that have a clear lead who is not the Solution Implementation Lead, that is noted within the Action description as an “Action Lead''.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
30 Solution 1: Coordinated Access & Navigation
Implementation Lead: Sacramento Steps Forward (SSF)
*Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people experiencing homelessness (sheltered and unsheltered) ● Increase the number of people exiting homelessness into permanent housing ● Reduce the length of time people remain homeless
Sub-Solution 1 .a: Increase and improve participation of homeless assistance service providers and community access points in the Coordinated Access System (CAS) Year One Actions Collaborating Partners
Develop staffing capacity for 2 new physical access points in the areas of highest need.
SSF, City of Sacramento,
County of Sacramento
Develop and implement system-wide by-name list (BNL) management and progressive engagement process, including:
● Improved and expanded use of case conferencing;
● Improved real-time access to BNL related to client status and access to services (e.g., notification of available beds sent directly to the client, street outreach staff).
SSF, City of Sacramento,
County of Sacramento
Develop and launch training and quality improvement processes for staff conducting assessments to ensure more accurate, person-centered, and effective navigational support for people seeking shelter and rehousing assistance, including gathering continuous feedback on CAS from partners with lived expertise and front-line workers.
SSF, City of Sacramento,
County of Sacramento,
CAS Core Team, Partners
With Lived Expertise
Committee (PWLEC),
Youth Action Board (YAB)
Replace VI-SPDAT tool with a universal assessment, prioritization, and referral tool across CAS access points to improve accuracy, timeliness, and equity in screening/assessment/matching process, developed with a focus on racial equity and health vulnerabilities that is inclusive of under- resourced communities.
SSF, CAS Core Team
Conduct targeted engagement with community-based organizations within under-resourced communities (e.g., faith-based organizations), and nontraditional partner organizations to increase access points and staff that expand equitable access across the County.
SSF, CAS Core Team,
PWLEC
Sub-Solution 1 .b: Grow and embed problem-solving/diversion in all system access sites, safe grounds, respite centers, and emergency shelters
Year One Actions Collaborating Partners
Develop a housing problem-solving specialist certification program with a train-the-trainer component. Explore sub-population-specific training.
SSF, PWLEC, YAB, County
of Sacramento, City of
Sacramento
Provide training, education, and access to housing problem-solving financial assistance across the homeless response system.
SSF, City of Sacramento,
County of Sacramento
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
31 Solution 2: Diversion & Prevention Assistance
Implementation Lead: Sacramento Steps Forward (SSF)
*Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people who become homeless for the first time ● Reduce the number of people who return to homelessness after housing placement Sub-Solution 2 .a: Establish and continue to scale a community-wide coordinated prevention system model to identify and assist people who are housing insecure, including people imminently at-risk of literal homelessness
Year One Actions Collaborating Partners
Establish a Coordinated Prevention Core Team responsible for supporting the development and implementation of a system-wide coordinated prevention approach for the region, with a priority on involving people with lived experience.
SSF, PWLEC, YAB, City
of Sacramento, County of
Sacramento
Conduct needs and environmental assessment, including
examining inflow to homelessness, identifying areas of higher need and opportunities to reduce discharges from other systems into homelessness, as well as current prevention resources and related gaps.
SSF, Coordinated
Prevention Core Team
Develop and pilot prevention screening, triage, and prioritization protocols, including related tools and training for staff at community- based organizations and cross-sector settings (e.g., discharge workers).
SSF, Coordinated
Prevention Core Team
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
32 Solution 3: Outreach & Engagement
Implementation Co-Leads: City of Sacramento and County of Sacramento *Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people experiencing unsheltered homelessness ● Increase the number of people exiting homelessness into permanent housing ● Reduce the length of time people remain homeless
● Increase successful placements from street outreach
Sub-Solution 3 .a: Provide comprehensive, coordinated, county-wide street outreach that supports successful resolution of unsheltered homelessness Year One Actions Collaborating Partners
Develop estimated cost and scope for a Street to Housing Pilot based on national best practices; pending available funding and availability of housing subsidies and supports begin initial implementation in concert with other system housing resources and cross-sector partners.
City of Sacramento, County
of Sacramento, SSF
Increase targeted outreach to historically under-resourced community members, including populations experiencing homelessness at disproportionate rates (BIPOC, LGBTQIA+) and ensure outreach teams have access to materials in different languages and adequate training to work with populations they serve.
Action Lead: SSF
SSF, City of Sacramento,
County of Sacramento,
Racial Equity Committee,
PWLEC, YAB
Ensure outreach has the staff capacity, tools, and resources to provide comprehensive and individualized (i.e., via low caseloads) system navigation, problem-solving, and support.
