Community Task Force on Homelessness | santaclaritahomelessaction.org 1
COMMUNITY
PLAN TO
ADDRESS
HOMELESSNESS
June 2022
Community Task Force on Homelessness | santaclaritahomelessaction.org 2
Community Task Force on Homelessness | santaclaritahomelessaction.org 3
Introduction
With the adoption of the first Community Plan to Address Homelessness (Plan) in 2018, the City of Santa Clarita (City), in partnership with the Community Task Force on Homelessness (Task Force), has sought to develop solutions to address the steadily increasing issues regarding homelessness facing our communities. Over 35 stakeholders from across the Santa Clarita Valley (SCV) have contributed to the development of the past and current Plan through consistent collaborative efforts designed to build ownership of the Plan and its priorities, align local resources, and ensure that goals are met.
The Task Force has established the following four subcommittees to fulfill the goals of the new Plan:
Advocacy and Coordination of Resources; Direct Services; Housing; and Prevention. Each subcommittee is tasked with specific duties and responsibilities to ensure the Plan’s actionable items are met in an efficient and timely manner. Major action items the subcommittees previously accomplished include:
➢ Measure H funding was provided to the City of Santa Clarita, Bridge to Home, and Family Promise for homeless coordination services, a new homeless shelter, and a transitional housing complex;
➢ Six grants were provided to six different organizations to identify or improve services for homelessness in the SCV;
➢ Individuals experiencing homelessness, or are at-risk, were linked to various benefits through Samuel Dixon Family Health Center, North Valley Health Corporation, the Department of Social Services, and Henry Mayo Newhall Hospital;
➢ Safe drug disposal and sharps drop-off locations were made available at the Santa Clarita Valley Sheriff’s Station and Henry Mayo Newhall Hospital;
➢ Members of the Coordination and Prevention of Resources Committee worked collaboratively to create two resource guides, which are available on the Task Force’s website.
The new two-year Plan is built on the Task Force’s existing efforts to prevent and combat homelessness, and serves as the next phase in the Task Force’s attempts to mitigate the occurrence of homelessness.
The framework for the goals of this Plan are structured in a SMART format which stands for Specific, Measurable, Achievable, Relevant, and Time-Bound. SMART is an effective tool that provides both direction and clarity, and serves as a successful metric to assist organizations in achieving their goals.
City and Plan Information
Name of City: Santa Clarita
Period of Time Covered by Plan: July 2022 – July 2024
Date of Plan Adoption: June 2022
Community Task Force on Homelessness | santaclaritahomelessaction.org 4
Challenges
Housing Cost Burden
Per data collected in the City’s Consolidated Plan for Fiscal Years 2019-2023, approximately 44 percent of Santa Clarita households had a housing cost burden – those that spent more than 30 percent of their gross household income on housing. Citywide, severe cost burden impacted 20 percent of the households – those that spent more than 50 percent of gross household income on housing. As the housing affordability crisis hits those households on the lower end of the income spectrum the hardest, unaffordable housing options can potentially push households into homelessness.
The lack of low-income and Permanent Supportive Housing services create high barriers for those individuals attempting to move into permanent housing solutions. The Regional Housing Needs Allocation (RHNA), which is approved by the California Department of Housing and Community Development (HCD), establishes zoning requirements for cities to accommodate zoning where housing units can be built. The City’s total Regional Housing Needs Allocation (RHNA) share for the 2013-2021 cycle is as follows:
10,981 units
➢ 2,645 units for extremely low-income housing (0-30 percent of Area Median Income (AMI))
➢ 1,678 units for low-income housing (31-50 percent AMI) ➢ 1,532 units for moderate income housing (51 – 80 percent AMI) ➢ 5,126 units for above-moderate income housing (81 percent – 120 percent AMI)
Year to date, the following
permitted units have been issued
by affordability:
4,265 units
➢ 13 units for extremely
low-income housing
➢ 141 units for low-
income housing
➢ 172 units for
moderate-income
housing
➢ 3,939 units for above-
moderate income
housing
As the responsibility lies with private developers and institutions for building housing units, and not cities, it has been difficult for cities to comply with their RHNA obligations.
