1 WSCCOG Subregional Homelessness Strategic
Work Plan
April 2022
2 ABOUT THE WESTSIDE CITIES COUNCIL OF GOVERNMENTS
The Westside Cities Council of Governments (WSCCOG) is a joints power authority that engages in regional and cooperative planning and coordination of government services and responsibilities to assist the cities of Beverly Hills, Culver City, Santa Monica, West Hollywood, the City of Los Angeles (Districts 5 and 11) and the County of Los Angeles (Districts 3, 2, and 4). These members have partnered in a voluntary cooperative endeavor to forge consensus on policies and programs of regional significance that enhance the quality of daily life, sustain the environment, and enrich the future for Westside residents, businesses, and visitors.
BACKGROUND AND PURPOSE
In August 2019, the WSCCOG Board approved the formation of a WSCCOG Policy Ad Hoc Committee on Homelessness (Ad Hoc Committee) to create a WSCCOG Subregional Homelessness Strategic Action Plan to address the increase in homelessness across the subregion. The purpose of the plan is to identify strategies that support subregional and individualized solutions, as well as position the WSCCOG member citiesto secure new local and state funding opportunitiesfor homelessness-related activities.
Ad Hoc Committee Convenings (2019)
The Ad Hoc Committee consisted of technical staff from the WSCCOG Homelessness Working Group and representatives from Los Angeles Homeless Service Authority (LAHSA) and the County Homeless Initiative (CEO-HI). The Ad Hoc Committee conducted outreach to additional staff from city departments and community partners to provide content expertise on various topics, including data, housing, human and behavioral services, and more. The Ad Hoc Committee held study sessions between the months of August and December in 2019 to better understand the gaps and challenges in the current homelessservices delivery system by assessing current resources and processes, drawing fromevidence-based strategies,and sharing best practices on ending episodes of homelessness quickly and efficiently. The study sessions included discussion of various topics with representatives from public agencies and service providers on data, outreach services, prevention strategies behavioralhealth, housing, and public health and safety. The WSCCOG staff and the Ad Hoc Committee placed activities for the strategic plan on hold to address the COVID-19 pandemic in early 2020.
COVID-19 Response & Recovery and Racial Justice Reckoning (2020) Southern California’s ongoing housing crisis continued to unfold against the backdrop of a global pandemic, and the resulting economic downturn. At the same time, mass protests and social unrest have renewed calls for policymaking that centers racial justice and equity. These events have laid bare the existing barriers and inequities in Los Angeles’ housing and homelessness services systems and further stressed under-resources government systems. If left unaddressed, our systemic inequities will continue to contribute to our region’s existing housing shortage, and rising rates of Angelenos falling into homelessness, and becoming chronically homeless. Therefore, our strategicplan includes actions that center racial equity, systems reform, and collaboration. We must use this unique moment in time to improve regional government services and stop perpetuating harm to our most vulnerable residents.
Re-Assessment of Strategies (2021)
Throughout the year in 2020, the WSCCOG staff worked with the WSCCOG Homelessness Working Group to share resources and secure funding to prevent the spread of COVID-19 in our communities, continue to provide services and support to those experiencing homelessness and prevent others 3 from losing their housing. In 2021, the WSCCOG staff resumed activities related to the development of the COG’s Regional Homelessness Strategic Action Plan realizing that our priorities may have shifted due to the COVID-19 pandemic. In August and September 2021, WSCCOG staff conducted follow-up interviews with each member city’s staff who focus on homelessnessto document updates on progress of theirstrategic plans and re-assess new priorities that reflect the realities of the pandemic as well as relief and recovery funds that have followed. The conversations highlighted the cities’ shared priorities of expanding rental assistance and other prevention programs, building out behavioral health crisis programs, and continuing to create permanent supportive and affordable housing units. The strategic plan has been updated to reflect these priorities and needs.