City of Sacramento, County
of Sacramento, SSF
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
33 Solution 4: Emergency Shelter & Interim Housing
Implementation Co-Leads: City of Sacramento and County of Sacramento *Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people experiencing homelessness (sheltered and unsheltered) ● Increase the number of people exiting homelessness into permanent housing ● Reduce the length of time people remain homeless
Sub-Solution 4 .a: Increase emergency shelter and interim housing capacity to meet the current needs of people experiencing unsheltered homelessness Year One Actions Collaborating Partners
Provide an additional 175 shelter beds at Stockton Blvd. County of Sacramento, City of Sacramento, State
of California
Establish a working group to develop a plan to build capacity that addresses the needs of clients discharged from local healthcare systems with medical support requirements beyond the capacity of the homeless response system.
City of Sacramento,
County of Sacramento,
SSF, Hospital Partners,
Managed Care
Organizations
Sub-Solution 4 .b: Ensure emergency shelter, interim housing, and transitional housing programs are high quality and effective in resolving homelessness Year One Actions Collaborating Partners
Establish system-wide shelter utilization and By-Name List management processes to identify and progressively assist sheltered clients not progressing toward housing.
Action Lead: SSF
SSF, City of Sacramento,
County of Sacramento,
CAS Core Team
Model the financial need and identify financial resources to increase rapid exits to long-term housing for people by increasing and standardizing access to one-time financial assistance for housing move- in costs (e.g., security deposit, first-month rent) across all shelters.
Action Lead: SSF
SSF, City of Sacramento,
County of Sacramento,
SHRA
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
34 Solution 5: Rehousing Assistance
Implementation Lead: Sacramento Steps Forward (SSF)
*Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people experiencing homelessness (sheltered and unsheltered) ● Increase the number of people exiting homelessness into permanent housing ● Reduce the length of time people remain homeless
● Reduce the number of people who return to homelessness after housing placement Sub-Solution 5 .a: Increase and improve rehousing assistance to improve permanent housing outcomes
Year One Actions Collaborating Partners
Set a multi-year plan to fully operationalize existing rapid rehousing assistance and address rapid rehousing assistance gaps, inclusive of rental subsidies, CalAIM funded housing assistance and services, and other integrated service and rental assistance sources.
SSF, City of Sacramento,
County of Sacramento,
SHRA
Improve lease-up rates to accelerate housing placement. SSF, City of Sacramento, County of Sacramento,
SHRA
Establish a housing placement accelerator pilot starting with the Veterans Collaborative to test and refine progressive approaches to more quickly and effectively rehouse people, including the use of more intensive By-Name List management, case conferencing, and landlord engagement and support.
SSF, Veterans
Collaborative, City of
Sacramento, County of
Sacramento, SHRA
Sub-Solution 5 .b: Expand access to existing and new non-homeless dedicated housing units in market and subsidized programs
Year One Actions Collaborating Partners
Further develop and scale a centralized landlord engagement strategy to increase landlord participation across all homeless rehousing programs.
Action Lead: County
County of Sacramento,
SSF, City of Sacramento,
SHRA
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
35 Solution 6: Permanent Supportive Housing
Implementation Co-Leads: City of Sacramento, County of Sacramento, and SHRA *Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people experiencing homelessness ● Increase the number of people exiting homelessness into permanent housing ● Reduce the length of time people remain homeless
● Reduce the number of people who return to homelessness after housing placement Sub-Solution 6 .a: Increase the stock of homeless-dedicated permanent supportive housing units and other homeless dedicated affordable housing subsidies/units with ongoing services Year One Actions Collaborating Partners
Expand permanent supportive housing and other dedicated affordable housing capacity, consistent with the approved affordable housing plan to further close identified gaps.
SHRA, City of Sacramento,
County of Sacramento,
SSF, Managed Care
Organizations
Expand the capacity and reduce eligibility barriers to improve and accelerate opportunities to facilitate PSH resident “move-on” to non- homeless system-funded rental assistance and service supports.
SHRA, City of Sacramento,
County of Sacramento,
SSF
Evaluate service needs among medically vulnerable participants (including aging adults) and identify related gaps/opportunities, such as co-op living, ADU’s and other housing options.
Action Lead: City of Sacramento
City of Sacramento, County
of Sacramento, Managed
Care Organizations
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
36 Solution 7: Integrated Services
Implementation Lead: County of Sacramento
*Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Increase successful placements from street outreach
● Increase the number of people exiting homelessness to permanent housing ● Reduce the number of people who return to homelessness after housing placement ● Reduce the length of time people remain homeless
Sub-Solution 7 .a: Improve and increase timely and direct access to behavioral health care supports for individuals experiencing homelessness both in locations where they are staying and at service locations; including timely and direct access to prevention and homeless services for individuals engaged in behavioral health services Year One Actions Collaborating Partners
The County shall continue to utilize the full-service partnership screening tool to determine qualifying level of care needs. SSF will develop and implement a VISPDAT replacement in coordination with CAS Core Team and the County. Outreach and engagement teams shall remain in compliance with Sacramento Steps Forward policies and procedures for Coordinated Access System (CAS).
County of Sacramento,
SSF, CAS Core Team
The County shall provide Mental Health First Aid training with community partners and providers that serve individuals experiencing homelessness. Relevant training requirements will be integrated into provider contracts by Cities, County, SHRA, and SSF.