Community Task Force on Homelessness | santaclaritahomelessaction.org 5
Funding Streams
Many key stakeholders acknowledge the limited resources cities receive to address the needs of those experiencing homelessness. From the adoption of Measure H in 2017 to support the County’s Homeless Initiative (HI) strategies to prevent and combat homelessness, many cities have not received a substantial return back into their communities. The funding gap that exists causes cities, including the SCV, to compete for additional Measure H dollars to realize many homeless-related goals.
Apart from Measure H, many stakeholders have also inquired as to the challenge that relates to applying for the right forms of funding. As multiple funding streams prevail through an intricate network of federal, state, county, and city funds, the trouble lies with awareness and availability of those funds as well as with which funds stakeholders should apply for.
TABLE 1: FUNDS SPENT ON HOMELESS-RELATED SERVICES (SCV) *Since 2017, the City has contributed approximately $26,500,000 in Measure H dollars.
Source
Program
Recipient(s)
Administering
Agency
Total
Amount
City of
Santa
Clarita
-
• Family Promise (land donated)
• Bridge to Home (land donated)
City of Santa
Clarita
$3,400,000
HUD
CDBG
• Family Promise
(Homeless/COVID Households
Support Program)
• Bridge to Home (Intake
Specialist/Homeless Outreach)
City of Santa
Clarita
$155,108
LA County
Innovation
Fund
Grants
• College of the Canyons
Foundation
• Single Mother’s Outreach
• Bridge to Home
• Santa Clarita Grocery
• William S. Hart Education
Foundation
• Salvation Army
City of Santa
Clarita
$126,493
Measure H
-
• City of Santa Clarita
LAHSA
*$674,986
Total $4,356,587
Community Task Force on Homelessness | santaclaritahomelessaction.org 6
Homeless Count Data
In January 2020, 168 persons were identified as
homeless in the SCV at the annual Point-In-Time
(PIT) Count conducted by The Los Angeles
Homeless Services Authority (LAHSA). Of the
168 persons identified, 61 percent were
accounted for as unsheltered and the remaining
39 percent as sheltered.
FIGURE 1: SCV PIT COUNTS 2016-2020 (SOURCE: LAHSA)
Although the SCV has experienced modest overall progress of a 35 percent drop in homelessness from 2019, the results discount the SCV’s efforts in establishing a more accurate count that addresses our “hidden” homeless populations.
For example, in 2019, the Newhall School District, alone, recorded 148 students experiencing homelessness, with
an increase in those seeking resources. These individuals typically locate temporary solutions by staying with family members or friends, living in insecure accommodation,
and/or sleeping in their cars.
For the 2020 PIT Count, the SCV saw a staggering
number, in particular, for those individuals who were
found to be living in their vehicles. Of the 61 percent identified as unsheltered, approximately 74 percent, or 78 persons, were reported living in RV’s/campers, vans, and cars.
61%
Unsheltered
39%
Sheltered
Community Task Force on Homelessness | santaclaritahomelessaction.org 7
SUBCOMMITTEES AND
THEIR GOALS
Community Task Force on Homelessness | santaclaritahomelessaction.org 8
1. Advocacy and Coordination of Resources
Purpose: The goal of the Advocacy and Coordination of Resources subcommittee is to establish joint efforts in the areas of legislative advocacy and resource coordination. Goals include understanding local, county, state, and federal legislation regarding homelessness; establishing partnership opportunities to support funding and grant efforts for homeless-related services; conducting outreach efforts; continuing the management of the Task Force website; and educating the Task Force on relevant metrics (e.g. PIT Homeless Count data) to raise awareness on the plight of homelessness.
Goals include:
➢ Provide legislative and funding updates;
➢ Increase cross-organizational collaboration;
➢ Promote outreach and publishing media to raise awareness on homelessness; ➢ Instill continued communication through the management of the Task Force website.
