1 City of San Clemente
Human Affairs Committee
Tyler Boden, Committee Member
Rosemary Salas, Vice Chair
Cord Bauer, Committee Member
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Mentorship Program
The San Clemente Chamber of Commerce has been successful in carrying on its monthly Workforce Development Committee meeting, which has representation from CUSD Career & Technical Education, OC Workforce Solutions and the Ready Set OC program, San Clemente High School, AVID, the Boys & Girls Club, the Wellness & Prevention Center, the Noble Path Foundation, Community Outreach Alliance, and other business and community leaders who are actively involved in youth workforce development. This committee has already proven successful in allowing each stakeholder organization to share about the projects and programs they have available, and connecting students between these organizations as we work to provide a comprehensive roadmap for students to have access to developing themselves to be ready to enter the workforce.
As for a Mentorship Program for SCHS, the school has no interest in a mentorship program. They do not have the manpower to monitor it as every business that would be involved would need to have all employees background checked and fingerprinted. The cost would be too much. They do have a career day at school in October and will reach out to me to have any business interested come in and talk to the students.
While the HAC had initially planned on establishing a mentorship program of its own, further research and investigation has led to an understanding of the challenges and complexities that go along with establishing a program like this. Instead, we have come to an understanding that simply supporting these stakeholder organizations represented on the Chamber's Workforce Development Committee would yield positive and efficient results for the purpose of expanding opportunities for workforce development in our.
As we progress with the WD Committee, the aim will be to formulate a more centralized program or platform that would help to incorporate all workforce development opportunities that are available to students into a single place, where students can be supported in pursuing workforce readiness training at every step of their high school journey. We look forward to continuing the City's representation on this committee, and to look for more opportunities for the City to support this effort in the best way possible.
City of San Clemente
Human Affairs Committee
Rosemary Salas, Committee Vice Chair
Lisa Edone, Committee Chair
Stuart Anderson, Committee Member
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Every 15 Minutes DUI Simulation: Program completed at SCHS on March 6-7, 2024.
Program was a huge success and SCHS would like to partner with the City and HA to have the program every 2 years.
City of San Clemente
Human Affairs Committee
Rosemary Salas, Committee Vice Chair
Tyler Boden, Committee Member
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
SCHS Humanitarian Award: we selected two award winners that will be awarded at the August 20th council meeting. The 6 runner ups were given a letter of recommendation for their college applications signed by Mayor Cabral
1 City of San Clemente
Human Affairs Committee
Cord Bauer, Committee Member
Stuart Anderson, Committee Members
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Project Name: Reach Out to Residents
Purpose, Goals & Deliverables of Project
The City Council has the potential to receive clear, direct, and updated views of the taxpayers and residents of San Clemente. This fosters goodwill, easy interaction with the public, and the ability to “check the pulse” of the public on many issues.
With the advent of “A.I.”, it is possible to build a professional questionnaire that is nonpartisan by generating questions via “ChatGPT.” Questions and methodology used to arrive at the questions would be transparent. In addition, the cost and time spent in the past (upwards of $38,000 for one safety survey & forum) can be avoided.
The input of the taxpayers should be sought whenever possible, and reaching out to the community can be seen as a positive step (and PR) for the City Council.
Please note that these questionnaires are expected to simply take the temperature of the residents in a non-partisan manner. They would not necessarily qualify as a scientific study, and the responses will also be subject to the methodology. In other words, these are intended as “soft data points.”
Estimated Project Cost
Nominal, depending on whether the question(s) are linked from a SC Times ad or linked from a QR code in water bills that are mailed. This is an opportunity for the city to gauge public interest without spending a lot of money by simply using existing resources.
Staff hours, delivery, tabulation and optional advertising would be the only costs.
Project Timeline (Anticipated Start & End Dates)
Ongoing. The Human Affairs committee or staff could generate any questionnaires based on Council feedback. As new issues come up, a questionnaire could be developed very quickly. Polling the residents could be an ongoing project. 2 Resources Needed (including Staff hours)
1-2 staff hours per questionnaire, estimated. Advertising expenses; potentially $0.
New or Unfinished Project?