County of Sacramento,
City of Sacramento, SHRA,
SSF
Sub-Solution 7 .b: Implement a cross-systems pilot to engage the most vulnerable, unhoused, and most frequently served individuals across County/City and public systems into housing and wrap-around services
Year One Actions Collaborating Partners
Align vulnerability and prioritization factors across multiple systems of care to identify the most vulnerable, unhoused, and most frequently served individuals across systems of care. Assess current gaps and develop a plan to build capacity within the community to better address the needs of these highly vulnerable individuals.
Action Lead: SSF
SSF, County of
Sacramento, City of
Sacramento, CAS Core
Team
Define the parameters of the pilot and develop the operational protocols and tools of the program across systems.
County of Sacramento,
City of Sacramento, SSF,
CAS Core Team
Determine the housing and services needs of the individuals identified for the pilot and model the financial resources to implement the pilot.
County of Sacramento,
City of Sacramento, SSF,
CAS Core Team
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
37 Sub-Solution 7 .c: Ensure comprehensive and coordinated discharge planning from hospitals, jails, and other institutional settings to prevent people from becoming homeless upon discharge
Year One Actions Collaborating Partners
Establish bi-directional data sharing agreements that support case conferencing, comply with federal HIPAA regulations, increase system- wide knowledge on who is experiencing homelessness, and track the number and general medical needs of unhoused clients who are frequent utilizers of local emergency departments and EMS/ambulance systems of care.
Action Lead: SSF
SSF, County of
Sacramento, City of
Sacramento, CAS Core
Team, SSF, Managed Care
Organizations, Hospital
Partners
Establish a framework between the homeless response system and cross-system partners to establish formalized processes for data integration and services coordination to ensure that discharge is focused on ensuring interim and long-term housing support as services.
Action Lead: SSF
SSF, County of
Sacramento, City of
Sacramento, CAS Core
Team, Managed Care
Organizations, Hospital
Partners
Develop a system understanding of hospital discharge processes and identify ways to better integrate linkages to the homeless response system into hospital discharge planning.
Action Lead: SSF
SSF, City of Sacramento,
County of Sacramento,
CAS Core Team, Managed
Care Organizations,
Hospital Partners
Monitor and measure reductions in unnecessary emergency room and EMS utilization by people experiencing homelessness in the community that are tied to improvements in prevention, diversion, and outreach strategies within the homeless response system.
Action Lead: SSF
SSF, City of Sacramento,
County of Sacramento,
CAS Core Team, Managed
Care Organizations,
Hospital Partners
Develop standard language on assessing housing stability status, in conjunction with coordinated prevention system development efforts, for use by hospitals, jails, and other institutions.
Action Lead: SSF
SSF, County of
Sacramento, Managed
Care Organizations,
Hospital Partners
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
38 Sub-Solution 7.d: Increase coordination with Sacramento County Sheriff’s Office (including Main Jail and Rio Cosumnes Correctional Center), Correctional Health Services, and Sacramento County Probation departments to formalize partnerships and ensure unhoused justice-involved individuals connect to housing and services Year One Actions Collaborating Partners
Align the data integration efforts with planning efforts for Social Health Information Exchange (SHIE) to eventually implement data sharing between justice system partners and homelessness response systems to assess the number of justice-involved unhoused individuals and dedicate resources gaps for housing and services.
County of Sacramento,
SSF, City of Sacramento
Convene partners across systems to determine what cross-systems processes are working well and where there are opportunities to increase coordination and integration to ensure unhoused justice- involved individuals have connections to housing and services.
County of Sacramento,
SSF City of Sacramento
Sub-Solution 7.e: Increase Access to Public Benefits and Employment Opportunities Year One Actions Collaborating Partners
Develop a streamlined referral process for service providers to refer to appropriate entities for assistance with disability benefits and advocacy, CAPI and supplemental Security Income/State Supplemental Program (SSI/SSP).
County of Sacramento,
SSF
Formalize a partnership and referral process between service providers and Sacramento Employment and Training Agency (SETA) to connect job-seeking clients to the SETA Sacramento Works Program for connections to employment resources.
Action Lead: SSF
SSF, County of
Sacramento, City of
Sacramento, SETA
Designate a working group to explore opportunities to increase engagement with the Sacramento Office of Economic Development for opportunities to leverage resources with programs such as Working Opportunity Tax Credits (WOTC) and On-The-Job Training (OTJ).
County of Sacramento,
City of Sacramento, SSF
Outline partnerships and access to employment opportunities with private employers and private employment organizations to develop pathways for job-seeking individuals to connect to employment opportunities. Develop a set of action items for private employers to engage in developing employment opportunities for individuals who are unhoused or formerly unhoused.
County of Sacramento,
City of Sacramento, SSF
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
39 Solution 8: System Capacity Building & Training
Implementation Lead: Sacramento Steps Forward (SSF)
*Actions with a lead other than the Implementation Lead include an “Action Lead” within the description.