In 2015, the Board of Supervisors created the County Homeless Initiative, housed within the Chief Executive Office. In 2016, the Board of Supervisors approved the Los Angeles County Strategies to Combat Homelessness, an action plan which outlines 51 strategies designated to 6 categories, to combat the County’s homelessness crisis. CEO-HI is responsible for strategy implementation and oversees distribution of Measure H funding. There are 21 of the 51 strategies eligible for Measure H funding. In FY2021-22, 17 strategies are current being funded by Measure H.
In April 2021, the Board of Supervisors voted to reassess the strategies included in the Los Angeles County Strategies to Combat Homelessness. As a result, the CEO-HI have reorganized the existing created a new strategy framework which puts forth 5 linked categories of strategies across 3 system partners: Homeless Rehousing System, Mainstream Government, and Cities. With the create of three systems partners, CEO-HI is emphasizing the importance of (1) advancing racial equity, (2) activating mainstream systems to fully utilize existing programming, and (2) shared investment in housing and regional coordination to accelerate impact in local jurisdictions.
As part of their strategy reassessment, CEO-HI requested stakeholder input. WSCCOG staff compile a list of feedback to report to CEO-HI at the COGs and Cities Input session held on October 20, 2021. At this meeting, WSCCOG reported thatit would like the County to create strategiesthat allow for direct, stable, flexible, and long-term funding for cities. Additionally, WSCCOG reported it would like the County to focus some strategies on improved coordination of behavioral health treatment and crisis response, and expansion of prevention programs. The WSCCOG strategic plan reflects these priorities.
OVERVIEW OF THE WSCCOG SUBREGIONAL HOMELESSNESS STRATEGIC ACTION PLAN The WSCCOG Subregional Homelessness Strategic Action Plan (Strategic Plan) builds from the Westside subregion’s local efforts and 2018 City Homelessness Plans to create a blueprint to address homelessness from a subregional perspective through high-impact solutions.
Common Goals and Priorities among Westside Cities
The following summarizes the common goals and strategy themes from the Westside cities individual homelessness plans, as well as their updated effortssince implementing the plans:
1. Enhance local and subregional coordination by strengthening partnerships and leveraging resources to combat and prevent homelessness
2. Improve data tracking, monitoring, and evaluation assessments to better target resources, as well as support technology that enhances information gathering and sharing
3. Expand prevention and diversion strategies to decrease inflow into homelessness 4 4. Increase the coordination of homeless outreach services and operations between city staff, service providers, and community partners
5. Increase access to and the development of interim housing, supportive housing, special needs housing, and other permanent supportive options
6. Expand community education around homelessness to raise support and awareness of regional and localized efforts to stakeholders
7. Provide guidance and resources to city staff and service providers in responding appropriately, safely, and effectively to persons experiencing homelessness
8. Increase workforce training and job opportunities for people with lived experience.
9. Increase services and financial assistance to promote long-term housing stability The Goal of the WSCCOG Subregional Homelessness Strategic Action Plan The WSCCOG intendsto use this Subregional Homelessness Strategic Action Plan as a guiding document to conduct a series of activities and convenings with members of the WSCCOG Homelessness Working Group to collaborate in achieving the goals and implementing the following actions as outlined below for this plan. This plan will be an evolving document that the WSCCOG staff and WSCCOG Homelessness Working Group can amend to reflect priorities that may change over time. The plan includes a set of strategic actions that identifies the lead agency and supporting agencies for each task. An estimated timeline is included for each action for the WSCCOG staff to measure progress over time. WSCCOG staff will provide an annual update to the WSCCOG Board on our activities and progress status of this plan at the end of each calendar year.
Focused Subregional Goals
The following strategies are based on our findings and ongoing discussions with WSCCOG Homelessness Working Group members and partners to address our goals and priorities:
1. Prevention
a. Increase supports for renters to ensure they can stay in their homes and communities.
2. Behavioral Health
a. Expand sub-regional capacity to address the community’s behavioral health needs through increased collaboration and partnerships with the County, local hospital systems, philanthropy, and community partners.
b. Build robust behavioral health alternative crisis response systems including dispatch, first responder services, and crisis-receiving facilities in the region to appropriately connect people experiencing behavioral and mental health crises to the continuum of care and treatment services instead of the criminal justice system. c. Expand first responder system capacity to support alternatives to law enforcement to address low-risk behavioral health crisis incidents.