Stakeholders:
Community Task Force on Homelessness | santaclaritahomelessaction.org 9
Goals
• Provide legislative and funding updates. The creation of an Advocacy and Coordination of Resources subcommittee would help raise awareness on pertinent information regarding legislation and funding/grant opportunities related to homelessness that exist at the city, county, state, and federal levels. Through effective litigation, research and analysis, and coordination, organizations would receive adequate information regarding resources available for homeless- related services, thereby reducing information asymmetry among stakeholders.
SMART GOAL 1 Accomplished By:
Provide updates on legislation,
policies, and grant funding regarding
homeless-related issues.
1. Have subcommittee meet on a monthly
basis to discuss new and pending local,
county, state, and federal legislation and
potential grant funding sources related to
homelessness.
2. Develop a master grant/funding source
list that includes NOFA’s for organizations
to apply to.
3. Complete letters of support/opposition to
constituents on policies related to
homelessness, as needed.
4. Attend candidate forums or town hall
meetings held by legislators to raise
awareness on homelessness.
5. Take proactive steps to develop effective
relationships with legislators who would
potentially support funding efforts for
homeless-related services.
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• Increase cross-organizational collaboration. Many key stakeholders identified cross- collaboration as an important means of understanding each member’s role within the Task Force. As multiple stakeholders provide similar services, it remains unclear as to which organization is in charge of what part of the system. The absence of a cross-agency process results in fragmented decision making, a misalignment of goals, and competition among stakeholders for similar resources and funding streams.
SMART GOAL 2 Accomplished By:
Increase the rate at which more than
75% of the Task Force remains active
and communicates directly with each
other.
1. Conduct inter-agency visits on a
bimonthly basis.
2. Create and manage an ongoing
spreadsheet to update on a quarterly
basis for tasks and assignments; meeting
deadlines; setting timelines for events;
etc., to keep each subcommittee
accountable.
• Promote outreach efforts & production of media. The Task Force should develop community education, engagement, and resources around homelessness to members of the public including, but not limited to, property owners, tenants, business owners, and individuals experiencing homelessness. The creation of educational materials would enhance the visibility of homelessness by which community members may put forth ideas on how to address the issue. In order to humanize the occurrence of homelessness facing our communities, materials should be drafted to inform the public on first-hand experiences homeless individuals face.
SMART GOAL 3 Accomplished By:
Establish a community outreach team
to produce digital and physical
resources of support to educate
community members.
1. Create social media campaigns to raise
awareness on the issue (English/Spanish
translations).
2. Draft a ‘State of the Homeless Report’ on a
yearly basis which includes pertinent data
regarding our sheltered vs. unsheltered
populations (e.g. allocation of veterans,
youth, families, etc.)
Community Task Force on Homelessness | santaclaritahomelessaction.org 11
3. Create social media account(s) (e.g.
Instagram, Facebook) for the Task Force
to increase the committee’s visibility and
promote homeless-related services.
4. Coordinate with homeless individuals by
conducting outreach via in-person
contact (e.g. stepping out with City Code
Enforcement or LA Sheriff’s Department
to homeless encampment sites).
• Instill communication through management of website. Many of the developments in homeless-related services are communicated through the Task Force website. Steps should be taken to ensure that all information provided is accurate and updated to assist our homeless population in locating adequate resources for their needs.
SMART GOAL 4 Accomplished By:
Assist in the management of the Task
Force website.
1. Update the Task Force website with a
current list of organizations that provide
homeless-related services.
2. Complete monthly updates/review the
Task Force website and Resource
Guides to ensure accuracy of
information.
3. Create separate subcommittee
content/webpages through the main
Task Force website.
4. Incorporate a dedicated testimonials
page to demonstrate first-hand
homeless experiences and stories;
showcase homeless-related news; etc.
5. Develop a QR Code that lists all
resources available for the homeless
community and place them in strategic
locations such as bus stops, parks,
schools, and libraries throughout the
SCV.
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2. Direct Services
Purpose: The Direct Services Subcommittee is designed to support community members who are at- risk or are experiencing homelessness through the coordination and partnership with direct service providers. Members of the subcommittee assist with the identification of resources such as mental health and substance use disorder services to streamline service delivery for at-risk or homeless individuals, and divert them to service providers who can more appropriately address their needs.