System-Level Performance Measures
● Reduce the number of people experiencing homelessness (sheltered and unsheltered) ● Reduce the number of people who become homeless for the first time ● Increase the number of people exiting homelessness into permanent housing ● Reduce the length of time people remain homeless
● Reduce the number of people who return to homelessness after housing placement ● Increase successful placements from outreach
Sub-Solution 8.a: Ensure sufficient system capacity for system planning, management, data collection, reporting, and evaluation
Year One Actions Collaborating Partners
Increase HMIS participation in crisis response and housing programs, including homelessness prevention, outreach, emergency shelter and interim housing, rehousing, and permanent supportive housing.
SSF, City of Sacramento,
County of Sacramento,
SHRA
Ensure adherence to HMIS data quality standards by developing and implementing at least quarterly HMIS data quality review and corrective action protocols and providing a report on data quality standards adherence to local funders at least once annually.
SSF, City of Sacramento,
County of Sacramento,
SHRA
Incorporate HMIS training, technical assistance, and support in system- wide training plans to improve data quality and completeness.
SSF, City of Sacramento,
County of Sacramento,
SHRA
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
40 Sub-Solution 8 .b: Create an inclusive & supportive working environment to recruit and retain a diverse and inclusive workforce representative of the staffing capacity needed system-wide Year One Actions Collaborating Partners
Building on information in the Gaps Analysis, determine the gap in staffing, including how many positions are needed across the system, including outreach and engagement, emergency shelter and interim housing, housing, and system management functions.
SSF
Perform a labor market analysis including an assessment of local labor market indicator data from the California Employment Development Department (EDD), a vacancy assessment survey from local employers, and interviews with local employers.
SSF
Engage people with lived expertise and providers, including providers in historically under-resourced communities, in examining workforce recruitment, retention, and support needs.
SSF
Conduct pay equity and livable wage rate analysis across the system. SSF Engage community partners to identify capacity needs and barriers to receiving homelessness response system funding among smaller organizations in historically under-resourced communities.
SSF
Sub-Solution 8 .c: Further develop system-wide training opportunities and related training infrastructure to support staff development and improve system and program performance Year One Actions Collaborating Partners
Conduct a system-wide training “audit” inclusive of training requirements included in new Community Standards; identifying currently available training and capacity-building resources and assessing for program and system training needs.
SSF, City of Sacramento,
County of Sacramento
Develop a comprehensive learning framework which defines learning objectives for both providers and system leaders and establishes the training plan, protocols, and timeline needed to improve program and system performance and advance equity in homelessness response.
SSF, City of Sacramento,
County of Sacramento
Initiate training and technical assistance to service providers to support alignment and compliance with respective service and performance standards.
SSF, City of Sacramento,
County of Sacramento
Sub-Solution 8 .d: Increase community support for countywide homelessness activities through increased and improved engagement
Year One Actions Collaborating Partners
Develop a public awareness campaign, co-designed by people with lived expertise, that includes diversified strategies for general education and awareness, resulting in increased understanding of what resources exist and how to access them, reporting on continued progress, and creating engagement opportunities for all community members.
SSF, City of Sacramento,
County of Sacramento
Continue to increase targeted engagement with culturally specific organizations and community partners such as BIPOC, LGBTQIA+, and Tribal Partners to advance equity through meaningful and authentic collaboration.
SSF
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
41 Appendix 2: All In Sacramento –
A Transformed System
What do we know?
The foundation of All In Sacramento is a solid understanding of the local needs and gaps, informed by the local Gaps Analysis and national best practices.
What will we do?
All In Sacramento commits to 8 Solutions necessary to drive progress over the next 3 years with a focus on increasing prevention and rehousing assistance while ensuring quality, person-centered care.
What short and long term goals will we accomplish?
All In Sacramento sets a 3-year vision for making homelessness rare, brief, and non-recurring with interim goals outlined in the Year One Action Plan.
How will we know it’s working?
All In Sacramento ties the Solutions to program- and
system-level outcomes, ensuring accountability by tracking and monitoring progress.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
42 Appendix 3: Community Standards
Implementation & Key Milestones
The Sacramento region receives funding from the U.S. Department of Housing and Urban Development (HUD) to provide programs and services for people experiencing homelessness, including Emergency Solutions Grant (ESG) and Continuum of Care (CoC) Program funding. This funding requires CoCs to “establish and consistently follow written standards for providing Continuum of Care assistance” that, at minimum, must address:
1. Who is eligible for specific services (e.g., outreach, homelessness prevention, emergency shelter, transitional housing, rapid rehousing and permanent supportive housing);
2. How the system of care ensures that the people most in need get priority for each service;
3. The referral, admission and discharge processes for emergency shelters;
4. Rules regarding how much participants in rental assistance programs must pay toward their rent, and how long they may receive rental assistance;
5. Rules regarding limits on assistance provided for housing relocation (moving costs), or temporary rental assistance provided as part of a rapid rehousing program;
6. How programs serving homeless people coordinate with other programs in the homelessness response system and with other types of services (e.g., benefits programs, health care, employment, education); and
7. Policies used to ensure safety for victims of domestic violence, dating violence, sexual assault, and stalking, including rights to emergency transfers when needed to remain safe.
