Possible FY22-23 Exception-Year Investments to Address Homelessness Investments in Order of Recommended Priority
Investment Activity Four Pillar
Strategy
Cost Range
(1 yr.)
Implementation Range Notes Lead
Department
/ Provider
1. Expand HLP team
o Proactive and reactive
o Increase size and/or
o Expand to 7 days per week
and/or
o Consider earlier start times
to support park closures
and doorways
o Continue partnership with
DMH
o Could be combination of
sworn and non-sworn (i.e.
PSOs) personnel
Maintain
access to
safe, fun,
and
healthy
open
spaces.
$1.8 M including
clinicians
Would take
approximately 12
months to fill new
positions following filling
of vacancies in patrol,
after which time a
recruitment for HLP
officers from within the
department could begin.
o Supports full-week
deployment of proactive
and reactive
enforcement
o Additional DMH clinician
may be needed to
support expansion.
o Will need to fill vacancies
before new positions can
be filled
PD
2. 24/7 Access at Existing
Shelter Site
o Reactive
o Cap SAMOSHEL bed
capacity at 20-30 for
SMPD/local ER referrals
only
o Highest impact would
come in conjunction with
additional police
engagement, supporting
quality of life enforcement.
Maintain
access to
safe, fun,
and
healthy
open
spaces
$600k/yr for expanded
operational costs plus
[$200,000 in one-time
capital improvement
costs to existing Cityowned facility
(SAMOSHEL)
Possibly begin within 12
months.
o Begin planning
immediately to
identify additional
resources needed.
o Develop timeline for
capital
improvements and
staff recruitment
(agency)
o Would need to consult
with LA County (SD3
and DMH)
o Would need to explore
how to operationalize
this within public
health requirements
(TB testing, COVID) for
shelters.
o This would be the
first/only 24/7 intake
year-round shelter in
the county.
CSD
/contract
with NPO
(TPC)
3. New outreach team(s)
outside of downtown and
beach
o Proactive
o Data-driven
o Expand geography during
business hours and/or also
possibly add
evening/weekend hours
o Recommend 1 additional
MDT with capacity to
deliver street-based
behavioral health
o Long lead time to stand up
- RFP, contracting, hiring
Address
the
behavioral
health
needs of
vulnerable
residents.
$400k/ yr./ 40
hours/week
Note: Additional
teams to cover
weekend and evening
hours would cost
$400k/team/40 hour
deployment.
24/7 MDT coverage (6
teams) would cost
$2.4M annually, plus
costs for additional
enhancements to
Access Center/Project
Homecoming access.
Staff is recommending
1 MDT during business
hours at a cost of
$400K annually which
does not require
additional
enhancements to the
Access Center/Project
Homecoming.
4mo – 9mo
o 1 – 3 mo.
Procurement
o 3-6 mo.
hiring/training
o Considerations for
procurement; NOFA or
RFQ or County?
o Consider potential to
re-purpose WCC to
nights/weekends
o Corresponding
investment to expand
Access Center hours,
funding for 24/7 onsite security at the
Access Ctr., access to
Project Homecoming,
motel vouchers may be
required to support
24/7 outreach
o Without concurrent
investment in
enforcement, could
lead to spiraling City
costs
o Could get more people
into the service stream,
though creates
challenges and
potential harm due to
lack of permanent
housing
CSD /
contract
with NPO
4. Expand non-sworn PD
personnel to address
homelessness and related
Maintain
access to
safe, fun,
and
$1.341 M Six months to one year
to recruit
o Would require
additional social
services investments to
create options for 24/7
PD
issues in parks and
downtown
o Reactive
o Alternative response to
public safety calls
o Could expand hours and
locations for enforcement
o Cannot make arrests or
require people to leave
(e.g. trespassing, park
closure)
o Could be additional PSOs
or new type of
enforcement personnel
(perhaps with clinical
training)
o If DMH support wanted,
could use existing Social
Worker job description to
direct-hire clinical capacity
quickly while DMH
negotiations continue
healthy
open
spaces.
contacts (e.g. expand
Access Center to 24hr,
additional funds for
Project Homecoming,
motel vouchers)
o Would require sworn
back-up in cases where
people refuse to
comply
o Requires dispatch
protocol to assess,
triage, and send
alternative response or
residents self-select to
call alternative dispatch
number. Self-selection
may have liabilities, so
will need CAO advice.
Considered And Not Prioritized
Investment Activity Four Pillar
Strategy
Cost Range
(1 yr.)
Implementation Range Reasons Not Prioritized
24/7 Response Teams
o Reactive
o Alternative response
to public safety calls
o Two teams 24/7 -
generalist teams, 2-3
staff per team and 2
Address
the
behavioral
health
needs of
vulnerable
residents.