Goals include:
➢ Increase the capacity for mental health services;
➢ Increase the capacity for substance use disorder services.
Stakeholders:
Community Task Force on Homelessness | santaclaritahomelessaction.org 13
Goals
• Increase capacity for mental health services. The SCV is in dire need of mental health resources along with other serious medical health services to address the needs of individuals who are at-risk or are experiencing homelessness. As the Los Angeles Department of Mental Health (DMH) controls services such as Severe Mental Illness and/or persons with Substance Use Disorder, stakeholders have a difficult time coordinating resources for individuals in need of those services in the SCV.
SMART GOAL 1 Accomplished By:
Identify resources of support for those
individuals who are at-risk or
experiencing homelessness and need
mental health services.
1. Partner with DMH to provide mental
health training to Task Force
stakeholders.
2. Conduct a Citywide bi-monthly or
quarterly survey on our at-
risk/homeless population to
determine who needs access to
mental health services, permanent
housing, job skills, etc.
3. Identify additional in-patient beds
dedicated to Santa Clarita residents.
4. Conduct community info session(s)
that educate individuals on how to
safely address and approach at-
risk/homeless individuals
experiencing mental health issues.
5. Determine whether there are specific
programs that address the mental
health needs of Transitional Age
Youth (TAY), and partner with
organizations that offer such services
(schools, clinics, etc.)
6. Determine if any funding sources exist
to assist at-risk/homeless, low-income
and/or uninsured individuals in
obtaining complimentary or
affordable mental health services.
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• Increase capacity for substance use disorder services. According to data provided by the Los Angeles Department of Public Health (DPH), per 100,000 individuals, 7.5 persons in the SCV died from unintentional drug overdose for the years 2012-2016. That number has steadily increased to 29 drug-related deaths reported in 2021. The increase is a cause for concern among our at-risk/homeless population who may not have the adequate resources of support to abstain from substance abuse.
SMART GOAL 2 Accomplished By:
Identify homeless resources of support
for those individuals who are at-risk or
experiencing homelessness and need
substance use disorder services.
1. Partner with DPH to provide substance
use disorder training to Task Force
stakeholders.
2. Establish a partnership with counseling
organizations located in the SCV that
provide local residential treatment
centers made available to our at-
risk/homeless population.
3. Establish relationships with wellness
centers in the SCV to offer free
workshops on substance use/prevention
classes and mental health support
groups for at-risk/homeless groups.
4. Determine if any funding sources exist to
assist at-risk/homeless, low-income,
and/or uninsured individuals in
obtaining complimentary or affordable
substance use disorder services.
5. Examine the feasibility of establishing an
inpatient treatment program and
determining what organization would
co-sponsor the program.
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3. Housing
Purpose: The Housing subcommittee is comprised of members with experience in, and knowledge about, developing and financing affordable housing; the housing market in the SCV; and economic development. The purpose of this subcommittee is to identify relevant solutions relating to affordable housing for the SCV’s at-risk/homeless population, and provide recommendations to the Task Force on whether to increase the supply of affordable housing; on strategies to support rental, supportive, and transitional housing; and on funding initiatives to support housing-related services.
Goals include:
➢ Evaluate opportunities for a centralized services location; ➢ Increase access to permanent supportive housing (PSH) options; ➢ Establish the Shared Housing Program.
Stakeholders:
Community Task Force on Homelessness | santaclaritahomelessaction.org 16
Goals
• Evaluate opportunities for a centralized services location. A single supportive living environment may be key to having our unhoused population move off the streets. Incorporating a wraparound service model by providing services such as housing, mental health services, workforce training, and case management, all under one roof, would ensure an efficient and structured system responsible for improving the lives of our at-risk/homeless communities.
SMART GOAL 1 Accomplished By:
Identify a centralized location to house all
homeless-related services.
1. Conduct an inventory of vacant
sites to repurpose as the central
homeless services location.
2. Foster relationships with
developers or private equity firms
that may be interested in financing
the repurpose of a building.
3. Coordinate with developers and
the County/State to determine any
financial incentives for developer to
partake in funding the building.