As part of the Sacramento Local Homeless Action Plan, adopted in June 2022, the CoC, City of Sacramento, Sacramento County, and SHRA committed to developing standards to meet HUD requirements and provide a community-wide set of standards for homelessness prevention and assistance programs.
The Standards development work initiated in February of 2023 with support from Tom Albanese Consulting, LLC, and SSF staff to research existing local standards and examples from other communities. This team engaged stakeholders in a series of six ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
43 focus groups to examine potential standards related to crisis response (outreach, shelter, etc.) and housing-related responses (rapid rehousing, permanent supportive housing). In all, more than 40 stakeholders representing at least 24 service providers and community organizations participated in focus groups. A draft set of community wide performance and practice standards for public comment was made available for a 21-day public comment period between October 26, 2023, and November 16, 2023, and was ultimately adopted by the CoC Board on December 13, 2023.
The purpose of the Sacramento Community Standards is to provide a general overview of expectations and standards for homelessness prevention and homeless assistance programs receiving public funding. The Standards are inclusive of minimum requirements for each program type, but they are also expansive in that they reflect best practices and local priorities for housing assistance that may be aspirational for some programs. In general, standards are similar to policies but may be more specific. They are measurable and reflect what providers should be doing. Procedures are detailed descriptions of how to carry out a policy or standard.
These standards serve as a basis for ensuring all publicly funded programs for people who are at-risk of or experiencing homelessness are offered in a consistent manner, in line with federal, state and local funding requirements, and evidence-based approaches to providing equitable, effective, and efficient assistance.
The intention of Sacramento’s new Community Standards is that they will be incorporated into funding contracts for homelessness prevention and homeless assistance programs awarded by the City of Sacramento, County of Sacramento, SHRA, and SSF. Standards will then be monitored periodically according to each local funder’s contract requirements and monitoring processes to assess provider adherence to standards, including examination of provider performance, services, operations, facilities, and housing units.
While providers are expected to meet these standards, it is understood that many providers do not currently have sufficient funding, training, or capacity to meet these standards. As local funders begin to incorporate standards into contracts and monitoring policies and procedures are developed, it is expected that funding and other constraints will be accounted for and ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
44 providers will be able to demonstrate instances where non-conformance with a standard is driven by lack of funding or other barriers.
As the lead agency for the Sacramento CoC, SSF provides guidance and leadership for CoC system performance reporting efforts, as well as training and technical assistance to support implementation and fidelity to the Community Standards. The CoC’s Standards Development Team established the following standards implementation schedule and key milestones, with a focus through Fiscal Year (FY) 2025 on improving HMIS data quality and establishing routine system and program performance dashboard reporting. Performance data reported in FY2025 will then be used to develop key performance indicator (KPI) targets consistent with the overall system performance goals, but also individualized for each locally funded program. This will be reflected in a Program Performance Plan to be incorporated into local contracts and reported via performance dashboards that examine actual performance compared to targets, providing a complete performance picture and real-time data for actionable course corrections.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
45 January–June 2024 (FY2024)
Develop system and program-level goal-setting and measurement methodologies for each measure (Lead: SSF)
Develop system and program-level performance reporting templates (Lead: SSF w/CoC Standards Development Team (SDT))
Develop HMIS data QA plan, including revised standards, monitoring, and compliance approach* (Lead: SSF w/SDT)
*soft implementation FY25, implementation w/compliance enforcement FY26 Develop preliminary Program Performance Plan template for use by partners in FY2025 on trial basis* (Lead: SSF w/SDT)
*soft implementation FY25, implementation w/compliance enforcement FY26 July 2024–June 2025 (FY2025)
Community Standards included in locally administered contracts (Leads: City, County,
SHRA, SSF)
Routine quarterly, semi-annual, annual system and program performance reports published.
Coordinated cross-jurisdictional annual program performance planning, monitoring, and evaluation processes developed to increase efficiencies and inform City, County, SSF, SHRA contract compliance and renewal processes (Lead: SSF w/SDT) Based on July-Dec 2024 semi-annual performance, develop universal program KPI targets and individualized Program Performance Plans for FY2026 (Lead: SSF w/SDT) July 2025–June 2026 (FY2026)
Incorporate FY2026 Program Performance Plans into program-level contracts (Leads: City, County, SHRA, SSF)
Execute cross-jurisdictional annual system and program performance planning, monitoring, and evaluation process, including targeted TA processes to improve performance, quality, equity (Leads: City, County, SHRA, SSF)
The CoC, inclusive of local governments, will update these standards as needed to stay current with any program changes, funding changes or new project type introduction.