$3m - 4m 7mo – 12mo
o 3-4 mo. to procure
o 3-6 mo. hiring
o 1-2 mo. training
o NOT enforcement – these teams
cannot tell people to move or leave
the area
o All services would be voluntary – no
involuntary transport or treatment
(no holds)
vans (est. 8 teams total
for 24/7 coverage)
o Could be similar to LA
City’s CIRCLE teams
(just launched, so no
data on efficacy
available)
o Limited staff capacity to manage the
contract
o Would require additional social
services investments to create
options for 24/7 contacts (e.g. expand
Access Center to 24hr, funding for
24/7 on-site security at the Access
Ctr., additional funds for Project
Homecoming, motel vouchers).
Safe Sleep or Non-Cong
Shelter
Maintain
access to
safe, fun,
and
healthy
open
spaces.
Safe Sleep
$500k – $1m
(one-time costs)
$1 – 1.5m
(annual operating)
Non-Cong
$1.5 - 2m+
(one- time costs)_
$1.5 – 3m+ (annual
operating)
9 mo. – 18 mo.
o Identify site
o Community
outreach/comms
plan
o Develop plan for
set-up
o Prep
site/purchase
equipment
o Identify/procure
operator
o Operator to
hire/train staff
o Reactive
o Extremely expensive – 1-time costs
plus on-going operating
o Will need Planning and Public Works
support to implement
o Will require intensive staff capacity
to handle public input/push back on
location
o Would have to fully funded by City as
county no longer funding new
interim solutions Without a
commensurate investment in
permanent supportive housing, we
are agreeing to warehouse people
for extended periods.
o Likely strong community opposition
to every proposed location
Leverage patrol resources
o Proactive and reactive
o Utilizes existing 24/7
resource and dispatch
o Assign each watch specific
tasks to focus on when
time allows – periodic
Maintain
access to
safe, fun,
and
healthy
open
spaces.
$5.2 M Four to five years out
once patrol staff is
sufficient to address
current SM needs
o Proactive and reactive models would
follow the advise, cite, and arrest
protocol
o Additional DMH clinicians may be
needed to support patrol.
checks, doorway
ordinance, park closure,
etc.
o Use arrests to connect to
behavioral health
treatment and other
resources via pre-trial
diversion programs - POP
clinics, ATI program, JOLT,
Homeless Community
Court
o Provide CAO with
information to
demonstrate warnings and
support arrests
Second DMH van
o Reactive
o Have not launched first van
yet so efficacy is unknown
o Cost effective - $400k for
24/7 team(s) due to
County leverage
Address
the
behavioral
health
needs of
vulnerable
residents.
$400k
Contingent upon County
resources
6mo – 9mo
o 1-3 mo. negotiation
with DMH
o 3-6 mo. DMH hiring
/ logistics
o Implementation might be quicker
once 1st van is in operation
o Would need alternate site for team
deployment/van (old FS1 is full)
Considered And Not Recommended
Investment Activity Four Pillar
Strategy
Cost Range
(1 yr.)
Implementation
Range
Reasons Not Recommended
24-hour restroom facility Maintain
access to
safe, fun,
and
healthy
open
spaces.
$180K - $200K for
maintenance and
monitoring
+ Camera rental or
purchase
+ Immediate access to
enforcement support
o Likely difficult to site
o Would likely need to be monitored
24/7 to maintain access to all in
need
o Alternatively, would need to be selfcleaning, self-opening restroom (costly).
o Could potentially be a draw for
people experiencing homelessness
throughout the region
o Past experience shows that restroom
could become a magnet for drug
dealing, prostitution, and violence
(i.e. Pier showers)
o May require dedicated enforcement
resources
o Would require cameras
o Is difficult to remove someone who
locks themselves in restroom
o May require additional lighting or
other infrastructure
Keep Access Center Open
24/7
o Costs increase based on
range of services
offered
(restrooms/showers
only, meal services, full
case management, 24/7
security)
o Potentially limit
overnight intake to
police/fire/outreach
drop offs only (no walkins)
Maintain
access to
safe, fun,
and
healthy
open
spaces.
$175k – 550k to extend
Sat/Sun to 4p
$2.5 m – 9m
for 24/7
3mo – 6mo
o Phase scaling up
Hiring/training staff
o Likely to create Countywide
draw/destination (this would be the
only 24/7 access center in the county)
o Without concurrent investment in
enforcement, could result in spiraling
increase in City costs.
o May increase traffic to Olympic
o Would require PD support of security
guard to enforce no camping/loitering
overnight (at least for first few
months)
Currently Not Feasible
Investment Activity Four Pillar
Strategy
Cost Range
(1 yr.)
Implementation Range Reasons not Feasible
Maximize ATI Address
the
behavioral
health
needs of
vulnerable
residents.
$0.00 1-2 months if LA County
is in agreement
o This project is led by and funded by LA
County (it’s not a City resource) and
they are not open to considering repurposing these resources at this time.
o May see increased usage due to
implementation of additional police
personnel and/or Alternative
Response models proposed above if
individuals are brought to jail for
interview.
EOC Activation TBD Could be possible
several years out
o Lack of organizational capacity to
implement this significant reorganization
o Real-time information center could be
feasible once PD operations staffing is
in place in 5+ years