4. Hire a consultant and/or identify a
legal firm that could provide
services in-kind to execute legal
contracts/agreements.
5. Identify organizations that would be
selected and housed in the
centralized location to provide
services.
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• Increase access to permanent supportive housing (PSH) options. As discussed in a previous section of the Plan, the issues associated with steep housing prices within the SCV could cause individuals and families on the lower-income scale to fall into homelessness. If given access to PSH options, the rate at which individuals become unhoused could drop to a subsistent level.
Chronically homeless persons, in particular, who have experienced homelessness for at least a year while struggling with a disabling condition are most in need of PSH. Although the SCV does not have any permanent supportive housing options, several studies find that PSH is effective for those highest risk chronically homeless persons.
SMART GOAL 2 Accomplished By:
Identify permanent supportive housing
solutions to mitigate the effects of our
visibly homeless population.
1. Identify public or private funding
sources for permanent housing creation.
2. Determine whether there are
incentives/programs through the County
(e.g. People Assisting the Homeless
(PATH) and Homeless Incentive Program
(HIP)) available for SCV
landlords/residents.
3. Identify partnerships with housing
providers to review federal, state, and
county policies and provide aid with
supportive housing.
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• Establish the Shared Housing Program. According to the Department of Housing and Urban Development (HUD), home sharing programs provide services that help match an individual who has an extra room or separate unit available with a seeker who is looking for a place to live.
Since 2018, the Task Force has been concerned with creating a shared housing model to add to the stock of attainable, sustainable housing.
SMART GOAL 3 Accomplished By:
Implement the Shared Housing
Program to increase sustainable
housing stock in the SCV.
1. Finalize an online database and website
for the Shared Housing project.
2. Establish one administrator at each
partnering agency to assist home
seekers in submitting their program
application.
3. Implement a marketing program
through social media campaigns, press
releases, local news articles, etc. to raise
awareness on shared housing in the
SCV.
4. Create a Steering Committee
responsible for overseeing the program.
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4. Prevention
Purpose: The Prevention of Resources subcommittee was designed to connect at-risk of homelessness individuals and families with the appropriate community-based resources to assist them with receiving basic needs such as food, clothing, and housing; mental health services; substance use disorder services; domestic violence services; and youth and family services.
Goals include:
➢ Establish the framework for a By Name Registry;
➢ Promote local programs that provide workforce and life skills training; ➢ Increase food security and sustainability.
Stakeholders:
Community Task Force on Homelessness | santaclaritahomelessaction.org 20
Goals
• Establish the framework for a By Name Registry. To align with the Plan’s goals, the Task Force should take steps to develop a centralized information tracking system that documents the number of unhoused persons, the specific needs of those persons, and records the local efforts made to match the homeless or at-risk of homelessness individual/family to services needed. If access were to be obtained at the local level, through the Homeless Management Information System (HMIS) platform, the Task Force would be able to streamline and consolidate many of the services that certain stakeholders provide, thereby eliminating duplication of efforts.
SMART GOAL 1 Accomplished By:
Establish the framework for a By Name
Registry to track and verify homeless
data.
1. Identify a lead organization that is
eligible for HMIS access.
2. Identify organizations that should be
involved in the By Name Registry.
3. Have the lead organization apply for
HMIS access to be the point of contact
for referrals to other organizations.
4. Have the organization take LAHSA-
sponsored HMIS training.
5. Once approved, the Task Force should
assist in identifying the source of
funding for the program, whether
through a grant, loan, or other form of
sponsorship.
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• Promote local programs that provide life skills and workforce training. The SCV economy is expected to generate approximately 4,300 jobs in 2022, with full recovery expected to be reached by 2023. Steps should be taken to determine how individuals within our at- risk/homeless communities can reenter the workforce and apply for positions that are suitable for their needs. A variety of evidence-based and promising approaches have emerged to assist transitions into employment for different homeless subpopulations, including Transitional Jobs (TJ), Individualized Placement Support (IPS), Alternative Staffing (AS), and Customized Employment (CE).
SMART GOAL 2 Accomplished By:
Facilitate the hiring of homeless individuals
through workforce and life skills training.