3. Data
a. Improve data sharing across the subregion to better inform deployment of supportive services and development of housing resources.
4. High Road Career Pathways & Training
a. Leverage workforce development opportunities to:
5 ▪ Create high road career pathways for unhoused,formerly unhoused individuals, and homeless outreach service workers,
▪ Expand workforce and improve job quality and support homeless outreach service workers, and
▪ Provide uniform and consistent training for frontline city staff who regularly interface with unhoused residents.
5. Housing
a. Remove barriers to and increase housing production through innovative development and financing strategies.
6. Communications and Advocacy:
a. Improve coordination and collaboration with public agencies (local, state, and federal) and local community partners to address homelessness.
b. Standardize a regional communication strategy to inform the progress and updates of outreach and other efforts to prevent and address homelessness. c. Position WSCCOG to engage on behalf of member cities with county, state and federal electeds for district-specific funding and resources to improve homelessservices and prevention.
d. Advocate for subregional support.
1 1. PREVENTION
Goal:Increase supportsforrenters to ensure they can stay in their homes and communities.
Issues/Needs:
• There is a higher rate of people falling into homelessness compared to those exiting: an average of 207 people exit homelessness daily, but an average of 227 people become homeless every day.
1 • Many are falling into homelessness due to economic hardship magnified by systemic racism, income inequality, and inadequate housing supply.
• There is an uneven playing field for tenants in negotiating conflicts with better-resourced landlords.
• There are prevention resources and protections at the county and state level to support vulnerable tenants. However, local jurisdictions need to review those resources and understand where the gaps are to identify needs unmet by these resources and protections.
Strategy 1.1. Continue to Utilize and Expand Key Prevention Programs Expand and increase investments for local and regional prevention programs, such as rental assistance, rapid re-housing, and guaranteed income programs. Additionally, support existing outreach workers and frontline staff to utilize prevention tools to assist households in maintaining their current housing or identifying an immediate and safe housing alternative within their own social network.
1.1 Key Action Lead Support Estimated
Start
Date
Estimated
End Date
1.1a Convene Member Cities to
share resources and lessons
learned on local homeless
prevention programs and
tools; provide updates on new
prevention funds as they
become available.
WSCCOG Member
Cities
Qtr 1
2022
N/A
1.1b
Comms &
Policy
Advocacy
6.3a
Advocate for and support
increased, direct, flexible,
multi-year county, state, and
federal funding to support
citywide and County
homelessness prevention
programs. Additionally,
advocate to streamline the
pass through of state and
federal prevention funds to
local jurisdictions and service
providers.
WSCCOG Member
Cities,
LAHSA, CEOHI
Qtr 1
2022
N/A
1 https://www.lahsa.org/news?article=726-2020-greater-los-angeles-homeless-count-results 2 1.1c Convene meeting with LAHSA
regardingCountywide Problem
Solving Integration.
Request data to better
understand the program’s
progress and impact: (1)
quarterly or semi-annual
reports from LAHSA on use of
Problem-Solving Assistance
Funds (PSAF) and interventions
by zip code to see if Westside
residents are accessing these
resources, and (2) Reports that
identify program and training
outcomes, and gaps.
WSCCOG LAHSA
Problem
Solving Unit;
CEO-HI
Qtr 2
2022
Qtr 2 2022
1.1d
Behavioral
Health
2.1a
Coordinate with Departments
of Mental Health Public Health,
and Health Services in
developing and expanding
partnerships around: mobile
crisis response pilots, ongoing
MET and Multi-Disciplinary
Teams (MDT) programs, harm
reduction services, and
Substance Use Disorder (SUD)
treatment services
WSCCOG Member
Cities; DMH,
DPH, DHS,
HEART
collaborative,
Safe Med LA
Qtr 1
2022
N/A
Strategy 1.2. Expand Tenant Protections, Outreach, and Supportive Services Support expanding citywide protections for renters from unfair evictions and unaffordable rent increases by strengthening polices such as, maximum allowable rent increase, just cause eviction protections, renter’s right to counsel for unjust evictions. Additionally, support expansion of legal aid and tenant outreach and education programs to help renters enforce their rights against unjust eviction and prohibited rent increases.