Community partners will be engaged in future standards review and update processes, including but not limited to specific review by the PWLEC, service providers, and any other relevant committee(s) identified by the CoC.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
46 Appendix 4: Program-Level
Key Performance Indicators
In December 2023, the Sacramento CoC adopted a comprehensive set of Community Standards10 that provide detailed expectations and standards for homelessness prevention and homeless assistance programs receiving public funding in Sacramento County. The standards serve as a basis for ensuring all publicly funded programs for people who are at risk of or experiencing homelessness are offered in a consistent manner, in line with federal, state, and local funding requirements and evidence-based approaches to providing equitable, effective, and efficient assistance.
The Community Standards include program administration, facility, and service standards for each program type, as well as “key performance indicators” (KPIs) for each program type that align to federal, state, and local homelessness response system performance priorities and targets. Key performance indicators represent the most important measures used to determine program performance relative to program use, cost, and successful outcomes.
Specific performance targets for each KPI (e.g., <10% exiting Emergency Shelter will return to homelessness) will be developed over the coming year as part of the implementation of All In Sacramento, as described in Appendix 3. System and program KPIs will be reported by Sacramento Steps Forward and evaluated by the CoC and local funders.
Standard KPI reporting and evaluation will support steady forward progress along with other relevant measures (e.g., number of households served), and allow programs to be consistently monitored and evaluated for efficiency, effectiveness, and equitable outcomes. Additional information on KPIs and other system and program performance measures, including measurement-related definitions and methods, can be found on the SSF website under the “Data” subsection.
10Version 1, dated December 13, 2023
https://sacramentostepsforward.org/wp-content/uploads/2024/01/Sac-Community-Stds_v1_12.13.2023_FINAL.pdf ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
47 Key Performance Indicators (KPIs) by Program Type
Homelessness
Prevention
• Active caseload rate (%)
• Average length of participation
• Successful outcomes (#, %)
• Successful housing outcomes
(#, %)
• Subsequent homelessness (%)
• Cost per household
Diversion • Successful diversion outcomes
(#, %)
• Average wait-time
• Subsequent homelessness (%)
• Cost per household
Street Outreach • Active caseload rate (%)
• Average length of participation
• Successful outcomes (#, %)
• Successful housing outcomes
(#, %)
• Returns to homelessness (%)
• Cost per household
Emergency
Shelter
• Utilization (occupancy) (%)
• Average length of stay
• Successful outcomes (#, %)
• Successful housing outcomes
(#, %)
• Negative exits (%)
• Returns to homelessness (%)
• Cost per household
Transition
Housing &
Interim Housing
• Utilization (occupancy) (%)
• Average length of stay
• Successful outcomes (#, %)
• Successful housing outcomes
(#, %)
• Negative exits (%)
• Returns to homelessness (%)
• Increase in non-employment
cash income
• Increase in employment income
• Cost per household
• Cost per unit
Rapid
Rehousing
& Other
Rehousing
Assistance
• Active caseload rate (%)
• Average engagement time
• Average length of shelter stay
• Average length of time to
housing move-in
• Average length of participation
• Successful outcomes (#, %)
• Successful housing outcomes
(#, %)
• Negative exits (%)
• Returns to homelessness
(recidivism) (%)
• Increase in non-employment
cash income
• Increase in employment income
• Cost per household
Permanent
Supportive
Housing
• Utilization (occupancy) rate (%)
• Average length of participation
• Successful outcomes (#, %)
• Successful housing outcomes
(#, %)
• Negative exits (%)
• Returns to homelessness
(recidivism) (%)
• Increase in non-employment
cash income
• Increase in employment income
• Cost per household
• Cost per unit
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
48 Appendix 5: Racial Equity Committee
Analysis for Updated Action Plan
Overall population-level rates of homelessness
Calendar Year 2022: Black or African American people represented 39.7% of all people who experienced homelessness compared with 9.4% of the overall Sacramento County population.
Rates of unsheltered homelessness
January 2022 Point-in-Time Count: 71.8% of all people experiencing homelessness were unsheltered. The following groups experienced significantly higher rates of unsheltered homelessness compared to the overall population:
■ American Indian or Alaska Native people: 90.6% unsheltered ■ People currently fleeing domestic violence: 89.8% unsheltered ■ People with significant mental illness: 81.9% unsheltered ■ Transgender people: 81.9% unsheltered
■ People with multiple races: 79.4% unsheltered
■ People with a substance use disorder: 77.1% unsheltered ■ Hispanic/Latino people: 75.5% unsheltered
Rates of those newly experiencing homelessness
Calendar Year 2022: 54% of all people experiencing homelessness were newly homeless.