New
Chat GPT setup question (Prompt)
Use the following “A.I.” Prompt in order to generate poll questions. The use of this Prompt is intended to create non-political, non-leading questions. However, if an infinite number of monkeys asks an infinite number of questions, you will end up getting bad polling questions. Human review is required, and whoever generates the questions needs to be cognizant of confirmation bias.
The Prompt below asks for one question. It’s possible to change the wording so multiple questions are generated, and the most appropriate question can be picked from the group.
San Clemente is a California coastal city with about 65,000 residents.
The city Mission Statement reads:
The City of San Clemente, in partnership with the community we serve, will foster a tradition dedicated to:
Maintaining a safe, healthy atmosphere in which to live, work and play; Guiding development to ensure responsible growth while preserving and enhancing our village character, unique environment and natural amenities; Providing for the City’s long-term stability through promotion of economic vitality and diversity;
Resulting in a balanced community committed to protection of what is valued today while meeting tomorrow’s needs.
Create five poll questions that are intended for the residents of the city. Please word the questions so they are non-political and neutral in nature.
Include poll question Instructions at the top. Instructions should tell respondents that they can choose from a range of 1 to 5, with one being disagree completely and five being agree completely.
The questions should be regarding the topic: _________________________________ 3 Broad-Based Needs List
The Human Affairs Committee is to act in an advisory capacity to the City Council in all matters pertaining to human needs, including homelessness, with the City of San Clemente.
Here’s a list of human needs that might be relevant to the residents of San Clemente, and therefore the City Council:
• Housing: Access to affordable and suitable housing options. • Employment: Opportunities for diverse and stable employment. • Education: Quality schools and educational resources for all age groups. • Healthcare: Accessible and affordable healthcare services. • Safety: Low crime rates and a secure living environment. • Recreation: Recreational facilities and outdoor spaces for leisure activities. • Transportation: Efficient and accessible transportation options. • Community Services: Availability of community services and support. • Cultural Activities: Opportunities for cultural engagement and artistic expression. • Environmental Sustainability: Efforts for a sustainable and eco-friendly community. • Social Connection: Community events and spaces that promote social interaction. • Infrastructure: Well-maintained roads, utilities, and public spaces. • Economic Opportunities: Support for local businesses and entrepreneurial endeavors. • Nutrition: Access to fresh and healthy food options.
• Family Support Services: Resources for families, including childcare and parental support. • Technology Access: Availability of technology and internet access for all residents. • Emergency Services: Quick and reliable emergency response services. • Education and Awareness: Information on local services, events, and resources. • Civic Engagement: Opportunities for residents to participate in local governance and decision-making.
• Homelessness: How the community engages with this issue.
These needs reflect a combination of basic necessities, community-oriented services, and factors that contribute to the overall well-being of the population in San Clemente. Some of these topics are important now, but all will be important at some point in time. 4 San Clemente “Reach Out to Residents” Poll Instructions 1) The initial 20 general topics for the poll questions are included in the Broad-Based Needs List document (above).
2) The poll format is a 0 to 5 choice, which is available through Tamara Tatich. 3) The poll can be “advertised” through San Clemente’s Facebook page as a link directly to the San Clemente City website. The Facebook post should say:
“Your voice matters in shaping the future of our city. We're gearing up to create poll questions on topics that are important to YOU!
Drop a comment at the link on the San Clemente City website and let us know what topics YOU want to see addressed in our upcoming polls. Your input will help us better understand and serve the needs of our community.”
a) It’s recommended to share the San Clemente Facebook post to popular San Clemente Facebook pages to get more exposure.
b) The City may also choose to advertise in the San Clemente Times, and use a QR code to directly link to the polls.
4) Once the results are tabulated, the first actual poll can be created, based on the response from residents about which main topics are most relevant to them. There are pre-made ChatGPT poll questions ready for every main topic. Please note: This first step is not required. The city can simply choose the questions and start polling.
The “Reach out to Residents” polls are designed to post for a week. The following week a new Facebook post can be made showing how the residents responded to the poll. The San Clemente Times has also said that the results are newsworthy, and therefore may run a story about the results as well. This shows transparency and interaction with the residents, which is usually a public relations win.