1.2 Key Action Lead Support Estimated
Start Date
Estimated
End Date
1.2a Take inventory of tenant
protection laws and that exist in
each Member City to identify
gaps.
WSCCOG Member
Cities
Qtr 2 2022 Qtr 2 2022
1.2b Advocate for increased legal
protections, outreach, and
services for tenants as a region
WSCCOG,
Member
Cities
Member
Cities
Qtr 2 2022 N/A
3 Comms
& Policy
Advocacy
6.3b
and within each Member City, to
close existing gaps.
1.2c Provide Member Cities updates
on changing state and local
legislation related to tenant
protections.
WSCCOG Member
Cities,
LAHSA,
CEO-HI
Qtr 2 2022 N/A
4 2. BEHAVIORAL HEALTH
Goals:
a. Expand sub-regional capacity to address the community’s behavioral health needs through increased collaboration and partnerships with the County, local hospital systems, philanthropy, and community partners.
b. Build robust behavioralhealth alternative crisis response systems including dispatch, first responder services, and crisis-receiving facilities in the region to appropriately connect people experiencing behavioral and mental health crises to the continuum of care and treatment services instead of the criminal justice system.
c. Expand first responder system capacity to support alternativesto law enforcement to address low-risk behavioral health crisis incidents.
Issues/Needs:
• In LA County, drug and alcohol overdose is the number one leading cause of death for persons experiencing homelessness, while suicide is the fifth leading cause of death. 2 • SPA 5 saw a 67.5% increase, and SPA 4 saw a 51.3% in accidental drug overdose death rates between 2019 and 2020 among their residents (housed and unhoused). 3 • Not all Westside Cities coordinate or have Mental Evaluation Team (MET) with direct access to mental health and substance use services.
• There is variability between Westside Cities regarding the status of clinical capacity in their first responder systems.
• There are limited crisis receiving facilities and treatment beds available in the region.
Strategy 2.1. Ensure Access to Mental Health and Substance Use Services Ensure that all jurisdictions have access to mental health and substance use services in collaboration with the County departments of Mental Health, Health Services, and Public Health.
2.1 Key Action Lead Support Estimated
Start Date
Estimated
End Date
2.1a
Prevention
1.1d
Coordinate with Departments of
Mental Health Public Health,
and Health Services in
developing and expanding
partnerships around: mobile
crisis response pilots, ongoing
MET and Multi-Disciplinary
Teams (MDT) programs, harm
reduction services, and
Substance Use Disorder (SUD)
treatment services
WSCCOG Member
Cities; DMH,
DPH, DHS,
HEART
collaborative,
Safe Med LA
Qtr 1 2022 N/A
2.1b Explore effective public
communication strategy that
supports the County’s targeted
Member
Cities
County,
WSCCOG,
Everyone In
Qtr 3 2022 N/A
2 http://www.publichealth.lacounty.gov/chie/reports/HomelessMortality2020_CHIEBrief_Final.pdf 3 http://publichealth.lacounty.gov/sapc/MDU/SpecialReport/AccidentalDrugOverdoseReportJuly2021V2.0.pdf 5 Comms &
Policy
Advocacy
6.2c
substance use campaign and
raise awareness about harmreduction (e.g. sharp waste
disposals in public spaces,
NARCAN)
2.1c Convene the Member Cities to
share resources and lessons
learned on local behavioral
health crisis response programs
and efforts
WSCCOG Member Cities Qtr 1 2022 N/A
2.1d Provide WSCCOG Homeless
Working Group updates on
changing state legislation
related to behavioral health
governance and funding.