The following groups had significantly lower rates of newly homeless people compared to the overall population and, conversely, higher rates of people who were not newly homeless and experiencing prolonged or repeat episodes of homelessness:
■ People with significant mental illness: 45.2% newly homeless ■ People with a substance use disorder: 44.8% newly homeless Average length of time people experienced homelessness while accessing rapid rehousing and permanent supportive housing Calendar year 2022: 151 days on average from initial enrollment in street outreach, emergency shelter, or transitional housing to permanent housing move-in for people served by rapid rehousing or permanent supportive housing. The following groups experienced significantly longer average time to housing:
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
49 ■ People in households with only children: 289 days on average ■ People in households with at least one adult and one child:183 days on average ■ Transgender people: 178 days on average
■ People with multiple races: 167 days on average
■ Unaccompanied youth (18-24 years old): 161 days on average ■ Parenting youth (18-24 years old): 160 days on average ■ Black or African American people: 156 days on average Permanent housing outcomes
Calendar year 2022: 23% of all people who experienced homelessness exited to permanent housing. The following groups had significantly lower rates of exit to permanent housing:
■ People with a substance use disorder: 14.1% exited to permanent housing ■ People currently fleeing domestic violence: 16.1% exited to permanent housing ■ American Indian or Alaskan Native people: 19.8% exited to permanent housing Returns to homelessness within 6 months of exiting to
permanent housing
Calendar year 2022: 11.9% of people who exited to permanent housing returned to the homeless system within 6 months. The following groups experienced significantly higher rates of return:
■ People with HIV/AIDS: 21.2% returned within 6 months
■ People currently fleeing domestic violence: 20.4% returned within 6 months ■ People with a substance use disorder: 17.8% returned within 6 months ■ Parenting Youth (18-24): 15.2%r returned within 6 months Successful exits from Street Outreach programs
Calendar year 2022: 226 people successfully exited street outreach programs and entered emergency shelter, transitional housing, or permanent housing. The following groups experienced a relatively lower share of successful exits compared to all successful street outreach exits:
■ People currently fleeing domestic violence: 14.7% of all unsheltered, but only 9% of all SO successful exits
■ People with multiple races: 11.9% of all unsheltered, but only 7.5% of all SO successful exits.
In order to improve the overall performance of Sacramento prevention and homeless response resources, targeted efforts must be made with new or rebalanced resources to ensure equity in access, service quality, customer experience, and outcomes for all people facing homelessness. All In Sacramento reporting will incorporate an equity dashboard to monitor and ensure improvement across all indicators, especially those highlighted above.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
50 Appendix 6: Common Terms
& Acronyms
Commonly
Used
Acronyms
Behavioral Health Services (BHS) is
a department within Sacramento County that
provides a full array of culturally competent
and linguistically proficient mental health
services to individuals of all ages.
Cal-AIM, the California Advancing &
Innovating Medi-Cal (Cal-AIM) initiative
sponsored by the state Department of
Health Care Services is a long-term
commitment to transforming and sustaining
Medi-Cal, offering Californians, including
people experiencing homelessness, a more
equitable, coordinated, person-centered
approach to maximizing their health and life
trajectory.
Chronically Homeless Individual
refers to an individual with a federally
qualified disability who has been continuously
homeless for one year or more or has
experienced at least four episodes of
homelessness in the last three years where
the combined length of time homeless on
those occasions is at least 12 months.
Chronically Homeless People in
Families refers to people in families in
which the head of household has a disability
and has either been continuously homeless
for one year or more or has experienced at
least four episodes of homelessness in the
last three years where the combined length of
time homeless on those occasions is at least
12 months.
Congregate Shelter is an emergency
shelter where the residents share a common
sleeping area.
Continuum of Care (CoC) is the local
planning body responsible for coordinating
the full range of homelessness services in
the Sacramento region inclusive of the cities
and unincorporated areas within Sacramento
County.
Coordinated Access Navigation (CAN)
Team is a team of people who support households
with system navigation and immediate needs
when placed on the shelter waitlist.
Coordinated Access System (CAS)
CAS is a regionally based system that
connects new and existing programs into
a “no wrong-door network” by assessing
the needs of individuals/families/youth
experiencing homelessness and linking them
with the most appropriate crisis response,
housing assistance, and services to end their
homelessness.
Diversion Services is the most targeted
form of homelessness prevention and involves
strategies and practices seeking to assist
people to resolve their immediate housing
crisis by accessing a safe and appropriate
housing alternative versus entering emergency
shelter or otherwise staying in a place not
meant for human habitation that night.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
51 Emergency Shelter provides safe,
temporary housing for individuals and/or
families who have no alternative safe housing
options while they are supported in obtaining
permanent housing or access to other
appropriate assistance, such as treatment.
Shelters serve people who have neither a
safe home nor the means to obtain other safe
permanent or temporary housing. Emergency
shelters may serve specific populations (e.g.,
families with children, single adults, transition
age youth), in congregate or non-congregate
facilities, and do not require occupants to
sign leases or occupancy agreements.
Homeless (also “literally homeless”) refers
to an individual or family who lacks a fixed,
regular, and adequate nighttime residence,
meaning:
• Has a primary nighttime residence that is a
public or private place not meant for human
habitation;
• Is living in a publicly or privately-operated
shelter designated to provide temporary living
arrangements (including congregate shelters,
TH, and hotels and motels paid for by
charitable organizations or by federal, state
and local government programs); or
• Is exiting an institution where he/she has
resided for 90 days or less and who resided
in an emergency shelter or place not meant
for human habitation immediately before
entering that institution.