City of San Clemente
Human Affairs Committee
Dick Veale, Committee Member
[email protected]
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Dorothy Visser Senior Center Improvements:
• 109 Chairs were professionally cleaned
• NEEDED: Skill painters to spackle/fill and paint over cracks in walls and columns City of San Clemente
Human Affairs Committee
Rosemary Salas, Committee Vice Chair
Stuart Anderson, Committee Member
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Community Development Block Grants: Completed. Grant money was decided in February 2024.
1 City of San Clemente
Human Affairs Committee
Tyler Boden, Committee Member
Stuart Anderson, Committee Member
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Character Counts
The committee made a lot of headway this year in investigating the history of Character Counts! in San Clemente, learning from elementary school administrators about their PBIS matrices and how character traits are incorporated into their campus activities, and learning from the Character Counts! team about the resources and training they can provide to schools as they work to improve their positive behavioral incentive systems.
Principal Michael Brandt from Truman Benedict Elementary School has been instrumental in recruiting the other San Clemente elementary school Principals and staff to participate in a training conducted by the Character Counts! staff. His feedback has been to focus on San Clemente schools first, and then approach the CUSD to see if they'd like to expand the program to the rest of the District. At the same time, we've seen a lot of interest from School Board Trustees Amy Hanacek and Lisa Davis, as well as San Clemente Councilmember Mark Enmeier, who would all like to see a rejuvenation of the Character Counts! program in our community.
Recently, the San Clemente Rotary Club voted to establish a fundraiser to pay for a Character Counts! training and resource materials for the San Clemente elementary schools in the upcoming school year. The Rotary organization has matching funds available for this project, which will help to fully fund this project.
We will continue working with Principal Brandt and the Character Counts! staff over the Summertime, to map out a scope and estimated cost for the training and resource materials that the elementary schools can engage with, as funded by the San Clemente Rotary Club.
1 City of San Clemente
Human Affairs Committee
Stuart Anderson, Committee Member
Cord Bauer, Committee Member
Dick Veale, Committee Member
FISCAL YEAR 2023-2024 WORK GROUP STATUS REPORT:
Overall Homelessness Strategy
The Human affairs committee has been researching the homeless programs of other cities for more than two years. We have looked at neighboring cities, with special attention to Beach Cities. We have looked at other cities as well.
We believe San Clemente has done a remarkable job of Outreach. So much so, that other cities look to us for inspiration. While not included in this report, the efforts of the San Clemente outreach team should be highlighted for their direct positive effect on our homeless count.
Some cities have comprehensive plans to address homelessness. Some of these plans, or their summaries, are in appendix E. Some cities contribute to the financial support of providing beds to house the homeless. Examples of this support are in appendix B.
Listed below are programs and services whose information has been compiled by this committee from nearby towns. This is a representation of what is possible, not advocacy.
Also included is an Excel file showing information from neighboring cities compiled, mostly, from public data sources in appendix H.
Conclusion
Current laws prevent OCSD from having all the tools they have had in the past to manage all categories of homeless, which can affect the safety of the residents. When asked the question about what they would like to see to address homelessness in their city, all three sheriff captains said that they would like to have more beds to offer the unhoused (Appendix G). Regardless of the current legal climate, which may change with Grant’s Pass decision and the potential repeal of Prop 47, the city should continue to review the options available. As such, a selection of local practices at nearby cities has been included.
Appendix A: Typical comprehensive plan
Comprehensive homelessness, plans, plans have four basic components:
1. Outreach to find and coordinate services, including healthcare, mental health, job training and housing.
2 2. Units for emergency shelter, bridge housing, and permanent supportive housing.
3. Homelessness prevention. This can be in the form of rental assistance or coordinating housing voucher programs (e.g. HUD Housing Choice Voucher)
4. Effecting affordable housing.
Appendix B: Programs of other cities to provide beds
1. Laguna beach contributes to the support of the Friendship Shelter which provides 75 shelter beds and 254 apartment/housing units, some of which are in San Clemente.
2. Newport Beach and Costa Mesa support a bridge housing unit in Costa Mesa.
Newport Beach contributes $1 million yearly to reserve 20 beds.
3. Encinitas contributes to an emergency shelter elsewhere in San Diego county.
4. Santa Barbara contributes to the Dignity Moves program and has committed to establishing enough beds to provide shelter to all unhoused. An overview of DignityMoves is also in the appendix.