WSCCOG Member Cities Qtr 2 2022 N/A
2.1e
Comms &
Policy
Advocacy
6.3c
Advocate as a region for
increased, sustained, direct,
flexible, multi-year local, state,
and federal funding to support
and expand citywide and County
programs related to behavioral
health services.
WSCCOG Member Cities Qtr 1 2022 N/A
Strategy 2.2. Roll Out the New Behavioral Health Crisis 9-8-8 Program Align and coordinate cities’ behavioral health crisis response systems with the roll out of County and Department of Mental Health’s Behavioral Health Crisis 9-8-8 program.
2.2 Key Action Lead Support Estimated
Start Date
Estimated
End Date
2.2a Convene with DMH, as the regional
lead, on the County’s in-progress
Behavioral Health Crisis 9-8-8 program,
to ensure Westside Cities are equitably
served by the resource.
WSCCOG DMH Qtr 1 2022 N/A
6 3. DATA
Goal:Improve data sharing across the subregion to better inform deployment of supportive services and development of housing resources.
Issues/Needs:
• PEHs are mobile and/or displaced and therefore, move throughout the region. This presents a challenge in tracking services for PEHs who move around the Westside as related data is managed in silos.
• Member Cities do not have direct access to HMIS which makes it more challenging forstaff to use data to identify gaps and opportunities for connections to services and housing and inform related program development.
Strategy 3.1. Promote Access to Data and Improve Regional Data Tracking Promote access to data among and across the Westside Cities and community partners.
3.1 Key Action Lead Support Estimated
Start Date
Estimated
End Date
3.1a Work with CEO-HI to gain access
to Countywide Homeless
Information Portal (CHIP) if
Member Cities do not already
have access.
Member
Cities
County CEOHI; WSCCOGQtr 1 2022 Qtr 3 2022
3.1b
Comms
& Policy
Advocacy
6.3e
Advocate and coordinate for all
Westside Cities to gain access to
HMIS.
WSCCOG Member
Cities; LAHSA
Qtr 1 2022 Qtr 4 2022
3.1c Identify an HMIS staff lead who
can access the HMIS database
for case context when people
are presenting in need of
referrals at city facilities and
public spaces.
Member
Cities
LAHSA,
WSCCOG
Qtr 2 2022 Qtr 4 2022
3.1d Sign AB 210 Employee
Participation and Confidentiality
Agreement to allow for multijurisdictional data sharing for MDTs, if Member Cities have
not already signed.
Member
Cities
County CEOHI; WSCCOGQtr 2 2022 Qtr 3 2022
7 Strategy 3.2. Improve Access to Case Management Data with Akido Labs Improve access to case management data and data quality to allow for better coordination of care for clients across multiple jurisdictions
3.2 Key Action Lead Support Estimated
Start Date
Estimated
End Date
3.2a Each city explores the feasibility
of using the Project Connect App
via Akido Labs to share
information between outreach
and public safety teams to
promote the continuum of care
Member
Cities
Akido Labs In progress Qtr 3 2022
3.2b Apply for Metro funding as a COG
to build out multi-jurisdiction
technology solution like Project
Connect App (via Akido Labs)
WSCCOG Member
Cities; Akido
Labs; Metro
Qtr 4 2022 Qtr 4 2022
8 4. HIGH ROAD CAREER PATHWAYS & TRAINING
Goal: Leverage workforce development opportunities to:
b. Create high road career pathways for unhoused,formerly unhoused individuals, and homeless outreach service workers,
c. Expand the workforce and improve job quality and support for homeless outreach service workers, and
d. Provide uniform and consistent training for frontline city staff who regularly interface with unhoused residents.
Issues/Needs:
• Increase competitive workforce participation by people with a history of homelessness or at-risk of experiencing homelessness, including previously incarcerated, on parole or probation, youth who are out of school or work.
• Homeless outreach workers are under-paid and agencies are experiencing significant turn-over, which breaksthe continuity of care between staff and clients. • Demand for experienced outreach workers outpaces current supply. • Outreach teams need dedicated space to meet with clients and complete intake forms. • Outreach teams need more access to resources to refer clients for basic needs, such as personal hygiene, storage, and a safe place to stay while waiting for housing.