Homeless-Dedicated Housing refers to
any form of permanent housing or permanent
housing subsidy that is formally designated
to serve individuals or families experiencing
homelessness.
Homeless Housing, Assistance,
and Prevention Program (HHAP)
is a California grant that provides local
jurisdictions, including federally recognized
tribal govts., with flexible funding to continue
efforts to prevent and end homelessness in
their communities.
Homeless Management Information
System (HMIS) A computerized data
collection system designed to capture client
information over time on the characteristics,
service needs, and accomplishments of
homeless people. Implementation of an
HMIS is required by the U.S. Department
Housing and Urban Development (HUD) for
programs receiving federal funding through
the Continuum of Care (CoC) Program.
Homeless Response System refers to
the various organizations and entities within
an area that serve homeless individuals
and families and their respective programs,
services, and supports designed to respond
to and resolve housing crises.
Homelessness Prevention programs
assist people who are imminently at-risk of
literal homelessness with housing problem
solving, temporary financial assistance,
information and referral to other resources,
and time-limited housing stabilization
assistance.
Housing Choice Voucher Program
(HCV) is a federal rent subsidy program
under section 8 of the US Housing Act, which
issues vouchers to eligible households.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
52 Housing First is an evidence-based model
that uses housing as a tool, rather than a
reward, for recovery and that centers on
providing or connecting homeless people to
permanent housing as quickly as possible.
Housing First providers offer services as
needed and requested on a voluntary basis
and that do not make housing contingent on
participation in services.
Individual refers to a person who is not part
of a family with children during an episode of
homelessness. Individuals may be homeless
as single adults, unaccompanied youth, or in
multiple-adult or multiple-child households.
Local Homeless Action Plan (LHAP)
was Sacramento’s 2022 action plan
developed to meet the requirements of the
HHAP-3 application.
Non-congregate Shelter is an
emergency shelter that provides private
sleeping space, such as a hotel or motel
room.
Other Permanent Housing is housing
with or without services that are specifically
for people who formerly experienced
homelessness but that do not require people
to have a disability.
People in Families with Children are
people who are experiencing homelessness
as part of a household that has at least one
adult (age 18 and older) and one child (under
age 18).
Permanent Supportive Housing
(PSH) include single site and scattered site
rental housing with a permanent subsidy
and supportive services for individuals
and families who are homeless and have
at least one household member with a
federally qualified disabling condition. PSH
programs include supportive services that are
designed to meet the needs of the program
participants.
Point in Time (PIT) Count is an annual
count of people experiencing homelessness
on a single night. Data are required to be
reported to the U.S. Department of Housing
and Urban Development. Sacramento reports
an annual shelter count and an every other
year unsheltered count.
Rapid Rehousing (RRH) provides
(directly and/or via service partnership)
housing search and placement, time-limited
financial assistance, and housing-focused
case management for individuals and
families who are literally homeless. RRH
programs help households secure private
rental market housing, where the lease is
initially or eventually between the landlord
and the program participant following
conclusion of housing stabilization services.
RRH assistance may be used as a bridge to
or as a means to help people access other
ongoing subsidized housing and services
(e.g., permanent supportive housing). RRH
assistance for eligible participants is typically
limited to a specific number of months based
on program funding sources.
ALL IN SACRAMENTO PLAN: APRIL 2024–MARCH 2027
53 Sacramento Employment and
Training Agency (SETA) provides
resources and services to both employers
and job seekers in Sacramento County.
Street Outreach programs offer mobile
services to engage and assist unsheltered
individuals and families experiencing
homelessness within the CoC’s geographic
area, including those least likely to request
assistance. Services typically include
engagement, connection to emergency
shelter, housing, critical/crisis services, basic
needs support, and urgent, non-facility-based
care.
Sheltered Homelessness refers to
people who are staying in emergency
shelters, transitional housing programs, or
safe havens.
Transitional Housing Programs
provide temporary housing with supportive
services to individuals and families
experiencing homelessness with the goal of
interim stability and support to successfully
move to and maintain permanent housing.
TH programs can cover housing costs
and accompanying supportive services for
program participants for up to 24 months.
Unaccompanied Homeless Youth
(under 18) are people in households with
only children who are not part of a family
with children or accompanied by their
parent or guardian during their episode of
homelessness, and who are under the age
of 18.
Unaccompanied Homeless Youth
(18–24) are people in households without
children who are not part of a family
with children or accompanied by their
parent or guardian during their episode of
homelessness and who are between the
ages of 18 and 24.
Unsheltered Homelessness refers to
people whose primary nighttime location
is a public or private place not designated
for, or ordinarily used as, a regular sleeping
accommodation for people (for example, the
streets, vehicles, or parks).
Veteran refers to any person who served on
active duty in the armed forces of the United
States. This includes Reserves and National
Guard members who were called up to active
duty.