Appendix C: DignityMoves tiny homes
This organization builds interim supportive housing with modular construction that looks like apartment complexes. Each apartment is 64 ft.² with a bed, chair, desk, window, and HVAC. There is a computer lab with internet access, communal eating, and bathroom facilities.
According to the website, the per unit cost of construction is around $50,000. They find land that they can use on an interim basis to enable a rapid solution to homelessness. The goal is to stabilize the lives of unhoused individuals, and prepare them for transitioning to permanent housing.
DignityMoves has built or is in the process of building 10 communities. Each site has a case manager and offices for private consultations. Funding has come from government and private sources. Each of the communities list several “partners” who have helped with construction and costs.
Appendix D: other tiny homes
1. Pallet homes. These are shipped on a pallet and assembly takes about one hour (according to the website). They are 70 square feet and have aluminum and composite walls that are approximately 1.5 inches thick. They come with heating and AC units. These are meant to last 10 years. Each unit price is about $15,000.
Bathrooms/showers and eating units are communal.
2. RPM homes have better construction and insulation than the slightly less expensive pallet homes. Operating costs are projected to be lower because of lower heating and cooling utility expenses. The cost for a single unit is around $16,000, and $20,000 for a double unit (not including HVAC).
Appendix E: Comprehensive plans of some cities
Laguna Beach: Laguna does not have a formal comprehensive plan published on their website. They provide outreach through specially trained police officers and they support 3 The Friendship Shelter which provides emergency shelter/bridge housing/permanent supportive housing and drop-by assistance.
Encinitas: The Encinitas Homeless Action Plan (HAP) was generated in 2021 by development consultants to address housing and homelessness.
Goals:
1. Increase the Capacity of the City and the Community to End Homelessness through the development of a collaborative community driven approach
2. Decrease the number of individuals experiencing homelessness through demand driven, person-based homeless response and supportive housing services system
3. Increase the availability of temporary and permanent housing Plan:
1. Create a position in the city of Housing Manager who would supervise and direct
a) Coordination of services
b) Promotion and actuation of shelter and housing (temporary and permanent) for low and very low-income needs
c) Data collection to assess program success and drive subsequent policies
2. Create a timeline over the next three years to direct the achievement of the goals
Because of the many sources of funding from the federal government, the state, the county, veterans’ services, and private sources, some of which are only available for limited times, the HAP advised the creation of the Housing Manager position so that this person could take advantage of and coordinate funding sources. They would also liaison with county and private service groups for the coordination of services.
After public input, the action plan was implemented early 2021. Within the city is a Community Resource Center founded by individuals and local businesses to help prevent homelessness through financial assistance, help find residences or shelters, and give some services. The city contributes about $65,000 yearly.
HOPE (Homeless Outreach Program for Empowerment) pairs a specially trained sheriff’s deputy with a county social worker for outreach efforts.
The city contributes to a regional shelter (outside of the city) to give access to some shelter beds. The city coordinates with the county in their homeless crisis response system. This includes the Coordinated Entry System (CES) managed by the RTFH (Regional Task Force on the Homeless – San Diego County).
The city has safe Parking Program administered through Jewish Family Services which operates a 25-space safe parking program for overnight sleeping in vehicles.
The full Homeless Action Plan can be found here:
https://www.encinitasca.gov/home/showpublisheddocument/600/637986790921930000 4 Newport Beach:
January 2022 Update - The City of Newport Beach has adopted a comprehensive approach to addressing homelessness in the community and connecting individuals with appropriate resources and housing. The City’s multi-pronged strategy is implemented by City elected officials, staff, contactors and volunteers. It also involves coordination with the County of Orange and other Orange County cities, and participating in state and federal programs. A summary of the various initiatives follows:
City Response
Homeless Ad Hoc Committee
The Homeless Ad Hoc Committee is comprised of three City Council Members who meet with community representatives who have expertise in mental health, social services and homeless services, or are faith or business leaders. The Ad Hoc Committee has been meeting at least once month to discuss these issues. The City Manager’s Office staff works closely with this committee.