Strategy 4.1. Improve Hiring and Employment Retention of Unhoused Residents Improve hiring and employment retention of unhoused city residents with high employment barriers (including histories of homelessness, incarceration, addiction, unable to acquire work documents, and other). Cities can play a supportive role in connecting local businesses to County and State programs that incentivize the hiring of PEHs.
4.1 Key Action Lead Support Estimated
Start Date
Estimated
End Date
4.1a Share information, incentives,
and resources with economic
development agencies who
work with local businesses, and
regional business associations
to encourage local private
sector businesses to provide
job training and employment
opportunities for PEHs.4
Member
Cities
WSCCOG,
WDACS,
CEO-HI, local
businesses
associations
Qtr 2 2022 N/A
4.1b Target local recruitment and
hiring processes of current and
formerly homeless individuals
in city-supported contracts.
Encourage public agencies and
Member
Cities
WSCCOG,
WDACS,
CEO-HI,
Westside
Councils
TBD TBD
4 Information sharing could inform businesses, for example, how to: enroll in the Homeless Hire Tax Credit, access to an approved vendor list of Social Enterprises businesses can contract with, become an employer partner with a Social Enterprise program (e.g. with LA:RISE); become an employment site for the CalWorks Program. 9 businesses to contract with
social enterprises who worked
with people experiencing
homelessness.
Chambers of
Commerce,
other local
business
associations
4.1c Meet with the County, regional
AJCCs, Social Enterprises and
Alternative Staffing
Organizations to understand
how cities can be use their
resources, purchasing power,
and reach to promote,
improve, and expand high
quality workforce development
opportunities for PEHs with
supportive services.
WSCCOG CEO-HI, BOS
Economic
Development
Deputies,
WDACS,
regional
AJCCs, Social
Enterprises
and
Alternative
Staffing Orgs
5 Qtr 4 2022 2023
Strategy 4.2. Support and Expand Workforce of Outreach Workers Develop well-trained, sustainable career pathways with livable wages for outreach workers to (1) attract more talent, (2) combat high turnover, low wages, and high burnout.
4.2 Key Action Lead Support Estimated
Start Date
Estimated
End Date
4.2a
Comms
& Policy
Advocacy
6.3f
Advocate for the
County/LAHSA to improve
quality job standards for
outreach workers through
contracting power, improved
funding, and other policies
including but not limited to
mandating living wages,
hazard pay, increased time
off, and improved mental
health services.
WSCCOG CEO-HI,
LAHSA,
Member
Cities, Home
for Good
Funders
(HACLA)
Qtr 1 2022 N/A
4.2b Support Santa Monica
College and other partners
involved in developing a
career pipeline and academic
programs in the Homeless
Services Sector
WSCCOG Santa
Monica
College,
LAHSA,
Member
Cities,
WDACS,
Qtr 3 2022 TBD
5 Such as (but not limited to) First Step Staffing, SoCal Goodwill JVS SoCal (West LA AJCC), REDF, Center for Employment Opportunities, Chrysalis, Hospitality Training Academy, WERC 10 Regional
Social
Enterprises
and Service
Providers
4.2c Develop policies, if needed,
to provide outreach workers
access to public facilities
(e.g., desk, wi-fi, etc.) when
they are out in the field or
completing intake forms with
clients, which includes coworking spaces, libraries,
recreation centers, and parks
where people experiencing
homelessness tend to gather
Member
Cities
WSCCOG TBD TBD
11 5. HOUSING
Goal:Remove barriers to and increase housing production through innovative development and financing strategies.
Issues/Needs
• The Westside subregion experiences high rents and unaffordability, construction costs, and land value.
• There is a lack of available land or space to build more new and affordable housing. • Current rapid re-housing subsidies and rental assistance vouchers are not enough to cover the high rents in the Westside subregion, which is causing people to leave the community and move to areas where housing is more affordable.