1. Identify partnerships with American
Job Centers of California (AJCC)
representatives to offer life skills
and workforce trainings, and
implementing a training schedule.
2. Coordinate with the City’s
Economic Development
Department, SCVEDC, and local
businesses to conduct job-market
analyses and identify areas where
at-risk/homeless individuals could
potentially find work.
3. Coordinate with LA County’s
WDACS workforce/employment
programs through which at-
risk/homeless individuals within the
SCV can apply for.
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• Increase food security and sustainability. The USDA defines food insecurity as a lack of consistent access to enough food for an active and healthy lifestyle. Per data collected from the Los Angeles Department of Public Health, approximately 18 percent of households in the SCV face food insecurity due to incomes falling below 300 percent of the federal poverty level.
Availability to programs such as CalFresh to low-income residents, of which 51 percent of SCV residents have participated in, provides financial assistance for low-income SCV residents to purchase basic necessities such as food.
SMART GOAL 3 Accomplished By:
Establish local programs to assist in
maintaining food security options in the SCV.
1. Coordinate with the City’s public
libraries to connect at-
risk/homeless individuals with food
assistance programs.
2. Coordinate with the Community
Gardens of Santa Clarita to pursue
a partnership program to ensure
food availability for our at-
risk/homeless communities.
3. Determine whether any grants or
additional nutrition programs exist
to support our vulnerable at-
risk/homeless population.
4. Partner with farmers and/or
vendors at any of the three SCV
farmer’s markets to allocate or
donate a portion of goods to our at-
risk/homeless population.
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Community Task Force on Homelessness Stakeholders
1. Action Family Counseling
Website: actiondrugrehab.com
2. America’s Job Center of California
(AJCC)
Website: ajcc.lacounty.gov
3. Assemblywoman Suzette Valladares
Website: suzettevalladares.com
4. Assistance League
Website: assistanceleaguesantaclarita.org
5. Bethlehem SCV
Website: bethlehemscv.com
6. Bridge to Home
Website: btohome.org
7. California Institute of the Arts
Website: calarts.edu
8. Child & Family Center
Website: childfamilycenter.org
9. Children’s Bureau
Website: all4kids.org
10. Church of Jesus Christ of Latter-Day
Saints
Website: local.churchofjesuschrist.org
14. Family Promise
Website: familypromisescv.org
15. Goodwill
Website: goodwillsocal.org
16. Henry Mayo Newhall Hospital
Website: henrymayo.com
17. LAHSA
Website: lahsa.org
18. Lighthouse Church
19. Los Angeles County
Website: lacounty.gov
20. Newhall School District
Website: newhallschooldistrict.com
21. Northeast Valley Health Corp
Website: nevhc.org
22. Real Life Church
Website: reallifechurch.org
23. Rotary Club
Website: scvrotary.com
24. Saint Kateri Parish
Website: saintkateriparish.org
11. City of Santa Clarita 25. Salvation Army Website: santa-clarita.com Website: santaclarita.salvationarmy.org
12. College of the Canyons 26. Samuel Dixon Family Health Center Website: canyons.edu Website: sdfhc.org
13. Congressman Mike Garcia’s Office 27. Santa Clarita Food Pantry Website: mikegarcia.house.edu Website: scvfoodpantry.org
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28. Santa Clarita Grocery
Website: santaclaritagrocery.org
29. Santa Clarita Valley Chamber of
Commerce
Website: scvchamber.com
30. Santa Clarita Valley Economic
Development Corporation
Website: scvedc.org
31. Santa Clarita Valley Mental Health
Center
32. Santa Clarita Valley Senior Center
Website: myscvcoa.org
33. Santa Clarita Valley Sheriff’s Station
Website: lasd.org
34. Saugus Union School District
Website: saugusud.org
35. Senator Scott Wilk, 21st District
Website: wilk.cssrc.us
36. Single Mother’s Outreach
Website: singlemothersoutreach.org
37. Sulphur Springs Union School District
Website: sssd.k12.ca.us
38. Valencia United Methodist Church
Website: Umcv.org
39. William S. Hart School District
Website: hartdistrict.org
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Appendix A