Homeless Outreach Team
Natalie Basmaciyan serves as the City’s fulltime Homeless Coordinator and Officer Cynthia Carter serves as the City’s fulltime Homeless Liaison Officer. When Officer Carter is not on duty, a Sergeant, Lieutenant or another officer with expertise in homeless outreach assists with calls for service. Staff from Recreation, Park Patrol, the City Manager’s Office and Public Works also provide support to the City’s homeless outreach program. The Homeless Outreach Team has weekly coordination meetings.
Rapid Response Team
The Rapid Response Team is comprised of City staff from Public Works, Recreation and Senior Services, Fire/EMS, Police, and the City Manager’s Office. The Rapid Response Team deploys as needed to remove trash/debris, and offer services if people are present.
Services include access to the OASIS Senior Center resources, medical care, and referrals to local shelters.
Good Giving Campaign
The City launched a campaign to raise community awareness of the options available for those interested in helping people who are experiencing homelessness in Newport Beach.
Monies raised have been used to purchase a new bicycle to help a newly housed individual get to and from his new job; to help another newly housed individual pay her rent when her work hours were temporarily reduced during the onset of the COVID-19 pandemic; and to buy new clothing for a woman who decided to enter a sober living home.
City Contracted Services
City Net
The City of Newport Beach contracts with City Net, a nonprofit that specializes in homeless outreach and service coordination. City Net employees are on duty in Newport Beach 5 days per week and on call to meet with individuals experiencing homelessness, 5 develop relationships, and assess their needs. For those seeking services, City Net completes a
Vulnerability Index and Housing Assessment for enrollment in the County’s Coordinated Entry System to secure appropriate housing. City and City Net staff help the individuals to find housing and then assist with move in.
Cost: $1 million for the term March 12, 2019 - February 25, 2022 Costa Mesa Temporary Bridge Shelter
The Cities of Newport Beach and Costa Mesa entered a memorandum of understanding that provides Newport Beach with 20 of the 70 beds in Costa Mesa’s new Temporary Bridge Shelter. Operating costs are partially funded by contributions from Hoag Hospital.
Cost: $1.6 million one-time capital; $1 million per year operations Be Well OC Mobile Crisis Unit
The City and Mind OC entered into an agreement to bring a mobile crisis intervention unit to Newport Beach and are currently in the process of designing and launching the program. The Newport Beach Be Well van will be staffed with a team of Mind OC licensed, mental health professionals who will work 12 hours a day, seven days a week, to assist those in the community that are dealing with mental health issues. This new service will work in concert with our Police and Fire Departments and our homeless response team. It will be operational in February 2022.
Cost: $1.09 million for the term Oct. 1, 2021 – June 30, 2022 Permanent Supportive Housing
The City issued a request for proposals and selected two developers to compete to develop a viable housing project with up to 50 units in Newport Beach. Each firm must identify a site and develop a concept to present to the City Council. Both firms are still working to identify a viable site.
Budgeted City Contribution: $3 million
Trellis International Community Impact Team Program
The City entered into a grant agreement with Trellis International in September 2021.
Trellis is a non-profit organization that works with homeless and housing insecure individuals by assisting them in re-entering the workforce and eventually returning to a self-sustaining level of employment. Trellis’ Community Impact Team is a program wherein current and former homeless individuals serve in volunteer positions to participate in work projects in a city. Under the agreement, Trellis provides four-person volunteer teams and undertakes eight or more work projects each month.
Cost: $30,000 for the term September 15, 2021 – September 14, 2022. 6 Countywide Coordination
Central SPA
Per Federal Judge David Carter’s direction, Orange County was divided into three Service Planning Areas (SPAs) – north, central and south. The cities within each region work together and with the County of Orange to identify, develop and share homeless response resources within each SPA. The Central SPA consists of Huntington Beach, Newport Beach, Costa Mesa, Santa Ana, Garden Grove, Seal Beach, Fountain Valley, Tustin, Westminster and certain County unincorporated areas.
If a County shelter is located within the SPA, cities can refer individuals seeking shelter beds to that location, if space is available. The County’s 425-bed Yale Center shelter is located within the Central SPA.
The County of Orange operates a Cold Weather Emergency Shelter from December 2021 to the end of March 2022 in the City of Santa Ana. The 80-bed shelter accepts referrals from law enforcement and social service agencies. City Net, the social services contractor for Newport Beach, and the Newport Beach Police Department refer people to this shelter.