Strategy 5.1. Develop Regional Actionable Strategies Under the Regional Early Action Program (REAP)
Work with the WSCCOG Housing Working Group and consultant to develop a series of studies and strategy plans related to housing production and preservation.
5.1 Key Action Lead Support Estimated
Start Date
Estimated
End Date
5.1a Assist cities in understanding
and addressing barriers to
housing production in
the Westside subregion and
identify specific policy
recommendations and key
actions to directly reduce
development costs and
address other impediments to
production
WSCCOG Member Cities 2022 N/A
5.1b Consultant to provide on-call
technical assistance (TA) to
the Westside cities in drafting
new or amending existing
ordinances in response to the
recommended actions
identified from the REAP
studies
WSCCOG Member Cities 2023 TBD
5.1c Consultant to conduct a
subregional framework to
affirmatively furthering fair
housing in the Westside to
address racial discrimination,
residential segregation, and
WSCCOG Member Cities 2023 TBD
12 social inequities from historic
redlining and exclusionary
zoning policies. Scope to be
determined.
5.1d Explore innovative
subregional funding strategies
and programs as a framework
to form a potentialWestside
Subregional Affordable
Housing Funding Program to
establish a dedicated and
ongoing revenue to
accelerate housing
production and support the
preservation of affordable
housing.
WSCCOG Member Cities 2023 TBD
Strategy 5.2. Preserve Existing Affordable Housing
Preserve existing affordable housing to keep rents low and prevent people from falling into homelessness.
5.2 Key Action Lead Support Estimated
Start Date
Estimated
End Date
5.2a Establish inter-agency
agreements that would allow
entrance into each Housing
Authority jurisdiction on the
Westside without going
through the formal HUD
portability process.
Member
Cities
HACLA, LACDA,
SMHA, CCHA
WSCCOG
Qtr 4 2022 TBD
Strategy 5.3. Expand Landlord Participation in Key Re-Housing Programs
5.3 Key Action Lead Support Estimated
Start Date
Estimated
End Date
5.3a Collaborate with the County
to host a regional landlord
engagement workshop and
further strategize to support
increased landlord
participation in the Homeless
Incentive Program (HIP) and
provide updates on state law,
including SB 329 (Section 8
voucher discrimination), AB
1482 (new rent cap
WSCCOG Member Cities
(their housing
authorities:
LACDA, HACLA,
SMHA, CCHA),
CEO-HI
Qtr 3 2022 Qtr 3 2022
13 increases), and new ADU
laws.
6. COMMUNICATIONS & POLICY ADVOCACY
Goals:
b. Improve coordination and collaboration with public agencies (local, state, and federal) and local community partners to address homelessness.
c. Standardize a regional communication strategy to inform the progress and updates of outreach and other efforts to prevent and address homelessness.
d. Position WSCCOG to engage on behalf of member cities with county, state and federal electeds for district-specific funding and resources to improve homelessservices and prevention. e. Advocate for subregional support
Issues/Needs
• Moving or removing encampments result in shuffling people across the subregion which becomes a barrier to finding housing and maintaining employment. • Align and/or pool subregional resources to address gaps in public resources, such as Measure H, state, and local resources.
• Simplify complex processes through sharing homelessness engagement stories with constituents and public officials.
• Increase community education about supportive housing to promote development across the region.
Strategy 6.1. Collaborate with Public Agencies and Community Partners Promote opportunities for Westside Cities to collaborate with public agencies and community partners.