City Representation on Committees
• City Manager Grace Leung and Assistant City Manager Tara Finnigan work closely with the City of Newport Beach Homeless Task Force Ad Hoc Committee responsible for advising the City Council.
• Homeless Coordinator Natalie Basmaciyan participates in the following committees, meetings, and task forces:
o City of Newport Beach Homeless Task Force Ad Hoc Committee o Costa Mesa Bridge Shelter Advisory Board o Costa Mesa Network for Homeless Solutions monthly meeting o Costa Mesa Network for Homeless Solutions Volunteers monthly meeting o Mind OC, Be Well OC Learning Collaborative quarterly meeting o County of Orange, Board of Supervisors biweekly meeting
o County of Orange, Continuum of Care Board meetings and advisory committees
o County of Orange, Coordinated Entry System weekly Match Meetings and advisory committee meetings
o County of Orange Point in Time County Advisory Committee member o Orange County Housing Finance Trust quarterly meeting o County of Orange Commission to End Homelessness quarterly meeting o Chapman University’s Orange County Family Violence Clinic Homeless Domestic Violence-Sexual Assault (OCFVC Homeless-DV-SA) Task Force monthly meeting
o 2-1-1 OC Homeless Information Management System (HMIS) monthly meeting o Share Our Selves (SOS) case management meetings, as needed 7 State and Federal Programs
Emergency Housing Vouchers
In 2021, The Department of Housing and Urban Development (HUD) released 70,000 Emergency Housing Vouchers (EHV) across the country. The County of Orange received 1,035 EHV and 10 people experiencing homelessness in Newport Beach were awarded an EHV and are now locating housing. Each EHV covers 30% of a person’s monthly rent.
Project Roomkey
In 2020, the State of California initiated Project Roomkey to shelter medically vulnerable and COVID-19+ people experiencing homelessness in motel rooms during the pandemic.
The County of Orange contracted with Illumination Foundation, a local recuperative care nonprofit, to operate several motels. The City of Newport Beach placed 33 people into Project Roomkey motel rooms. Five people sheltered in Project Roomkey attained permanent housing at the conclusion of the program in late 2020. Project Roomkey changed service models in 2021 to shelter up to 150 COVID-19-exposed or positive people in one motel site to isolate them from congregate shelter settings.
Project Homekey
In 2020, the State of California initiated Project Homekey to convert motels and other appropriate buildings into Permanent Supportive Housing units for people experiencing homelessness. Permanent Supportive Housing provides low-income rental units with onsite social services for military veterans, senior citizens, or people in need of mental health care. The City of Stanton successfully converted two motels into Project Homekey properties in 2020. The Cities of Costa Mesa, Anaheim, and Huntington Beach applied to Project Homekey in 2021 to convert three motels into Permanent Supportive Housing.
Garden Grove: Garden Grove created the Comprehensive Strategic Plan to Address Homelessness (GG-CSPAH or CSPAH) in 2021. This plan had seven components:
1. Community Outreach and Engagement
2. Coordinated Entry System (CES) and Homeless Management and Information System (HMIS)
3. Street Outreach
4. Homelessness Prevention Programs and Activities
5. Affordable Housing Production
6. Housing Rehabilitation Programs
7. Workforce Development.
In their efforts to create more shelter options, they created a regional CENTRAL CITIES NAVIGATION PROJECT. CCNC is a low-barrier transitional, emergency facility with in-house services to provide emergency housing and wrap-around services to individuals experiencing homelessness built in partnership with the Cities of Fountain Valley and Westminster, and the County of Orange.
8 This comprehensive plan was included in this report because of the dramatic reduction in PIT unsheltered count from 2022 to 2024 (289 to 163). The comprehensive plan can be found here: https://ggcity.org/addressing-homelessness/cspah Appendix F: Point in Time counts
Seven of the twelve south service planning area cities showed an increase in unsheltered homeless from 2022 to 2024. Two cities were basically unchanged, and three cities showed a decrease.
Between 2022 and 2024 Newport Beach and Costa Mesa opened a 70 bed bridge housing unit in Costa Mesa. The PIT of Newport Beach decreased while that of Costa Mesa increased.