6.1 Key Action Lead Support Estimated
Start Date
Estimated
End Date
6.1a Liaison with Safe Parking LA to
create individual, proactive
Member City relationships to
(1) explore sites for RV lots for
the safe parking lot program
(2) understand how city can
help Safe Parking LA connect
to potential partner sites (such
as faith-based organizations)
Member
Cities
WSCCOG,
Member Cities,
Faith-based
organizations,
Safe Parking LA
Qtr 2 2022 TBD
6.1b Liaison with CalTrans to set
individual Member City
relationships and protocols to
address issues that arise (such
as encampment outreach) on
CalTrans right-of-way that
border city property
Member
Cities
Caltrans,
WSCCOG
Qtr 1 2022 N/A
14 Explore Caltrans right-of-way
properties to site noncongregant shelters and/or
permanent supportive housing
6.1c Convene Member Cities to
share strategies around
engaging with faith-based
organizations, mutual aid
groups, and other
community/streets-based
organizations who currently
volunteer their time providing
meals, hygiene kits, harm
reduction, phone lines, case
management, and advocacy
for unhoused residents. These
groups fill the gaps in service
provider and government
systems.
WSCCOG Member Cities,
CBOs, Mutual
Aid Groups,
Faith-Based
Organizations.
Qtr 2 2022 N/A
Strategy 6.2. Develop Subregional Communications Strategy Share data, narratives, and photos as a communication strategy with our partners, such as Everyone In. Educate and raise awareness around local support initiatives and success stories to build support for local efforts that end and prevent episodes of homelessness.
6.2 Key Action Lead Support Estimated
Start Date
Estimated
End Date
6.2a Ensure WSCCOG
homelessness webpage has
active links to each Member
City’s homeless/community
service homepages.
WSCCOG Member
Cities
Qtr 2 2022 Qtr 2 2022
6.2b Host Frontline Stories events
in the Westside subregion.
Member
Cities
Everyone in Qtr 3 2022 TBD
6.2c
Behavioral
Health
2.1b
Explore effective public
communication strategy that
supports the County’s
targeted substance use
campaign and raise
awareness about harmreduction (e.g. sharp waste
disposals in public spaces,
NARCAN)
Member
Cities
County,
WSCCOG,
Everyone In
Qtr 3 2022 N/A
15 6.2d Disseminate toolkits and
communication pamphlets
about Permanent Supportive
Housing (e.g. Everyone In,
League of Women Voters of
LA “Yes in My LA: Guide to
Supportive Housing”)
WSCCOG Member
Cities;
Everyone In
Qtr 4 2022 TBD
Strategy 6.3. Advocate for Subregional Support
Advocate for funding, resources, and legislation that are aligned with, and support, the subregion’s strategies and goals. With improve funding mechanisms and resources, Member Cities can create, expand, and replicate innovative pilot programs proven to be successful in: prevention, behavioral health, High Road career pathway development (for unhoused residents and outreach workers), and housing.
6.3 Key Action Lead Support Estimated
Start Date
Estimated
End Date
6.3a
Prevention
1.1b
Advocate for and support
increased, direct, flexible,
multi-year county, state, and
federal funding to support
citywide and County
homelessness prevention
programs. Additionally,
advocate to streamline the
pass through of state and
federal prevention fundsto
local jurisdictions and service
providers.
WSCCOG Member
Cities,
LAHSA,
CEO-HI
Qtr 1 2022 N/A
6.3b
Prevention
1.2b
Advocate for increased legal
protections, outreach, and
services for tenants as a
region and within each
Member City, to close existing
gaps.
WSCCOG,
Member
Cities
Member
Cities
Qtr 1 2022 N/A
6.3c
Behavioral
Health 2.1e
Advocate as a subregion for
increased, sustained, direct,
flexible, multi-year local, state,
and federal funding to support
and expand citywide and
County programs related to
behavioral health services.
WSCCOG Member
Cities
Qtr 1 2022 N/A
16 6.3e
Data 3.1b
Advocate and coordinate for
all Westside Cities to gain
access to HMIS.
WSCCOG Member
Cities;
LAHSA
Qtr 1 2022 N/A
6.3f
High Roads
Career
Pathways
4.2a
Advocate for the
County/LAHSA to improve
quality job standards for
outreach workers through
contracting power, improved
funding, and other policies
including but not limited to
mandating living wages,
hazard pay, increased time
off, and improved mental
health services.
WSCCOG CEO-HI,
LAHSA,
Member
Cities,
Home for
Good
Funders
(HACLA)
Qtr 1 2022 N/A