2022 POINT IN TIME COUNT
City Unsheltered Sheltered Total
Anaheim 485 589 1,074
Brea 24 0 24
Buena Park 85 181 266
Cypress 28 0 28
Fullerton 202 70 272
La Habra 45 0 45
La Palma 8 0 8
Los Alamitos 4 9 13
Orange 134 116 250
Placentia 31 167 198
Stanton 62 148 210
Villa Park 0 0 0
Yorba Linda 4 0 4
County Unincorporated 1 0 1
Domestic Violence Programs 26 26
North Service Planning Area 1,113 1,306 2,419
City Unsheltered Sheltered Total
Costa Mesa 150 58 208
Fountain Valley 38 0 38
Garden Grove 278 113 391
Huntington Beach 188 142 330
Newport Beach 96 0 96
Santa Ana 508 482 990
Seal Beach 8 0 8
Tustin 86 232 318
9 Westminster 159 0 159
County Unincorporated 11 36 47
Domestic Violence Programs 129 129
Central Service Planning Area 1,522 1,192 2,714
City Unsheltered Sheltered Total
Aliso Viejo 13 4 17
Dana Point 27 0 27
Irvine 60 0 60
Laguna Beach 28 55 83
Laguna Hills 12 0 12
Laguna Niguel 29 0 29
Laguna Woods 7 0 7
Lake Forest 65 11 76
Mission Viejo 26 2 28
Rancho Santa Margarita 7 0 7
San Clemente 81 50 131
San Juan Capistrano 65 0 65
County Unincorporated 2 0 2
Domestic Violence Programs 41 41
South Service Planning Area 422 163 585
2024 Point in Time Count
202002020
City Unsheltered Sheltered Total
City Unsheltered Sheltered Total
Anaheim 601 816 1,417
Brea 82 0 82
Buena Park 186 193 379
Cypress 46 6 52
Fullerton 208 226 434
La Habra 76 0 76
La Palma 17 0 17
Los Alamitos 1 3 4
Orange 214 155 369
Placentia 37 145 182
Stanton 169 37 206
Villa Park 0 0 0
Yorba Linda 3 0 3
County Unincorporated 6 0 6
Domestic Violence Program N/A 0 0
North Service Planning Area 1,646 1,581 3,227
10 Costa Mesa 218 79 297
Fountain Valley 114 0 114
Garden Grove 163 76 239
Huntington Beach 173 260 433
Newport Beach 71 0 71
Santa Ana 871 557 1,428
Seal Beach 29 0 29
Tustin 88 335 423
Westminster 288 0 288
County Unincorporated 21 14 35
Domestic Violence Program N/A 97 97
Central Service Planning Area 2,036 1,418 3,454
City Unsheltered Sheltered Total
Aliso Viejo 6 5 11
Dana Point 24 0 24
Irvine 50 0 50
Laquan Beach 46 28 74
Laquan Hills 36 0 36
Laquan Niquel 48 5 53
Laquna Woods 22 26 48
Lake Forest 104 0 104
Mission Viejo 34 1 35
Rancho Santa Marqarita 6 0 6
San Clemente 65 36 101
San Juan Capistrano 47 3 50
County Unincorporated 3 0 3
Domestic Violence program N/A 46 46
South Service Planning Area 491 150 641
Notes:
Domestic Violence Program Count includes all Domestic Violence Shelter beds and is not applicable to the unsheltered count.
Appendix G: Responses from OC Sheriff Captains
What tool/program/entity in has the largest positive impact on getting our homeless population off the streets and into care?
Answer, San Clemente: We have a behavior health liaison (BHL) deputy that works with homeless individuals on a daily basis. She makes contact with the subjects not only to investigate any criminal activity, but to also offer services such as mental health or medical services, and items of care such as food, clothing and housing assistance. The BHL deputy works hand in hand with the city outreach team to offer these services. Many are service resistant, but others have taken advantage of the various services. When there is someone who takes up the offer, city outreach workers usually facilitate the resources. (Captain Christian)
Answer, Mission Viejo: Our city has a multifaceted and collaborative approach to addressing homelessness. Mission Viejo Police Services has a Community Services Unit (CSU) that is a four deputy team supervised by a sergeant, that works very closely with the assigned Behavioral Health Bureau deputy in responding to calls for service, complaints, and proactively mitigating encampments. This team maintains relationships with each of our homeless and continuously offers resources through the city, Mercy House, non-profits, and faith based organizations. This approach is time intensive, and requires a large amount of communication, involves several city staff members, and is largely unsuccessful merely because those individuals experiencing homelessness are service resistant. (Captain McDonald) Answer, Lake Forest: The city of Lake Forest developed their own Community Outreach Specialist who works closely with our Homeless Liaison Officer. They perform their duties 11 collaboratively which in turn, produces readily accessible resources when dealing with individuals experiencing homelessness. (Captain Berryman, Lake Forest) What tool would you like to see implemented in the city that you think would make the largest impact regarding helping the homeless population?
Answer, San Clemente: Without any shelter options, law enforcement has limited ability to take action with the homeless population. If there were shelter options, law enforcement could potentially enforce some of the city’s anti-camping ordinances to get some homeless off the streets and into an environment more conducive to getting them more permanent options of assistance. (Captain Christian)
Answer, Mission Viejo: The availability of a homeless shelter would have the largest impact on the homeless population within the city. The availability of shelter beds in the South Service Provider Area (SPA) would allow law enforcement the ability to conduct enforcement of status crimes. Currently the approach being used is “all carrot, and no stick” and does little to effect change in behavior. An additional step would be to have a case manager who would be able to track all of the time, resources, and funds allocated to each individual. In the end, a decision maker should be able to understand on a case-by-case basis, if additional expenditures would likely have a positive effect for the individual. At some point a threshold would be reached and enforcement should begin. The upcoming Grants Pass case decision may shed some light on future enforcement action. (Captain McDonald)
Answer, Lake Forest: This is an obvious answer, but it would help if we had shelters to provide law enforcement the option to house or enforce the city’s anti-camping ordinances. (Captain Berryman)
Appendix H: Spreadsheet with information about neighboring cities Appendix I: Safe Parking in San Diego County
Jewish Family Services administers six locations in San Diego county for safe overnight parking. Cities apply to state for funds that come from the federal government. This covers staffing, restrooms, and security. The sites allow entry from 6 to 10 PM and are then locked, with ability to exit but not enter. Some sites provide services from 6 to 10 pm as well. One site is open 24/7; and, one site allows RVs.
San Clemente San Juan
Capistrano Dana Point Laguna Beach Laguna Niguel Lake Forest Mission Viejo population (est.) 65,000 35,000 33,000 24,000 65,000 85,000 93,000 square miles 19.5 14.43 6.75 8.89 14.74 16.71 17.66
yearly revenue $ 88,100,000.00 $ 38,816,000.00 $ 48,482,000.00 $ 138,629,600.00 $52,555,796 $103,871,530 $102,605,840 sheriff count 49 27 39 57 36 41 55
sheriff to population ratio 1326 to 1 1296 to 1 846 to 1 421 to 1 1805 to 1 2073 to 1 1690 to 1 Public Safety Budget (total) $ 21,626,694.00 $ 14,038,000.00 $ 14,664,691.00 $ 25,177,900.00 $ 29,345,008.00 homeless outreach team 2 + 1 sheriff 2 sheriff liaison sheriff liaison 2 HRO 's +1 city staffer
2024 PIT, Unsheltered 65* 47 24 46 48 104 34
2022 PIT, Unsheltered 81 65 27 28 29 65 26
Difference (%) -20% -28% -12% 39% 40% 38% 23%
police services
Sheriff Jay Christian
jechristian@ocsherif
f.gov
Captain Justin
Montano
949.248.3531 Chief
Todd Hylton
[email protected]
Chief Jeff Calvert
949.497.0701
Isaac Flores
949.362.4346 not listed
Jason Ivins
[email protected]
949-275-3751
notes
CERT Program
Police Explorer
RSVP
CERT program
Police Explorer
Program Citizen
Police Academy
Citizen on Patrol
Community Camera
Program Daytime
Drop-in
https://www.cityoflag
unaniguel.org/1287/H
omeless-Services
https://www.lakefore
stca.gov/en/homeles
sresources